Organization of teamwork in the context of global challenges in the context of digital and personnel security

Abstract

The article examines the peculiarities of organizing teamwork in the context of global challenges and its reflection in the organization's personnel policy. It has been established that the global challenges of 2020–2024—the COVID-19 pandemic, full-scale war in Ukraine, accelerated digitalization, hybrid forms of employment, and the rapid development of artificial intelligence—have radically transformed the requirements for teamwork organization and personnel policy in modern organizations. Digital communications, remote technologies, and cloud services have become structural elements of management activities, defining a new architecture of interaction between employees and managers. At the same time, the digital environment has increased the risks of data leaks, cyberattacks, social engineering, and information manipulation, which places increased demands on personnel security. Accordingly, this necessitates the transformation of an organization's personnel policy and its focus on implementing new approaches to the organization of personnel management processes based on digital competence and cyber hygiene skills, which is a direct response to the threats of social engineering, disinformation, and the rise of AI. The study identifies the characteristics of human resource policy that is being shaped in the context of change and global challenges affecting the stability of organizations. Analysis of EU and Ukrainian statistics has demonstrated the steady growth of remote work and digital services as prerequisites for ensuring the continuity of business processes, public administration, and social infrastructure even in conditions of extreme uncertainty. The study emphasizes that digitalization is not only a tool for increasing productivity, but also a factor in the formation of new competencies necessary for effective team interaction: digital literacy, psychological resilience, and the ability to work in virtual, project-based, hybrid, and interdisciplinary teams. Therefore, the author analyzed the peculiarities of forming personnel policy regarding the practice of using different types of teams. A comparison of different team models has shown that HR policy must evolve from traditional administrative control to flexible, people-centered, and security-oriented approaches. The importance of assessing digital competencies, self-organization skills, the ability to work in asynchronous digital environments, and the willingness to adhere to cyber hygiene protocols is growing. For managers, leadership through trust, managing the psychological resilience of the team, crisis decision-making, and ensuring information security are becoming key. The study substantiates that effective team management in the face of global challenges is only possible if digital communications and personnel security are integrated into a single management system. This approach ensures the strategic stability of the organization, improves the quality of team interaction, minimizes the risks of data leaks and reputational damage, and contributes to the formation of modern human resources capable of working in highly turbulent conditions. At the same time, digitalization and the development of teamwork are key tools for adapting socio-economic systems to the new conditions of global instability.