КОНЦЕПТУАЛЬНІ ПОЛОЖЕННЯ УПРАВЛІННЯ КАР’ЄРНИМ ЗРОСТАННЯМ ФАХІВЦІВ ІННОВАЦІЙНИХ ПІДПРИЄМСТВ

Iryna Lytovchenko; Stanislav Shevchenko

doi:10.37734/2409-6873-2026-2-25

Iryna Lytovchenko Simon Kuznets Kharkiv National University of Economics https://orcid.org/0000-0002-8117-1244
Stanislav Shevchenko Simon Kuznets Kharkiv National University of Economics https://orcid.org/0009-0002-1251-5936

DOI: https://doi.org/10.37734/2409-6873-2026-2-25

Keywords: career growth management, innovative enterprises, human-centered innovation paradigm, career self-management, competency-based career management, proactive career behavior, inclusive career development, internal mobility

Abstract

The purpose of the article is to provide a theoretical and methodological rationale for a human-centered innovation paradigm of managing the career growth of specialists in innovative enterprises by systematizing relevant approaches and principles and formulating an integrated set of conceptual provisions for a controllable, measurable, and inclusive career management system. Methodology of research. The study applies conceptual analysis, comparative synthesis and logical modelling to integrate contemporary career perspectives (protean and boundaryless careers), social cognitive career theory, the competency-based view of career transitions, and system, process and situational approaches. Findings. A human-centered innovation paradigm of career management is proposed, combining the institutional dimension with the subject dimension (self-management, values, and motivation). The article develops a coherent set of general and specific principles: scientific grounding, systemic coherence, continuity of development, flexibility, transparency and fairness, partnership; as well as human-centeredness and subjectivity, strategic alignment, competency transparency, merit and procedural justice, inclusiveness and diversity, continuous learning, evidence and measurability, technological and digital integration, and feedback with career dialogue. On this basis, seven conceptual provisions are formulated: (1) integration of career management into strategic management and innovation policy; (2) combining organisational support with individual career self-management; (3) competency-based criteria for career transitions through increasing role complexity and competence growth; (4) an acmeological career strategy focused on professional maturity and peak performance; (5) process controllability and measurement of the career cycle; (6) integration with talent and knowledge management; (7) inclusiveness as a governing requirement ensuring equal access to development and advancement. Practical value. The provisions provide a methodological basis for designing career tracks and competency profiles, internal mobility and project assignments, mentoring and development programs, regular career dialogues and progress assessment, and for implementing evidence-based HR analytics and integrated digital tools that enhance innovation capability and workforce resilience.

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CONCEPTUAL PROVISIONS FOR MANAGING THE CAREER GROWTH OF SPECIALISTS IN INNOVATIVE ENTERPRISES

Abstract

References