The main advantages of Strategic Human Capital Management are: increased productivity, knowledge, flexibility and versatility of staff, staff adaptability, improving the socio-psychological climate in the team, the formation of social capital in the enterprise and so on. However, along with significant advantages, SHRM has certain disadvantages and limitations on application: prognostic character (non-detailed) and significant dependence on the external environment; implementation of this strategy requires significant resources and a certain degree of readiness of the organization, requires non-standard approaches and constant creative search.
The specific features characteristic of small enterprises in the food industry are identified and analyzed, and also features of SHRM in the sector of small business are allocated: dependence of all personnel procedures on professionalism and personal qualities of heads of the enterprise; blurred boundaries of division in professional responsibilities between the company's staff; high level of awareness of employees about the state of affairs in the company; a kind of staff motivation system – due to the lack of vertical career growth in small businesses, etc.
With the help of analysis and synthesis methods, the importance of HR strategy, HR policy, practices and culture in enterprises in the small business sector has been proved. New rules and tendencies in SHRM are singled out and researched, the main ones among which are: digitalization; increased attention to strategies; maintaining the mental health of employees; the transition from managing the experience of employees to managing their life experience; increasing skills requirements for employees; growth of the employer's brand.
The indicators of measuring the effectiveness of the HRM strategy in the small business sector are studied and analyzed. It is determined that the effectiveness of Personnel Management can be assessed using: the final results of employees (gross profit, income, cost, level of profitability); indicators of productivity, quality and complexity of labor (labor productivity, the ratio of productivity growth and wages, the frequency of occupational injuries, loss of working time per employee); indicators of social efficiency (staff turnover, the ratio of workers and employees, uniformity of staff loading).
