ADAPTING PROJECT-BASED RECRUITMENT STRATEGIES IN INTERNATIONAL COMPANIES TO LOCAL CONDITIONS

Аннотация

This article analyzes the essence of project-based recruitment strategies widely used in international companies, their advantages and limitations, and the need to adapt them to the conditions of the Uzbek labor market. The study examines the effectiveness of global HR practices, including the competency model, the Agile HR approach, the use of artificial intelligence and ATS systems. Adaptation mechanisms are developed taking into account local legal norms, cultural factors, and the specifics of the technological infrastructure. As a result, a hybrid HR model that combines international experience and local practice is proposed, and recommendations are made to increase the efficiency of the personnel selection process and the level of employee adaptation. Keywords: project recruitment, international HR strategies, adaptation, local labor market, competency model, digital HR technologies. Introduction. In the modern global labor market, companies are widely using the project approach in the process of selecting personnel to maintain their competitiveness and successfully implement projects. Through this strategy, international companies have the opportunity to quickly and qualitatively attract specialists with the necessary competencies and experience, who are consistent with specific project goals. However, the effectiveness of directly applying such an approach to local conditions is not always high, since legal norms, labor market structure, technological infrastructure and cultural factors differ significantly. Therefore, adapting international experience to the characteristics of the Uzbek labor market not only increases the efficiency of recruitment, but also ensures long-term adaptation of employees. The dynamic development of the global economy, the intensification of competition in the labor market and technological innovations are fundamentally changing HR processes. International companies, especially when implementing large projects, are paying attention to organizing the personnel selection process based on a project approach. This strategy allows selecting employees based on competencies that are consistent with specific project goals, increasing their efficiency and accelerating the adaptation process. However, the direct 63 CURRENT APPROACHES AND NEW RESEARCH IN MODERN SCIENCES International scientific-online conference application of such an approach to the conditions of a developing market such as Uzbekistan requires adaptation mechanisms due to the limitations of local labor legislation, cultural characteristics and technological infrastructure. Project-Based Recruitment is a strategy for attracting personnel for a specific period of time and focused on specific results. This approach is usually aimed at selecting specialists who are suitable for the project goals and can demonstrate high efficiency within a specified period. International companies use several key elements in this strategy. First, the selection based on the competency model is widely used. In this process, technical skills (hard skills) and interpersonal skills (soft skills) are clearly defined, and the candidate’s suitability for the project requirements is assessed. Second, the Agile HR approach allows the selection process to be carried out in iterative and flexible stages. Through this method, the company achieves rapid correction and improvement of the process. Third, automated selection processes are being organized using AI and ATS (Applicant Tracking Systems). These tools allow for quick and objective assessment of candidates and the identification of unsuitable applications at an early stage. Fourth, the global talent sourcing strategy serves to expand the range of competencies by attracting foreign specialists. This allows the company to bring in global experience and innovative approaches. This strategy provides high results for international companies in terms of speed, flexibility and quality. However, the Uzbek labor market is distinguished by its socio-economic and cultural characteristics. Therefore, direct copying of international HR strategies can lead to a number of problems. The first problem is the issue of legal compliance. As a result of the differences in local labor legislation from international standards, some selection methods have to be limited. The second problem is the issue of cultural adaptation. International interview methodologies may not correspond to the local mentality and values of the workforce, which may result in differences in the assessment of candidates. The third problem is the limitations of technological infrastructure. The technical requirements of ATS or AI systems sometimes exceed the capabilities of local companies, making their full implementation difficult. 64 CURRENT APPROACHES AND NEW RESEARCH IN MODERN SCIENCES International scientific-online conference The fourth problem is the difference in competencies. It is highly likely that local candidates do not have the