Modeling new opportunities and threats in the management of international personnel under Industry 5.0 conditions. Наукові записки. Інститут поліграфії та медійних технологій. НУ «Львівська політехніка»

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Бучко Р. М.	№ 2 (71)	344-351

Summary
References

The article is devoted to modeling new opportunities and threats in managing international personnel within the framework of the Industry 5.0 paradigm, which integrates technological progress with human-centricity, sustainability, and inclusiveness. The study is based on the analysis of the operations of the American logistics company SVB Express, whose headquarters are located in Chicago (USA), with operational centers in Sumy and Lviv (Ukraine). This structure generates complex managerial challenges arising from time-zone asynchrony, cultural diversity, and the need to unify communication standards. Within Industry 5.0, traditional HR approaches lose their effectiveness, giving way to the new HRM 5.0 model, which integrates digitalization, ethical leadership, human–AI collaboration, and the development of hybrid competencies.

An analysis of recent publications (Ammirato S., 2023; Aydin E., 2024; Das B. B. & Borthakur P. G., 2023; Nasir V., 2025; Olsson A. K., 2025) demonstrates the growing recognition of human potential as a key resource of future production systems. Building on the synthesis of theoretical findings and SVB Express’s practical experience, a conceptual HRM 5.0 model has been developed, encompassing five interrelated components: strategic (inclusive policies, well-being orientation), operational (flexible scheduling, core hours, standardized operating procedures), technological (integrated digital platforms such as TMS, CRM, HRIS), cultural-communicative (intercultural competence training, Virtual Coffee Breaks), and ethical-security (compliance with GDPR/CCPA, anti-discrimination measures).

The findings indicate that harmonizing technological and human dimensions enabled SVB Express to increase operational efficiency by 17 % and reduce employee burnout by 23 %. The authors argue that in the era of Industry 5.0, a company’s competitiveness depends not only on its digital infrastructure but also on its culture of collaboration, empathy, and intercultural trust. The HRM 5.0 model demonstrates practical value for global logistics companies operating in multicultural environments by ensuring a balanced integration of technological efficiency and human potential as the central driver of sustainable development.

Keywords: Industry 5.0, international personnel, multicultural teams, logistics, global HR management, remote work, digitalization, human-centricity.

doi: 10.32403/1998-6912-2025-2-71-344-351

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