SELECTION OF INDICATORS FOR ASSESSING THE MANAGEMENT OF CROSS-CULTURAL PERSONNEL OF AN ENTERPRISE

Abstract

The article explores the pressing issue of developing a comprehensive system for assessing the management of cross-cultural personnel within enterprises, in light of the increasing globalization, international integration, and expanding intercultural interaction in the business environment. The study justifies the necessity of forming quantitative indicators that allow for the objective evaluation of management decisions, which are traditionally described in qualitative terms. The research focuses on constructing a unified methodology for evaluating key HR processes—recruitment, adaptation, training, and motivation—taking into account national and cultural diversity among employees. The authors propose a system of performance indicators based on a combination of two evaluative components: the actual usage of certain methods (measured on a scale) and expert assessments of their effectiveness or importance. For each HR process block, specific formulas are presented to calculate integral indicators reflecting the current state and development level of managerial actions in a cross-cultural context. This method enables organizations to diagnose both strengths and weaknesses in HR practices and identify areas for improvement, ultimately enhancing the quality of managerial decision-making. In addition, the article presents a correlation and regression analysis to evaluate the impact of specific HR indicators on enterprise performance outcomes. This statistical approach reveals the quantitative relationships between the level of cross-cultural personnel management and such performance indicators as return on sales, labor productivity, pre-tax profit per employee, and others. Special attention is devoted to evaluating the effectiveness of both material and non-material incentives for multinational staff, as well as to the development of tolerant internal communication systems and adaptive mechanisms within diverse teams. The methodology combines expert interviews and survey techniques to transform traditionally qualitative evaluations into actionable quantitative metrics. The results of this study can serve as a foundation for building a monitoring and control system for managing cross-cultural human resources, optimizing HR policies, enhancing cross-cultural training programs, and strengthening enterprise competitiveness in multicultural environments. The scientific novelty of the article lies in the creation of an integrated, indicator-based approach for quantitatively assessing the effectiveness of cross-cultural human resource management.