HUMAN EFFICIENCY ISSUES: EXPERIENCES OF THE REGIONAL RECOVERY AND STABILIZATION INITIATIVES IN UKRAINE

The purpose of the paper is to advise optimization improvement pathways in human efficiency during post-conflict stabilization in Ukraine that currently undergoes change from the "firefighting" real-time operational mode to the routine bureaucratic mode. The major challenges include the resolutions of deficient staff operation models such as: rotations, chronic tiredness, inability to make decisions, and some others. A desk and in-depth study has been carried out of several national territorial stabilization programs dealing with the government that ensure infrastructural support to post-conflict regions and communities in the East of Ukraine. It studied how the programs are managed using deficient human potential (2015-2016 data) via NGOs and subcontractors. Improving stabilization tools, it leverages transformation of its own staff systems into a firm yet flexible entity. Results of the research showed that stabilization project human resource systems should identify deficient types of group and individual personnel behavior and react by replacing the inevitably improper staff, helping the ones under pressure, and/or monitoring and guiding the deficient personalities that need correction. Regional subcontractors can improve satisfaction and widen participation by supporting informal initiative to improve operational project teams at personal level. The role of others including subcontractors and partners in the first place is to meet the deficient employee types that have become the name and image of the organization that hired them. Sometimes these processes, no matter how ridiculous they may seem, include serious staffing changes and layoffs, which develop a feeling of fear to talk to others and discuss anything at all. The article concludes with the statement of its importance to overcome the inertia of the decision-making level unable to delegate, as this feature leads to the inability of the delegation of the external organizational changes, replacing personnel and structure, when it is easier to do it yourself than ask someone and teach. On the other hand, the processes of building teams do not need to become deadlocked by the lack of hierarchy and delegation.