This study investigates the core competencies essential for product designers to excel in cross-cultural global markets, with particular emphasis on implications for human resource development and organizational leadership. As design practices increasingly transcend cultural and geographical boundaries, designers are required to integrate advanced technical proficiency, creative problem-solving, technological adaptability, and cultural intelligence to create inclusive, socially responsible, and market-relevant products. Employing a mixed-methods approach—including focus groups and surveys with design professionals, industry executives, and academic leaders—the research identifies key competencies such as flexibility, intercultural communication, ethical integrity, and systems thinking. The findings underscore the necessity of balancing technical expertise with emotional intelligence and transformational leadership capabilities to effectively lead diverse, cross-functional teams. These competencies contribute significantly to fostering innovation, enhancing employee well-being and job satisfaction, and strengthening organizational resilience, thereby supporting sustainable human resource strategies. Furthermore, the study highlights the importance of continuous professional development and lifelong learning in cultivating culturally competent and ethically driven design talent. The insights offer strategic guidance for human resource professionals, organizational leaders, and educational institutions aiming to develop adaptive, inclusive, and future-ready design capabilities aligned with evolving global demands.

This study investigates the integration of Yao ethnic cultural history into sustainable jewelry design and its implications for human resource planning, organizational management, and employee engagement techniques within creative sectors. The research emphasizes new approaches to improving employee well-being, work happiness, and organizational commitment by integrating cultural authenticity with circular economy concepts. The study specifically aims to (1) use Yao cultural elements to strengthen the organization’s identity and boost employee pride, (2) evaluate how consumers respond to circular economy ideas and how these ideas impact employee motivation and performance, and (3) explore how sustainability efforts based on culture affect consumer behavior and the morale of the workforce. We used a mixed-methods approach, combining qualitative interviews with fifteen experts in design, sustainability, and cultural heritage with a quantitative survey of 240 participants. Research indicates that using Yao motifs—such as traditional needlework and nature-inspired designs—enhances market attractiveness and promotes more employee alignment with business ideals, hence improving satisfaction and performance. The increasing customer acceptance of recycled and upcycled items enhances employees’ sense of purpose and engagement. These findings highlight the importance of incorporating sustainable HR practices, including culturally oriented training and open ethical principles, to enhance labor relations and foster equity. Utilizing cultural heritage in design innovation serves as a strategic instrument to enhance human capital and promote long-term organizational sustainability.

Ukrainian Human Resource (HR) practices have multiple difficulties from economic changes combined with digital transformation and workforce instability brought on by the war in 2022. The study examines Ukrainian HR practices between 2015 and 2024, focusing on the digitalization of HR systems, talent development, staff engagement, and hiring strategies. It considers the effects of organizational size and industry type. The study combined interviews with 30 HR professionals and surveyed 150 organizations from different industry groups and sizes. Our data required both quantitative statistical tests and manual content breakdown with codes. Research has shown significant differences between Information Technology (IT) and farming firms, as 89% of IT businesses have integrated artificial intelligence (AI)-powered HR tools. In comparison, only 15% of agricultural companies have adopted them. Small and medium-sized enterprises (SMEs) showed less commitment to digital transformation and European Union (EU) requirements than large enterprises, which adopted these systems at rates of 75% and 88%, respectively. Western Ukraine first established mental health initiatives during the crisis, and Eastern Ukraine moved toward decentralized administration. Digitalization assistance for small businesses, along with EU and local human resources frameworks, should form the basis of our suggestions. This research calls for flexible people management methods to boost the Ukrainian workspace’s ability to recover from shocks.

To study the environment of the Kipushi mining locality (LMK), the evolution of its landscape was observed using Landsat images from 2000 to 2020. The evolution of the landscape was generally modified by the unplanned expansion of human settlements, agricultural areas, associated with the increase in firewood collection, carbonization, and exploitation of quarry materials. The problem is that this area has never benefited from change detection studies and the LMK area is very heterogeneous. The objective of the study is to evaluate the performance of classification algorithms and apply change detection to highlight the degradation of the LMK. The first approach concerned the classifications based on the stacking of the analyzed Landsat image bands of 2000 and 2020. And the second method performed the classifications on neo-images derived from concatenations of the spectral indices: Normalized Difference Vegetation Index (NDVI), Normalized Difference Building Index (NDBI) and Normalized Difference Water Index (NDWI). In both cases, the study comparatively examined the performance of five variants of classification algorithms, namely, Maximum Likelihood (ML), Minimum Distance (MD), Neural Network (NN), Parallelepiped (Para) and Spectral Angle Mapper (SAM). The results of the controlled classifications on the stacking of Landsat image bands from 2000 and 2020 were less consistent than those obtained with the index concatenation approach. The Para and DM classification algorithms were less efficient. With their respective Kappa scores ranging from 0.27 (2000 image) to 0.43 (2020 image) for Para and from 0.64 (2000 image) to 0.84 (2020 image) for DM. The results of the SAM classifier were satisfactory for the Kappa score of 0.83 (2000) and 0.88 (2020). The ML and NN were more suitable for the study area. Their respective Kappa scores ranged between 0.91 (image 2000) and 0.99 (image 2020) for the LM algorithm and between 0.95 (image 2000) and 0.96 (image 2020) for the NN algorithm.

Purpose: This article explores the adoption of Artificial Intelligence (AI) in Human Resource Management (HRM) in the UAE, focusing on the critical challenges of fairness, bias, and privacy in recruitment processes. The study aims to understand how AI is transforming HR practices in the UAE, highlighting the issues of bias and privacy while examining real-world applications of AI in recruitment, employee engagement, talent management, and learning and development. Methodology: Through case study methodology, detailed insights are gathered from these companies to understand real-world applications of AI in HRM. A comparative analysis is conducted, comparing AI-driven HRM practices in UAE-based organizations with international examples to highlight global trends and best practices. Findings: The research reveals that while AI holds significant potential to streamline HR functions such as recruitment, onboarding, performance monitoring, and talent management, it also discusses challenges and strategies companies face and develop in integrating AI into their HRM processes, reflecting the broader context of AI adoption in the UAE’s HR landscape. Originality: This paper contributes to the growing body of literature on AI in HRM by focusing on the unique context of the UAE, a rapidly developing market with a highly diverse workforce. It highlights the specific challenges and opportunities faced by organizations in the UAE when implementing AI in HRM, particularly regarding fairness, bias, and data privacy.

This paper discusses the use of workforce ecosystems to manage human intellectual capital. The need for work ecosystems has emerged in the digital age because of the rapid growth in the number of engaged partners and freelancers in the digitalization of enterprises. It is shown that this growth is directly related to the use of agile management systems in design and development: agile, DevOps, microservice architecture, turquoise practices, etc. The information systems needed to manage workforce ecosystems should have competency-based metrics to link business needs, recruitment and training, and finding new partners. At the same time, training should be prioritized over recruitment and the search for new partners in the context of staff shortages. When automating workforce ecosystems, a platform approach should be used to integrate both corporate HR, time and business process management systems, and similar systems from partners.