Despite the fact that the share of companies with formal written documents (strategies or regulations on HRM practices) was at an average level, in the range of 44–64 %, many companies noted the presence of formulated corporate values, among which the most popular were values related to professional employee characteristics.

Outsourcing is becoming a common way to reduce HR costs and streamline processes. At the same time, medium-sized companies and some large companies resort to it more often (for individual practices), while small organizations are less likely to choose this type of optimization due to the small amount of suitable work.

An important direction in the development of HRM practices has been the digitalization of processes. The greatest spread of digital technologies is noted in such functions as the organization of remuneration, personnel training and internal communications.

When hiring personnel, companies differentiate methods for managers and specialists and for workers and employees. For managers and specialists, recruiting through recommendations, internal hiring and rotation is more common, and interviews (one-on-one and panel), collection of recommendations and professional tests are more often used for selection. In relation to workers and employees, recruiting is more often used through advertisements on aggregator sites, the website of the organization itself and in the media, and the most popular selection methods are professional tests, individual interviews and collection of reviews.

The survey results indicate that companies often centrally determine base salaries at the organization/division level, but use an individual approach to determine the level of base salaries for managers, and also refer to concluded tariff agreements as the main benchmarks for all categories of personnel.

The vast majority of companies provide employees with additional social benefits, most often maternity leave for the birth of a child and educational leave.

The low level of employee membership in trade union organizations determines the weak influence of trade unions on the activities of organizations. This is confirmed by the fact that employees resolve labor issues not through trade unions, but in other ways, primarily through their immediate supervisor.

In most companies, managers and specialists are more knowledgeable about such aspects of the company’s activities as business strategy, financial performance and work organization than employees and workers.

In intra-company communication, informing employees (top-down communication) is more developed than receiving feedback (bottom-up communication). At the same time, the most common channel in both directions is communication through the immediate supervisor.

The portrait of an HR service employee, compiled on the basis of a block of the questionnaire with information about the respondent, includes such characteristics as being female, having a higher education and a diploma in economics or business and management, work experience in the field of personnel management up to 5 years (for an HR specialist) and up to 10 years (for an HR director). The portraits of a specialist and a director of an HRM service overlap in general terms, however, HR directors, as a rule, work in the organization longer than HR specialists and have higher or additional education in the field of personnel management.

An examination of the CRANET research network’s performance from 1991 to 2021 through the lens of its value creation, as measured by the number of citations to articles published by its members in leading journals, revealed the following.