Building an Interchangeable Team of Employees in Each Structural Department of the Company

Citation: Igor Yavorskyi, "Building an Interchangeable Team of Employees in Each Structural Department of the Company", Universal Library of Business and Economics, Volume 02, Issue 03.

Copyright: This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Abstract

The study focuses on the description of the mechanism for creating interchangeable teams as a fundamental element of organizational resilience. The aim of the work is the theoretical substantiation and formation of a systemic model for the development of cross-functional competencies and ensuring interchangeability at the level of the company’s structural subdivisions. The methodology of the work consists of a systemic analysis of contemporary publications on human capital management, organizational development and dynamic capabilities theory. As a result of the study a three-phase model of competency convergence is proposed, describing the transition from a group of narrow specialists to an integrated, interchangeable team through the stages of standardization, cross-training and synergetic integration. Based on the analysis it was determined that the implementation of this model enables an increase in the subdivision’s operational resilience index (maintenance of performance level in the absence of a key employee) and a reduction in the average time required for completion of end-to-end processes . In conclusion it is emphasized that the purposeful formation of interchangeability serves as a strategic investment in the organization’s dynamic capabilities, strengthening its adaptability and efficiency. The article will be of interest to managers at all levels, HR directors, organizational development specialists and researchers in the field of personnel management.

Keywords: Personnel Interchangeability, Cross-Functionality, Competency Management, Organizational Resilience, Competency Model, Personnel Development, Dynamic Capabilities, T-Shaped Specialists, Risk Management, Operational Resilience.

https://doi.org/10.70315/uloap.ulbec.2025.0203019