PROFILING IN HR: OPPORTUNITIES, LIMITATIONS, AND ETHICAL-LEGAL ASPECTS OF APPLICATION

Abstract

In the context of rapid changes in the labor market and increasing demands for the quality of personnel selection, HR professionals face the challenge of not only accurately predicting professional competencies but also deeply understanding the personal characteristics of candidates. Traditional assessment methods, such as interviews, resumes, and testing, often fall short of identifying potential risks and behavioral traits of employees in critical situations.

In this context, profiling comes to the forefront — a method of comprehensive personality analysis based on behavioral indicators, speech patterns, facial expressions, motivational attitudes, and other factors. Initially used in criminalistics and security, profiling is successfully adapting to HR tasks and gaining increasing popularity in international practice.

The aim of this article is to demonstrate the necessity of integrating profiling methods into human resources management processes and to show how it can become an effective tool for evaluating, selecting, and developing employees.