dgisocioЦифровая социология/Digital SociologyDigital Sociology2658-347X2713-1653Государственный университет управления10.26425/2658-347X-2023-6-2-30-39dgisocio-244Research ArticleЦИФРОВАЯ СОЦИОЛОГИЯ: НАПРАВЛЕНИЯ ИССЛЕДОВАНИЙDIGITAL SOCIOLOGY: RESEARCH AREASРеализация продвижения human-cloud платформы на примере платформы «Профессионалы 4.0» ПАО «Газпром нефть»Human-cloud platform promotion realization on the example of “Professionals 4.0” platform in “Gazprom neft” PJSChttps://orcid.org/0000-0002-7867-2590АхмаеваЛ. Г.AkhmaevaL. G.

Людмила Геннадьевна Ахмаева, канд. экон. наук, доц. 

каф. рекламы и связей с общественностью

Москва

Liudmila G. Akhmaeva, Cand. Sci. (Econ.), Assoc. Prof.

Advertising and Public Relations Department

Moscow

Lg_ahmaeva@guu.ruГосударственный университет управленияРоссияState University of ManagementRussian Federation202327062023623039Copyright © Ахмаева Л.Г., 20232023Ахмаева Л.Г.Akhmaeva L.G.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://digitalsociology.guu.ru/jour/article/view/244

   В статье проанализированы такие понятия, как модель шеринг-экономики, модель gig-экономики, экономическая uber-модель, human cloud платформы. Подробно рассмотрено изменение восприятия обществом в целом и бизнесом в частности удалённой и гибридной форм занятости после пандемии Covid-19. Исследованы такие первичные проявления новых подходов к использованию ресурсов, как коворкинг, коливинг, каршеринг, карпулинг, таймшер. В ходе проведённого исследования изучены основные драйверы, которые международные компании озвучивают в качестве ключевых для обращения к human cloud платформам, в целом совпадающие с данными российских компаний. Также были выделены рекомендации для работы с проектами в режиме гибких команд, которые необходимо учитывать организациям, принявшим решение обратиться к услугам human cloud платформ, а именно: облегчение существующей политики и реализации процедур, готовность к дискомфорту и его минимизация для работников, гибкость в контроле всех видов ресурсов, адаптация к отсутствию «правильных» ответов. В статье были выявлены барьеры к заключению договора для фрилансеров-исполнителей и компаний-заказчиков на платформе human cloud и предложены каналы продвижения для платформы «Профессионалы 4.0» и аналогичных ей human cloud платформ.

   The article analyzes such concepts as the sharing economy model, gig economy model, economic uber model, human cloud platforms. The change in the perception of remote and hybrid employment forms by society in general and business in particular after the Covid-19 pandemic is considered in detail. Such primary manifestations of new approaches to the use of resources as coworking, coliving, carsharing, carpooling, timeshare are studied. In the course of the conducted research, the main drivers were discussed that international companies voice as key for accessing human cloud platforms, generally coinciding with the Russian companies’. Recommendations for working with projects in the flexible instruction mode were also highlighted, which should be taken into account by organizations that have decided to turn to the services of human cloud platforms, namely: the existing policy simplification and realization of procedures, readiness for discomfort and its minimization for employees, flexibility in the control of all types of resources, adaptation for the absence of “correct” answers. The article identified barriers to the conclusion of a contract for freelance performers and customer companies on the human cloud platform and proposed promotion channels for the Professionals 4.0 platform and similar human cloud platforms.

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The authors declare that there are no conflicts of interest present.