Introduction Recent years have been a true test of strength for Ukrainian business. The pandemic, economic fluctuations, and then a full-scale war. In these conditions, companies have had to do more than just adapt; they have had to learn to live and work in a state of constant uncertainty.

It was at this precise moment that the role of HR truly transformed. Today, it is no longer about processes or paperwork. It is about people—their endurance, faith, and ability to hold on and keep moving forward. It is about how a company can become a pillar of support for them.

Anna Mazurenko, HR Director of Bayadera Group, is convinced: in difficult times, a business is not sustained by processes—it is sustained by people.

The New Role of HR: From Function to Strategy "Today, HR is a multifunctional strategic role," says Anna Mazurenko.

As recently as 5–7 years ago, HR was mostly associated with recruitment, onboarding, and personnel records. It was an important, yet ultimately supporting, function. Today, everything is different.

The HR function has moved significantly closer to the business core. HR is involved in discussing decisions right from the start, helping to determine if the team has enough resources, how a decision will affect people, and whether the company can navigate a given path without losses.

While the focus used to be on finance and operations when launching new processes, today the focus is mandatorily on people:

• Are there enough resources?
• Can the team withstand the pressure?
• Will we lose key specialists?

In conditions of constant turbulence, HR effectively becomes the function that helps the business maintain its balance and avoid "breaking" under the load.

Crisis Management in Action: People as the Primary Value The war has clearly demonstrated one thing: a business's greatest asset is its people. At the same time, they are the greatest risk area.

Mobilization, relocation, and labor shortages are particularly felt in manufacturing and logistics, where processes cannot be put on pause. At Bayadera Group, this was felt immediately. Consequently, the company opted for systemic work rather than quick fixes:

• Developing an internal talent pool.
• Training and supporting new employees.
• Transferring experience from long-term staff.

The power of people is especially evident in production—experienced employees don't just teach; they make newcomers "fall in love" with the profession. Often, this works more effectively than any bonuses.

In parallel, motivation is changing. Today, it is important for people to know not just "how much" they earn, but "for what purpose." Stability, clarity, and the feeling that your work matters are what truly retain a team. The company supports employees in difficult life situations and strives to create an environment where people feel they have a foundation to lean on. In our current reality, this is what matters.

On the Fatigue That Cannot Be Ignored There is one more thing that cannot be ignored today—fatigue. It accumulates. It has an impact. And everyone feels it. Therefore, the task of HR is not only about efficiency but also about preserving the team's internal resources.

Bayadera Group focuses on simple but vital things:

• Honest communication.
• Clarity in decision-making.
• Supporting interaction between people.

The goal is to avoid working "in silence" or being left alone with the workload. To achieve this, the company conducts an annual eNPS (Employee Net Promoter Score) survey to hear its people and react in time to what is happening within the team.

Live Interaction as a Point of Support Despite all the changes in the world, one thing remains constant—people need people. Bayadera Group consciously maintains an offline work format as the basis for interaction. It is through face-to-face communication that trust is born, issues are resolved faster, and a sense of team is formed.

"Live interaction is not just about work. It is about support and the feeling that you are not alone," says Anna Mazurenko.

A Vision of the Future: Working Ahead One of the most difficult challenges is the future. Young people are choosing manufacturing professions less frequently, which already creates risks for business today. However, this is also an area of opportunity.

Bayadera Group begins working with young people before they even enter the labor market. The company cooperates with educational institutions, including Cherkasy State Technological University, the Food Industry College in Smila, and Bohdan Khmelnytsky National University.

Graduates are already working in the laboratories as lab engineers and have become part of the team. It is crucial that they work alongside experienced professionals who can pass on not just knowledge, but also an attitude toward the profession. For today’s youth, it is vital to see meaning and perspective. The opportunity to contribute to the creation of famous Ukrainian brands is not just a job—it is a story they want to be a part of.

People as the Foundation of Resilience Over these years, it has become obvious: a business can have a strategy, resources, and plans, but if there are no people, nothing works. Resilience does not start with processes; it starts with the team.

Even with the active development of technology, AI cannot replace the core elements of working with people: trust, support, experience, and live interaction. In critical moments, these are exactly what hold a team together and allow a business to move forward.

The role of HR today is to do everything possible to ensure this team endures. "We cannot remove all the challenges. But we can ensure that people do not have to go through them alone," concludes Anna Mazurenko.

The interview was published on the Forbes website: https://forbes.ua/leadership/yak-hrd-stae-arkhitektorom-stiykosti-biznesu-poglyad-anni-mazurenko-bayadera-group-30042026-38250