Abstract:
Despite the increasing attention to the research field of human resources as productive assets, the risk management associated with it has not been systematically investigated. In the present study, a quantitative approach has been adopted to analyze and assess human resources risks. In the first step, the multiple dimensions of human resources risks and the components of these dimensions were identified through semi-structured interviews with human resources experts in one of the leading organizations in the country's electricity industry. In the next step, five indicators were introduced to analyze these risks, and the causal relationships between human resources risks as one of these analysis indicators were identified using the fuzzy DEMATEL technique. In the final step, the estimated levels of risks were compared based on the analysis indicators, and human resources risks were ranked based on these five indicators and using the fuzzy similarity technique. The results of the research showed that operational risks of human resources have the highest total impact and vulnerability in the network of reciprocal relationships between risks and have the highest priority compared to other main quadrants of human resources risks based on the analysis indicators.
Machine summary:
In the next step, five indicators were introduced to analyze these risks, and the causal relationships between human resources risks as one of these analysis indicators were identified using the fuzzy DEMATEL technique.
The results of the research showed that operational risks of human resources have the greatest overall impact and susceptibility in the network of reciprocal relationships between risks, and have the highest priority compared to other main areas of the fourfold of human resources risks based on the analysis indicators.
In academic theoretical texts, the human resources risk management process, which includes four main steps of identification, analysis, assessment, and dealing with human resources risks (Gholipour & Ebrahimi, 2015, p.
Therefore, in this research, we aimed to introduce an integrated approach to follow the next two steps in the human resources risk management process, namely risk analysis and assessment.
In the final step, the estimated levels of risks are compared based on the analysis indicators, and human resources risks are ranked using the fuzzy similarity technique.
The Canadian Conference Secretariat defines human capital risk as follows: “Uncertainty arising from changes in a wide range of issues related to human resource management, which affects the organization’s ability to achieve its strategic and operational goals” (Hexter & Young, 2011).
(Refer to the image on the page) Analysis of interviews with human resources experts in the studied organization showed that three "risks of employee knowledge, skills, and abilities", "risks of health and occupational safety", and "behavioral risks" can be categorized as "human capital risks".
(
, 
, 
)
