Strategic Personnel Management Research Articles

STRATEGIC PERSONNEL MANAGEMENT MODELS AND THE IMPORTANCE AND NECESSITY OF THEIR REDESIGN TODAY

In the article - "Strategic personnel management models and the importance and necessity of their redesign today" - strategic management models are listed and discussed. Among them are: D. Guest model, Michigan and Harvard models, Armstrong model, Fottler model, Cheveldry model, Shuler and Jackson model. These models were developed in previous centuries. The authors of the article have compared them with their current requirements, in particular with the current needs of companies in this field. Today's needs are to provide managers not with general models of strategic personnel management, but with specific ways of achieving the characteristics that are fixed in these models. In the article, the authors have performed exactly this work on the model of scientist Fottler and have also shown it graphically. Keywords: personnel; strategic management; Models of strategic personnel management.

Modern Technologies of Strategic HR Management in the Conditions of Innovative Development of Entrepreneurial Structures

In an era of rapid change and the introduction of new technologies, effective personnel management is becoming a key element in the successful development of business structures, and innovative technologies are becoming an integral part in strategic personnel management, optimizing current management processes and creating adaptive, high-performance and innovation-oriented teams. They help companies not only attract, develop and retain talent, but also create innovative corporate cultures capable of continuous growth and transformation. The purpose of researching innovative technologies in strategic personnel management is related to identifying the potential of innovative technologies to improve business processes, increase efficiency, create a favorable environment for employees and ways of their optimal implementation to achieve strategic goals in business structures. The article proposes an interpretation of the concept of “innovative technologies in strategic personnel management”. The methods of finding work for unemployed citizens in the Kyrgyz Republic for the period 2012–2021 are analyzed. Innovative technologies in strategic personnel management are considered, such as business process automation, artificial intelligence, cloud HR platforms, learning management systems, gamification and virtual reality, communication platforms that open up new prospects for creating progressive and flexible work environments. The advantages and disadvantages of introducing innovative technologies in strategic personnel management in the conditions of innovative development of business structures are highlighted. It is noted that the choice of innovative technologies should be based on the resources available in the business structure and the basic tasks of the strategic personnel management system. A combination of technologies is recommended that collectively increase the effectiveness of the strategic personnel management system in innovative development.

Introduction of digital technologies in strategic personnel management for innovative development of business structures

The introduction of digital technologies in strategic personnel management with the innovative development of business structures provides an improvement in the efficiency of HR processes through automation and digitalization of routine tasks, such as time tracking, document processing and analysis of personnel data, will allow companies to obtain valuable information about employee performance, predict needs for personnel and develop team development strategies. Digital technologies in strategic personnel management provide a more flexible, faster and informed approach to human resource management, which is a critical element of the successful innovative development of business structures. The purpose of the article is to understand the extent to which digital technologies influence strategic personnel management, to determine the impact of these technologies on the effectiveness of human resource management and the overall success of business structures in the context of innovative development. The influence of the use of digital technologies in the process of strategic personnel management, the advantages of using IT technologies in innovative development for business structures are considered. The main directions of implementation of digital technologies in business structures are presented: transformation of the quality of customer service and business models; transformation of operational processes. Common digital tools that increase the efficiency of strategic personnel management in entrepreneurial structures of innovative development are highlighted. The main tasks of business structures in strategic personnel management are also presented, taking into account the process of digitalization of innovative development. It is noted that for modern business structures in innovative development it is extremely important to be able to maintain a congruent level of competitiveness in the medium term, introducing and using digital technologies in strategic personnel management.

О необходимости реализации стратегического подхода в управлении кадрами уголовно-исполнительной системы

The article analyzes strategic approaches to personnel management of modern organizations, the content and results of the implementation of program documents related to the improvement of work with the personnel of the penal enforcement system, and also formulated proposals to improve the personnel strategy of the Federal Penitentiary Service of Russia, contributing to the efficiency of staffing and the activities of personnel services. The topic raised is relevant due to the insufficient elaboration of issues of strategic personnel management of the penal system. In addition, the activities of institutions and bodies of the penal enforcement system in recent years have been carried out in conditions of an acute shortage of personnel, which determines the need to form an effective personnel strategy aimed at high- quality recruitment of staff positions. The analysis of the literature made it possible to identify the main features of strategic personnel management, the objective need to develop personnel strategies. The successful implementation of these areas of the personnel policy of the penal enforcement system will contribute to the improvement of the regulatory and legal support of service.

Personnel motivation management in the strategic management system of an enterprise

In the paper, motivation management is considered through the prism of strategic personnel management, which is an important component of enterprise development. The overall strategy of an enterprise is mainly presented in the form of a long-term program of actions to implement the use and development of the organization’s available resources, but not always when describing a strategy, all its important elements are taken into account. Staff turnover, inconsistencies in the processes of hiring high-level specialists and low staff involvement are also the result of inadequate attention to the development of personnel motivation management policies, which accordingly hinders the development of an enterprise. The purpose of the paper is to substantiate the importance of motivation management in the strategic management system and develop scientific and methodological recommendations for improving the personnel motivation system as an effective tool to ensure the achievement of a company’s strategic goals. The result of the study was the definition of the main stages of the process of strategic personnel motivation management, namely: monitoring of motivation, determination of trends in changes in labor productivity from the introduction of new motivation systems; calculation of economic benefits from the implementation of employee motivation practices. The constructed logical-structural diagram of employee motivation management in the strategic management system, combined with periodic monitoring of the current employee motivation, will enhance the effectiveness of the development and implementation of both the motivation management strategy and the overall strategy of an enterprise.

MODERN APPROACHES TO THE FORMATION OF THE COMPANY'S HR STRATEGY

MODERN APPROACHES TO THE FORMATION OF THE COMPANY'S HR STRATEGY

PERSONNEL DEVELOPMENT STRATEGY OF A TRADING COMPANY

The article discusses the concept and essence of strategic personnel management, defines the elements necessary for strategic personnel management, as well as its varieties, depending on the goals pursued. The purpose of the study is to identify the features of the personnel development strategy of a modern enterprise. When writing the work, such methods as system analysis and synthesis, classification, analogy, deductive analysis were used. The starting point for the study was the consideration of a strategic approach to the personnel management of the enterprise. The definition of personnel management was obtained by analyzing the scientific literature on the selected topic. Based on the accumulated and theoretically interpreted material, conclusions were drawn about the features of strategic personnel management.In the course of the conducted research, it was found that in conditions of high competition and economic crises, the personnel strategy is interesting because it is aimed at creating conditions that allow the organization to attract and retain valuable employees and use them effectively through human resource planning, determining the needs for qualifications and competence; providing resources from internal reserves.It is revealed that it is necessary to apply new tools that work on the basis of flexible methodologies, universal quality, a system of continuous improvement and management. This implies the adaptation of strategic management processes to the current economic, social and technological changes in order to implement new trends based on a more resistant foundation and growth. In order for adaptation to be successful, the company must have qualified human capital — academic and technological.The theoretical significance of the work consists in a deeper and more complete understanding of the basics of personnel management and its development in conditions of economic and political turbulence. The practical significance lies in the possibility of applying the knowledge gained in the activities of real enterprises to improve the quality characteristics of the work of personnel and increase the efficiency of the enterprise itself.

PERSONNEL MANAGEMENT STRATEGY OF THE ENTERPRISE UNDER THE CONDITIONS OF MARITAL STATE

The article examines the personnel management system in relation to the company's development strategy and the company's personnel management strategy. Increasing the efficiency of the enterprise's activity is the basis of the strategic potential, which affects its competitiveness and determines the direction of further development. The main attention is paid to justifying the need to change the company's personnel management style to a more flexible one, which helps to overcome the challenges of time, make appropriate management decisions and quickly respond to a changing situation. Important for enterprises in the current environment are the urgent problems of introducing rapid changes, regarding classic personnel management systems and the introduction of the latest management models, strategies and goals aimed at preserving and developing the potential of personnel support of enterprises [1]. Strategic personnel management becomes the most important prerequisite for the formation of successful management in the conditions of existing requirements for ensuring the development of enterprises. The personnel management strategy reflects the long-term interests of enterprises. The effective functioning of the enterprise in modern business conditions is determined by an adequate strategy for the effective use and development of personnel, which is one of the most important tools for the implementation of the main functions of system management. The strategy of ensuring the personnel potential of the enterprise in the current conditions must be flexible and adaptive, taking into account a number of factors and risks related to the variability of the environment and new working conditions in this environment. Effective management of personnel development and the strategy of ensuring personnel potential is one of the main factors of future success for any enterprise.

THEORETICAL AND METHODOLOGICAL ASPECTS OF STRATEGIC PERSONNEL MANAGEMENT OF THE ENTERPRISE

The relevance of the article is associated with the problems of unsatisfactory (incomplete and ineffective) implementation of the company’s development strategy due to its rejection by a certain part of employees. The purpose of the article is to analyze the causes and find ways for solving the indicated problem. The paper substantiates the legitimacy of positioning the company’s development strategy as a set of unidirectional but at the same time separate strategic development vectors (HRV) that differ in the level of perception (approval) of employees and the set of labor functions. The main hypothesis is put forward, according to which the differentiation, on the one hand, of the HRV (in terms of the content and complexity of the functionality), and, on the other hand, of employees (in terms of strategic motivation and the type of strategic flexibility of the labor force) determines the possibility of optimal combination of labor functions and performers, and, therefore, unconditional achievement of strategic goals and objectives. The questions of the methodology for the development of the conceptual apparatus of the social and labor sphere have been worked out in detail (the types of strategic flexibility of the workforce, strategic motivation and employee motivograms, etc., have been determined). Conditional examples demonstrate the effectiveness of the author’s methodological tools, combining a number of specialized methods: a typology of the strategic flexibility of labor; assessment of the level of strategic motivation of an employee (personnel) of an enterprise using the “HRV Questionnaire (perception, intention, readiness)”; development of an in-house strategic employment model (WFMSZ); formation of the “Map of the ratio of the strategic importance of employees of the enterprise”; substantiation of individual coefficients of the strategic importance of employees in accordance with the parameters of personal motivograms. The conclusions are made about the advantages of introducing the proposed methodological tools into the practice of strategic personnel management of the enterprise.

INNOVATIVE TECHNOLOGIES IN THE MANAGEMENT SYSTEM PERSONNEL

The article systematizes modern concepts of personnel management, among which the following are distinguished: the concept of labor management; personnel management, human management resources and human management. It has been established that the purpose of the concept of human resources management is not only in hiring and retaining qualified employees, but also in improving the professional training of employees who effectively implement the goals of the enterprise. Features of this concept are also the use of group methods of work organization with the aim of creating a favorable climate for the delegation of competences and responsibilities; focus on the development of an integral strong corporate culture. The main innovative technologies in the field of personnel management are highlighted, in particular: recruiting, coaching, gamification, application of programs for the development of emotional intelligence, talent management, knowledge management and personalization, which allow to increase the level of competence and commitment to the organization among employees.The article considers the strategic personnel management, which can proceed effectively only within the framework of the strategic personnel management system. It means an ordered and purposeful set of interrelated and interdependent subjects, objects and means of strategic personnel management, interacting in the process of implementing the "strategic personnel management" function. The main working tool of such a system is the personnel management strategy. It is shown that the system of strategic personnel management ensures the creation of structures, information channels, and most importantly, the formation of a personnel management strategy, its implementation and control over this process.

COMPETENCE-BASED APPROACH TO THE TRAINING OF SPECIALISTS IN THE SPHERE OF MANAGEMENT OF QUALITY OF EDUCATION IN THE CONDITIONS OF THE MASTER'S DEGREE

In the article, based on the analysis of scientific sources, the State standard for the training of students of the second (master's) level of higher education in the specialty 011 Educational, pedagogical sciences, the field of knowledge 01 Education / Pedagogy, and the Professional standard "Head (director) of a general secondary education institution", the expediency of training specialists is determined on managing the quality of education based on the competence approach. The definitive apparatus for the researched issue is outlined, the meaning of key concepts is clarified: "quality of education", "management of the quality of education", "head (principle) of a general secondary education institution", "competence approach". It is clarified that integral, general and special competences are important for the training of managers for general secondary education institutions based on the competence approach. The most important professional competences are outlined as follows: strategic management of an educational institution, strategic personnel management, ensuring the quality of educational activities and the functioning of the internal system of ensuring the quality of education; leadership, emotional and ethical competence, social and network partnership; health-saving, design, innovative, informational, and digital competence. Educational components for their formation have been designed. A conclusion was made about the importance of training in the conditions of the master's degree on the basis of the competence approach of specialists in the management of the quality of education, who, as heads, will be able to improve the quality of domestic general secondary education, which does not yet meet modern global indicators.

Strategic aspects of personnel management in media organizations under modern conditions with allowance for the factor of economic security

Aim.The presented study aims to investigate the features of strategic personnel management in media organizations in the context of weakening economic security at all levels of the Russian economy caused by the ongoing sanctions confrontation between Russia and the ‘collective West’.Tasks.The authors explore the essence of strategic personnel management in a media organization; analyze the types of human resources strategies and identify specific features of their implementation; conduct a PEST analysis of Russian media organizations and assess the impact of new political and economic factors on personnel management in them.Methods.This study uses the methods of generalization, graphical data interpretation, strategic and situational analysis, and expert assessments.Results.Due to the aggravation of the sanctions confrontation with the ‘collective West’, the external environment of Russian business organizations has changed recently. These changes are industry specific. For example, in the media industry, the impact of changes in the external environment is most clearly manifested in personnel management processes. In this regard, human resources strategies of media organizations need to be updated, revised, and transformed into combined strategies that would make allowance for the specific features of a particular organization and its personnel. It is established that the decisive factor for successfully changing the human resources strategy of a media organization is its internal ability to change quickly under the influence of surrounding events and circumstances without sacrificing management efficiency. The described approach makes it possible to ensure the economic security of a media organization.Conclusions.The potential decrease in employee loyalty and efficiency associated with concerns about wages and loss of income sources in the changing business environment can be compensated by actively involving employees in the assessment of the current situation and development of operational management measures. Due to the dynamic ongoing changes in the macro environment, the traditional office environment is being replaced by other forms of work that companies consider acceptable. This will not only improve the physical safety and psychological health of creative media personnel, but will also make it possible to promptly inform clients of news portals and television channels, quickly respond to provocations from opponents on social media, maintain equipment in working order on a 24-hour basis, etc. Managers of media organizations should cultivate the skill of managerial influence. Managerial skills developed by department heads as well as employees create an efficient working environment and form a sense of belonging among employees. The changing external environment makes it necessary to improve the strategy and personnel policy of the media organization by introducing a personalized approach to personnel management. Bearing in mind the rapid technological development of the media industry, retraining and advanced training of employees remains an important strategic aspect of human capital development in a media organization. This aspect requires increased attention from managers.

Ревалоризация управления кадровым резервом организации производственного профиля

The article reveals the aspect of improving the effectiveness of personnel reserve management in modern organizations. Personnel reserve management is one of the key priorities in the personnel management strategy for successful organizations, since it allows ensuring continuity in management, involvement and loyalty of valuable employees of the organization and its values, contributes to the prolongation of professional longevity of talented employees and the most rational use of personnel labor at all levels of the management hierarchy. However, despite the importance of personnel reserve management activities, it is extremely difficult to achieve consistently positive results in this area. The analysis of the practice of managing the personnel reserve of a large Russian manufacturing enterprise from the standpoint of strategic personnel management is carried out. Recommendations aimed at improving the effectiveness of the business process under study are proposed, and an assessment of their socio-economic efficiency is presented. The results of the study and recommendations for their application will be useful in the practice of other organizations of the production profile.

ОСОБЛИВОСТІ СТРАТЕГІЧНОГО УПРАВЛІННЯ ПЕРСОНАЛОМ ОРГАНІЗАЦІЇ В СУЧАСНИХ УМОВАХ

Personnel management strategy is a structural element of the strategic management system of the enterprise. Nowadays, strategic management is crucial for the development and expansion of all organizations, as it is a complex process of developing and formulating short-term and long-term initiatives aimed at optimally achieving the organization's goals. Only a strategic approach to personnel management can become a constructive basis for resolving conflicts between the interests of the employee and the interests of the organization. A significant transformation of the subject area of the study requires a review of the conceptual foundations of strategic management and the determination of its features in the aspect of the organization's personnel. The analysis of publications, which was carried out in the article, showed that today not all managers are convinced of the need to implement strategic management of enterprises in general and its human resources in particular. Most often, they explain their doubt by the impossibility of ensuring its reliability due to the constantly changing situation in the economy. However, in our opinion, it is precisely this current situation in Ukraine that should intensify the desire of the management of enterprises to master the methods of making strategic decisions. After all, as the experience of successfully operating foreign companies shows, it is the presence of the right strategy that ensures survival in conditions of increasing market uncertainty.The article examines the essence of the concept of "strategic management" and the evolution of this issue, identifies and analyzes the features of strategic personnel management in modern conditions, its weaknesses and the problems that this process faces. The article also compared the content of operational, tactical and strategic personnel management. The main stages and tasks facing strategic personnel management are analyzed. Conclusions are made regarding the future development of strategic personnel management.

Personnel management as a tool to ensure the competitiveness of the enterprise in the conditions of entering foreign markets

Introduction. Proper management of the organization's personnel are certain activities in the market that must be performed by the company to function successfully in a competitive environment. Complex processes are needed to obtain the deepest possible knowledge of employees, their professional potential, ambitions and opportunities for development. This knowledge becomes the basis for activities that allow people working in the organization to achieve their individual goals and the goals of the enterprise. The purpose of the paper is to define the essence of enterprise personnel management, analysis of methods for improving its system. Results. Based on strategic personnel management, a number of changes can be made to improve the functioning of the enterprise in terms of foreign economic activity. First, you need to create a perfect system of training of personnel of the enterprise under the guidance of strategic development of the enterprise. The article provides a number of definitions of the concept of “personnel management”. The functions and principles of personnel management at the enterprise in the conditions of entering the foreign market are developed and graphically displayed. The connection between personnel management and management of enterprise competitiveness; the main strategic goals so that the company can gain and maintain a competitive advantage; a number of benefits that can bring the company strategic personnel management are described. The main measures to ensure the competitiveness of the enterprise in international markets have been formed. Conclusion. It is clear from academic research that the way an organization manages its staff is significantly related to the results of the organization, which confirms the resource view, where business competitiveness is related, at least in part, to investment in specific assets of the company. From the strategic perspective of the enterprise, enterprises must be fully aware of the importance of human resource management in the strategic development of the enterprise, especially in foreign economic activity, update the idea of human resource management, constantly improve human resource assessment, incentives and constraints and accelerate informatization of personnel management.

Competitive Strategies of Personnel Management in Business Processes of Agricultural Enterprises Focused on Digitalization

In the context of globalization of the national economy, the agri-food sector as one of the leading business players faces a significant number of challenges, particularly the problem of ensuring the competitiveness of enterprises on both domestic and foreign markets. Implementation of management strategies aimed at the introduction of new technologies in business processes allows increasing the competitiveness of national agricultural enterprises based on digitalization. However, to succeed, it is necessary to provide an adequate personnel management strategy that meets the imperative of the integrated management strategy of the enterprise. Attention is drawn to personnel management strategies, which play an important role in the implementation of the motivational mechanism to achieve strategic goals through the effective realization of the labor potential of the agricultural enterprise. The key elements of any motivational mechanism are motivators, which are the factors of behavior and efficiency of personnel. Many theories describe the mechanisms of action of various motivators and their classifications, but the issues of using various motivators as key elements of the system of strategic personnel management at agri-food enterprises based on digitalization remain insufficiently studied. The purpose of the study is to conduct an analysis of the features of the application of personnel management strategies of agricultural enterprises focused on staff motivation, as well as to determine the level of influence of external and internal motivators on efficiency in agri-food enterprises based on digitalization. The research was conducted using a unique questionnaire to accumulate data. The methods of descriptive statistics were used to analyze the received data and to define the peculiarities of using the motivational mechanism in the agri-food industry. Regression analysis using an artificial neural network was performed to determine the impact of various motivators on productivity. The study has shown that national agricultural enterprises apply strategies based on motivational mechanisms that involve various motivators of both internal and external nature. However, the external motivators have been much better implemented, and above all salary as a key element of the motivational mechanism is used. At the same time, internal motivators are also important for the staff of agricultural enterprises. Therefore, the simultaneous use of external motivators and the development of internal motivators in competitive HR strategies are important.

Methodological foundations of strategic personnel management

The paper discusses the content, principles, scientific schools and modern trends in people management in an organization. At methodological tools for evaluating the strategic potential of the organization's people; the method for evaluating the strategic potential of the company's personnel is proposed based on an analysis of the use of the working hours fund. The results of the activities of staff in management positions, colleagues, subordinates and the employee's opinion are determining axes in the perception of the studied object, that is, people respond proactively to the management style according to the structure and planning of organizational praxis.

СТРАТЕГІЯ РОЗВИТКУ ПЕРСОНАЛУ В СИСТЕМІ СТРАТЕГІЧНОГО МЕНЕДЖМЕНТУ

The purpose of the article is to research and develop theoretical and practical recommendations for improving the strategy of personnel development in the strategic management system of a modern enterprise. The author's definition of the concept of strategic management is offered. The important components of strategic enterprise management have been studied. It is noted that strategic personnel management gives advantages to organizations. These advantages lie in the rational use of limited resources. Strategic management builds trust in organizations' people and their leaders. Strategic management contributes to the consistent development of management decisions in market conditions. Enterprise development is impossible without personnel development. The leader must understand external and internal factors. This allows you to manage your staff. Strategic personnel management in the strategic management system provides for: personnel selection, assessment of their activities, remuneration and development. An important task of strategic personnel management is to determine the ways of its implementation. Problem solving consists in finding and recruiting the right personnel. It is important to prepare and implement a career plan. It is necessary to train personnel. And evaluate their resources. It is important to create an appropriate system of labor motivation. It is necessary to create an effective system for assessing the intellectual and professional level of workers. It is important to define the required knowledge and competencies. It is necessary to develop a personnel development structure. There are problems with personnel at Ukrainian enterprises. Therefore, it is important to develop staff. The article proposes a methodology for assessing the results of training and personnel development. The stages of the implementation of this technique are considered. The system of strategic management of the enterprise should be linked to the strategy of personnel management. Strategic personnel management includes: goal selection, goal setting, personnel planning, determining how to implement the strategy, evaluation. The success of strategic management depends on an effective HR strategy system.

ВПЛИВ СТРАТЕГІЧНОГО УПРАВЛІННЯ ПЕРСОНАЛОМ НА ПІДВИЩЕННЯ КОНКУРЕНТНОГО ПОТЕНЦІАЛУ ПІДПРИЄМСТВА

The article identifies the relationship between strategic personnel management and the competitive potential of the enterprise. Strategic management itself provides a constant and systematic analysis of competitive advantages, which contributes to the development of new types of goods intended for certain groups of consumers. Strategic management of competitive advantages gives the company the opportunity to achieve strategic goals through the effective allocation and use of strategic potential, which means a set of resources and opportunities for the development and implementation of enterprise strategy. The strategic approach to personnel management is analyzed; its significance for increasing the efficiency of activity and increasing the competitiveness of the business entity is substantiated. An assessment of the factors influencing the formation of the system of strategic personnel management of the enterprise. The strategy of personnel management belongs to the functional strategies of the enterprise and is aimed at the formation and use of labor potential in accordance with changes in business conditions, training of personnel for relevant professional activities, comprehensive assessment of staff and its development, selection of the necessary categories of staff, the creation of social security and safe working conditions. The expediency of introducing strategically oriented management of employee development is proved. Requirements to the system of strategic personnel management are revealed. A characteristic feature of personnel management is the ability of human resources to act as both an object and a subject of management. Strategic personnel management involves qualitative changes in the field of human resources, which can affect the efficiency of the enterprise as a whole and the development of its competitive potential. It is substantiated that the growth of competitive potential and increase the efficiency of activity depends on the development of intellectual capital in the enterprise. It is established that the improvement of the strategic personnel management system aims to reveal the hidden knowledge of employees, expand the boundaries of this knowledge, change relations in the team, which will strengthen competitiveness and identify areas for further development of the enterprise.

Formation of personnel policy at trade enterprises in modern conditions

The purpose of the article is to define the concept of “personnel policy” and substantiateits features in commercial enterprises. Methodology of research. System of economic laws,concepts and categories, fundamental provisions of modern economic theory and applied economics,statistical data. The general methodological basis of the research is an abstract-logical complex approach,methods of analysis and synthesis. Findings. The article identifies scientific approaches tothe definition of “personnel policy”, in particular in trade enterprises, which allowed to define it as themain line of conduct of management staff in relation to the implementation of strategic objectives oftrade enterprises. Outlined types of personnel policy (passive, reactive, preventive, active); functions(planning, hiring and placement of labor, training, preparation, retraining, advanced training, staff evaluation,determining the conditions of employment, labor and its payment, motivation and adherenceto labor discipline, creating a favorable psychological climate in the team, implementation of socialfunctions, control for occupational safety) and tasks. The peculiarities of trade as an industry, whichprovide its connection with changing forms of commodity value and with the continuation of productionprocesses in the field of rotation, and create a basis for professional development of workers, ensuring their competitiveness, which will increase efficiency and effectiveness of trade enterprises. The peculiaritiesof labor in trade, which are associated with the presence of high costs of living labor, nervousand emotional stress of workers, the impact on the scope of probabilistic factors that lead to increasedstress at work, the specifics of labor, not in the product but in the service. Practical value. It is offeredto consider formation of personnel policy of the trade enterprises taking into account features ofpersonnel policy of trade depending on its types. Particular attention is paid to active personnel policy,which provides for the development of targeted and anti-crisis personnel programs depending onchanges in trade; formation of personnel reserve, organization of corporate training in sales technologies,effective communications, team formation, etc. Keywords: work, personnel policy, trade enterprises, personnel policy at trade enterprises, typesof personnel policy, functions of personnel policy. REFERENCES 1. Vesnіn, V. R. (2011). Upravlenіe personalom.Teorіia і praktіka [Personnel management.Theory and practice]. Moscow : Prospekt [inRussian]. 2. Balabanova, L. V. & Sardak, O. V. (2006)Upravlinnia personalom [Personnel management].Donetsk : DonDUET [in Ukrainian]. 3. Spivak, V. A. (2000). Orhanizatsyonnoepovedeniei upravlenie personalom. [Organizationalbehavior and personnel management].Sankt-Petesburg : Izdatelstvo “Piter”[in Russian]. 4. Krushelnytska, O. V. & Melnychuk, D. P.(2003). Upravlinnia personalom [Personnelmanagement]. Kyiv : Kondor [in Ukrainian]. 5. Kolpakov, V. M. & Dmitrenko, H. A. (2005).Stratehicheskii kadrovyi menedzhment [Strategicpersonnel management]. Kyiv : MAUP[in Russian]. 6. Hetman, O. O. & Shapoval, V. M. (2006).Ekonomika pidpryiemstva [Business Economics].Kyiv : Tsentr navchalnoi literatury[in Ukrainian]. 7. Novykov, V. M. (2000). Orhanizatsiia i rozvytoksotsialnoi sfery (zarubizhnyi i vitchyznianyidosvid). [Organization and developmentof the social sphere (foreign anddomestic experience)]. Kyiv : In-t ekonomikyNAN Ukrainy [in Ukrainian]. 8. Melnychuk, D. P. (2002). Kadrova politykavsystemi sotsialno-adekvatnoho upravlinnia.[Personnel policy in the system of sociallyadequate management]. Visnyk Zhytomyrskohoinzhenerno-tekhnolohichnoho instytutu. Ekonomichninauky – Bulletin of the ZhytomyrInstitute of Engineering and Technology. Economicsciences, 22, 308–313 [in Ukrainian]. Published: 2021-05-27