Sustainable economic growth requires a system for forecasting the in-demand skills and competencies. The existing methods of analysis and forecasting of the labor market use truncated databases based on surveys of employers or registered vacancies on the state portal, which do provide reliable forecasts of the required competencies for the education system to ensure their timely formation. It is also impossible to analyze the need in terms of competencies, and not the number of employees. Therefore, a more reliable source of data is the analysis of vacancies and resumes collected by scraping from online job portals, which allows you to analyze vacancies and resumes in the context of the described competencies, and develop a forecast of their dynamics. The article presents an algorithm for using artificial intelligence in the analysis and forecasting of skills and competencies in demand, the advantages of which lie not only in the volume and speed of the processed information, but also in ensuring the quality and comparability of data.

There have been developed methods for using artificial intelligence technologies in an organization’s human resources management system based on the processing and interpretation of big data. Substantiated is the concept of using artificial intelligence for social scoring when hiring potential candidates for jobs. In accordance with that concept, a software product architecture has been developed that makes it possible to apply the personnel profiling technologies, based on the information from social media, for assessing the degree of the applicant’s readiness to fulfill professional duties of the position he/she is applying for. Suggested are recommendations on the application of directions for the implementation of artificial intelligence.

The subject of research is the changes of human resources management at the micro level in the conditions of the economy digitalization. The main directions of the transformation of the labor market in the economy digitalization conditions are the following: expansion of labor supply due to participation in economic activity of various socio-demographic groups of the population; increase in the volume of information about the labor market and its openness due to electronic resources; industry changes in the structure of the labor demand; the jobs polarization; the rapid renewal of professions and skills; the reduction of traditional sectors of the economy; the break of the national labor markets borders. It has been substantiated that these transformations change the requirements for the human resources management service in organizations and modify their functions. The main trends of the human resource management changes in the digitalization conditions are highlighted - the development of employment analysis under Big Data analytics; increased attenion to the formation of the HR- brand; changing the organizational role of the human resources department at the micro level; more active using  the staff outsourcing; digitalization of human resource management technologies; expansion of interaction HR-departments and  educational institutions, anticipating future skills and competencies; increasing the requirements for the HR manager, especially professional HR-specialists. As a result of the study, the directions for the formation of modern human resources departments in the organizations of the Republic of Belarus were determined, taking into account the course taken by the country to digitalization of the economy.

In the article problems of the theory and practice of development of personnel strategy of the enterprises are reflected. The basic kinds of personnel strategy are opened, the forms of their realization, the international experience is investigated. The dialectics of personnel positions of the Belarus enterprises for 1991–2003 is investigated, influence of a labor market on the given processes is shown. Necessity of transition to strategy of socially responsible re‐structuring is proved. Theoretical bases and applied aspects of realization of strategy of socially responsible re‐structuring at the enterprises of Byelorussia are given.

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