New directions of HR management development which are observed for the last years as a result of development and introduction of high technologies are considered in the article. There has been analyzed HR tendency in Russia and basic HR trends which will allow HR specialists to increase productivity that is one of the key factors of competitiveness in companies. The relevance of application of Big Data is proved in HR analytics, mobile applications for the solution of HR tasks, new ways of search, assessment of candidates, new approaches to development of corporate education, use of training and development of personnel instead of search new, etc. in the companies, for the purpose of maintenance of competitiveness in the modern changing environment. In detail modern HR trends which recently are actively included into the HR sphere are considered and gain a foothold in it as the main tactics. Now they are necessary for development of the companies, for compliance to current trends and technological innovations in the sphere of modern HR.

The article reviews HR-Digital, a new area in HR-management that has been actively implemented recently through the use of HR digital technologies. The work analyses the tasks of HR-managers in the digitalisation environment, digital technologies that will speed up a work fl ow for HR and help to evaluate an economic eff ect of HR-events. A focus is on the characteristics that today’s organisations must take into account to start using and implementing a digital HR-technology. We review areas for the digitalisation of staff services, show a huge variety of digital opportunities in managing human resources and give examples of success stories demonstrating the implementation of digital HR-technologies.

The analysis of regional population and human resources is given, as well as brief review of human resources utilization within the region. The authors consider official documents, elaborated by the Saint-Petersburg government in order to optimize local workforce development and utilization, and suggest ways to raise employment in the economic sphere by means of recruiting those older than the employable age but still retaining working capacity. Economic and social effects of recruiting workforce elder, than employable age, is evaluated. Among positive effects the following can be emphasized: increased portion of workers possessing extensive life and professional experience, well-developed intellectual and adaptive abilities, as well as ability to couching and mentoring, thus enhancing overall workforce professionalism.