Different approaches to determining the employer brand were analyzed. The main components of the employer brand were identified. It is customary to divide the components of the employer brand into tangible and intangible ones. Material ones include wages, official employment, the material system of motivation. Intangible components are additional benefits, office, rating, and reputation of a company, type of activity of a company, the possibility of training and development. A tendency of the lack of information to form the employer brand for Generation Z was detected. Generation Z is the people born in 1997–2012. The list of value propositions of employers in the labor market for Generation Z was analyzed. The results of our own research – a survey among students (1341 respondents) having or not having experience – were analyzed. To analyze the results of the survey, mathematical expectation, root mean square deviation, and coefficient of variation of expert evaluation results were used. The rating of the components of the employer brand and their integrated scores in terms of attractiveness for Generation Z were established. The aspects to which employers need primarily to pay attention to for forming a value proposition in the labor market when selecting personnel were established This study is important because the main components of the employer brand and their priority for Generation Z were not investigated in the scientific field.  As a result of the study, companies were rated by their attractiveness as a place of work or internship in retail and FMCG (fast-moving consumer goods) spheres. These data can be used by HR-brand agencies, HR departments of international and national companies. Using the results of the survey of the formation of the employer brand for Generation Z will allow enterprises to take into account the expectations of their target audience.

Узагальнено різні підходи науковців до визначення понять «бренд роботодавця» та «стратегія розвитку бренду роботодавця». Визначено основні принципи формування стратегії розвитку бренду роботодавця в сучасному вітчизняному бізнес-середовищі під час війни. Війна в Україні суттєво змінила підходи компаній до управління розвитком бренду роботодавця. Фокус на підтримці людей є черговим підтвердженням глобального тренду на людиноцентричність. Дії компаній, спрямовані на допомогу персоналу, громадам і суспільству в цілому, є віддзеркаленням роботи з розвитку бренду роботодавця, що безумовно надаватиме компанії стратегічну перевагу на ринку праці у перспективі.Проаналізовано результати власного дослідження – опитування молоді без досвіду та з досвідом роботи на предмет змін у ставленні респондентів до бренду роботодавця під час війни (1003 респонденти). Для аналізу результатів опитування використано методи статистики. Побудовано рейтинг першої п’ятірки факторів вибору роботодавця під час війни в країні. Виявлено основні зміни в поведінці більшості респондентів: розвивають нові навички та отримують знання для нової роботи. Недостатня кількість вакансій або взагалі їх відсутність є найбільшими труднощами в пошуку роботи. Запропоновано рекомендації з розробки Employer Value Proposition з урахуванням тенденцій ринку на прикладі компанії Unilever. Обґрунтовано ключові елементи механізму формування й реалізації стратегії розвитку бренду роботодавця в Україні під час війни.Запропоновано методику оптимального розподілу ресурсів (і трудових, і фінансових), об’єктивно обмежених під час війни.Це дослідження є актуальним, оскільки в науковій сфері недостатньо уваги приділено питанням формування й реалізації стратегії розвитку бренду роботодавця під час війни. Ці дані можуть бути використані HR-агенціями, HR-відділами міжнародних та національних компаній. Результати дослідження допоможуть сформувати ціннісну пропозицію та розробити стратегію розвитку бренду роботодавця під час війни.

The object of research is the models of management and evaluation of the employer's brand as components of the effectiveness of the enterprise. One of the problematic points is that there is no universal model for employer brand management. Employer brand assessments are often subjective and untrue. The target audience of the employer brand requires new approaches to management from the employer. This is due to a change in the generation of candidates in the labor market. One third of applicants are Generation Z (born 1995–2010). Companies are losing potential employees due to value proposition mismatch, employer brand immaturity. During the study, the following scientific methods were used as a method of theoretical analysis in the study of employer brand management models. As well as methods of theoretical analysis, comparison and generalization for a general analysis of the issue and the determination of generalized characteristics of brand management and evaluation models. In the proposed work, the issues of modern employer brand management are considered. The best models have been identified that consider an integrated approach and form a separate ecosystem within the enterprise. Conclusions are drawn about the need for further search for the most appropriate assessment of the employer's brand. The importance of a flexible approach to employer brand management has been studied. It also summarizes the main methods for assessing the employer brand, which will become the basis for further analysis. Thanks to the results of the study, company managers will be able to choose a modern employer brand management model, its components and main characteristics. The employer's value proposition needs to be reviewed through the hiddenness of components that may be important to the candidate. Also, the assessment of the employer brand will be comprehensive: internal and external. The relationship between employer brand maturity and company performance is direct. The higher the level, the less losses the company incurs in the selection, training and development of employees.

This study is relevant because the impact of the opening of offices of Ukrainian companies in the EU on the adaptation of their value proposition as an employer has not been investigated in the scientific community. There is no information about the migration of Ukrainians as a result of the russian-Ukrainian war and how it affected the marketof Poland, Germany, and the Czech Republic. The purpose of the study is to suggest ways to adapt the employer brandto the requirements of the EU labour market. The study is based on the results of two audience surveys in Ukraine andEU countries in 2022. The number of respondents to the Ukrainian audience of candidates is 1,003 respondents. The EU respondents were recruiters and HR managers – 253 companies with more than 1,000 employees each. Both forms used closed-ended questions. The analytical method was used to determine the main trends in the EU labour market,the graphical method was used to display the results of analysis, and expert assessments are used to evaluate the valuep roposition. As a result of the study, the main differences in the value proposition of Ukraine were identified: ensuring the smooth operation of the office in conditions of blackouts, the safety of the team during air alarms, support forthe Armed Forces of Ukraine or internally displaced persons. For EU candidates, the requirements include a policyof equality for all colleagues and candidates. At the same time, a remote work format is a prerequisite for candidates for employment in the company. It is noted that the reputation and compliance with legal requirements should becovered in the company’s social networks in order to build trust among the local population in the Ukrainian company.Ukrainian IT companies have increased their level of competition for talent in local markets due to the opening of newoffices abroad. Instagram Facebook, LinkedIn, and Instagram are the top social networks for building an employerbrand. The practical significance of the study is to adapt the value proposition of a Ukrainian employer to the market requirements of Poland, the Czech Republic, and Germany