The purpose of the paper is to substantiate theoretically and experimentally the model of integration of environmental and vocational training, which determines the way of formation of eco-vocational consciousness of students, future specialists. The leading method of research of this problem is modeling, which enables to consider this problem as a process of purposeful formation of eco-vocational consciousness of a specialist. The paper presents the model of integration of ecological and vocational training with the aim to form an eco-vocational consciousness of a specialist in a modern mega polis. Factors and conditions for the formation of a specialist's eco-vocational consciousness are revealed; an algorithm for implementing this model has been developed The model is aimed at the integration of environmental and vocational training and is focused on the development of scientific and methodical maintenance to create eco-vocational consciousness of students, future specialists.

The article analyzes the features of the new form of labor organization in the age of the digital economy. Strengths and weaknesses of the new approach are shown, and the requirements of how to develop new competences of employees are provided. Article performs the structure of functions of HR management and the trajectory of their development in the digital economy in the organization and management of personnel. Due to digitalization the necessity for updating the forms of work organization changed the areas of responsibility for personnel management which are covered in the paper. The article reveals a new approach to solving the problem of unemployment and immigration. Despite the planned unavoidable mass release of workers from positions, in whose places modern technologies are introduced -automation, robotization, platformization, artificial intelligence, the rationale for the need for manpower is explained. This approach reveals a new problem, which is associated with an acute shortage of highly qualified specialists who have completely new competencies, which are still few in the labor market.

No abstract

Information and technical support of the personnel management system is gaining more and more distribution, informatization is carried out in virtually all modern companies without exception. As a rule, in most companies, they primarily automate the functions of personnel records management and administration. These areas are associated with the storage and processing of information about employees: personal files, work books, employment contracts, data on the movement of personnel, payroll. Information technologies can be used not only for processing large amounts of data, but also for their analysis.Recently, the use of artificial intelligence in recruiting has become widespread; such technologies significantly reduce the time spent on the selection of candidates. Artificial intelligence is used at the initial stage of recruiting calling candidates, which allows the HR manager not to miss a promising specialist from the stream of vacancies. At the same time, there is a trend towards automating more complex HR functions such as employee assessment, development and training. In this study, the sought-after directions for improving the information and technical support of the personnel management service were highlighted: artificial intelligence, continuous learning, big data. The hierarchy analysis method based on expert judgment determined the criteria that guided the group of experts when choosing the most promising direction with growth potential. According to the results of the analysis, the largest number of points was received by the direction continuous learning in the format of electronic distance learning 56.1 %. Further, a technological scheme for information and technical support of the personnel management service was developed. The process of introducing distance learning in the company is described, the main items of expenses, the departments responsible for the implementation of this system, the preparation of the necessary regulatory documentation, the choice of software, the costs of administration of the system are given.

The focus of the article is on the problems of ethical regulation of professional activities of an HR manager. The purpose of the article is to explicate the ethical principles and norms of the professional activity of a personnel management specialist through the analysis of the ethical codes of HRM. Professional processes in personnel management are considered in the broad context of ethical transformations in the economy and the industrial revolution 4.0 / 5.0, including through an appeal to the phenomenon of new ethics, which causes serious changes in the value bases of business processes. Conflicts and difficulties are identified in theoretical research, real practices of moral and value regulation in professional HRM communities. The article presents the results of a theoretical study of the topic: the definition of the category "ethical code of the profession" is given, its components are shown, and possible grounds for the typology of ethical codes are highlighted. Based on the analysis of the codes of professional associations (AHRI, CIPD, CPHR, SHRM), the regulatory principles and norms that organize the activities of HRM are explicated; the conclusion is made about the value of ethical codes as a form of recognition of the dignity and reputation of the profession associated with human resource management. The semantic core of the HRM Code of Ethics is: its structure (built around the principles of professional ethics, articulates a system of requirements and norms, designates the area of responsibility); the principle of professionalism as the core of the ethical regulation of professional relations in personnel management (high competence combined with responsibility); the values of the first order (honesty, justice, legality, confidentiality, inclusiveness and tolerance) are highlighted, their connection with the processes of ethical transformation of the information society is shown.