The article is about revealing the content and role of finance capacity and financial and economic results of enterprises activity under the crisis. The article provides an understanding of crisis results at the enterprises activity in conditions of poor management and weak financial strategy. It is analyzed current business situation, including results of the companies due to the coronavirus. It is established that not only the crisis management system (if it exists at the enterprise), but also the financial management system at the enterprise has great importance during a crisis and ensures its stable functioning afterwards. With unstable financial flows and their inept coordination, a crisis for an enterprise can come much earlier (due to internal disruption) than for the whole country or the world economy as a whole. The results are based on theoretical scientific researches and financial and economic data of enterprises activity. Based on system analysis, a number of features have been identified as the building elements for the formation of understanding how to manage an organization in a crisis taking into account the financial aspect. A logical sequence of factors and their interrelationships was established within the entire process of enterprise management during a crisis. Identified elements indicate the directions that need to be implemented at the enterprise for its stable functioning even in times of crisis. According to the analyzed data, most companies used their financial reserves and were able to improve their positions. It is investigated the main common ways to reduce costs in crisis: reducing the production capacity (including the number of purchases, storage), changing the schedule of employees working day (taking into account daylight hours), reduction (closure) of sale points (which, among other things, provokes staff reduction also). It is declined ways of manager’s behavior as decide with speed over precision, adapt boldly, reliably deliver, and engage for impact, which help them to manage company effectively.

Аbstrаct. The аrtіcle іs аbоut іnvestіgаtіng аnd fоrmulаtіng methods оf digitalization of the HR-management system of the enterprise in the context of globalization changes by means of HR-technologies and HR-functions transformation analysis. The оbject оf the reseаrch іs the mоdіfіcаtіоn оf the HR-technologies, factors influencing the development of the HR-function in times of digitalization. Reseаrch methоds аre а set оf theоretіcаl аnd methоdоlоgіcаl, ecоnоmіc аnd аpplіed іssues оf defіnіtіоn, develоpment аnd іmplementаtіоn оf the process of digitalization of the HR-management system of the enterprise in the context of globalization changes. Іt wаs аnаlysed scіentіfіc аrtіcles cоnnected wіth digitalization processes, digital products and HR-solutions, directions of changes in HR-management digitalization process, influence ofglobalization changes at the HR-management system of the enterprise. The аrtіcle prоvіdes аn understаndіng оf the rоle оf digital technologies in HRМ, opportunities provided by digital transformation of HR-management system. It is proved that in today’s conditions, the HR-function of the enterprise should be implemented through flexibility, integration into the business and be able to attract, retain and develop talent. It is analysed how globalization changes and actualization of existing HR-technologies influence human capital market. Among the total investment in digitalization of HR-processes, about half (49%) is aimed at implementing software solutions for human capital management, a third (32%) covers the implementation of cloud services, and in the near future plans to increase investment in forecasting, improved solutions process automation, artificial intelligence. It is investigated the evolution of HR-functions under the influence of digitalization and found out the relevance and directions of digital technologies implementation in HR processes. The article reveals the main directions of HR-management digitalization changes: digital workforce, digital workplace, digital HR. The key opportunities that digitalization brings to HR-management have been substantiated. To get the most out of advanced technologies, HR-competencies must be clearly defined, correlated with business requirements, differentiated by functions, roles and levels, updated at the right time, applied to perform any HR-management functions. It is analysed opportunities provided by digital transformation of HR-management system. Digital economy, human capital and information technology play a crucial role in ensuring sustainable economic development. The mаіn results оf the reseаrch cаn be аpplіed іn the prаctіcаl аctіvіty оf enterprіses іn оrder tо implement HR-management system digitization path. Further reseаrch needs tо be tаken in the field of the HR-technologies development due to fast-moving digital decisions and in accordance with specifics of the domestic countries’ globalization and digitalization influence. Keywоrds: digitalization, HR-management system, globalization, globalization changes, sustainability, HR-technologies, human capital, digital HR, HR-functions, artificial intelligence. JEL Classification L86 Formulas: 0; fig.: 4; tabl.: 1; bibl.: 20.

The article deals with the features of the controlling implementation in trade enterprises in the context of the international dimension, the possibility of adapting international approaches to the Ukrainian conditions of business. The essential concept of controlling and its connection with realization of the general functions of management is defined. It is established that controlling is a management subsystem that ensures the achievement of the mission and system of goals of the enterprise, covers all areas of activity, business processes and business facilities. It is determined that effective business processes are the driving force of success of a trading company, so the implementation of processes should be monitored and any deviations should be corrected in a timely manner. It was found that the concept of controlling is not limited to pure control. The impossibility of considering controlling only at the final stage of management is substantiated. Controlling ensures the achievement of the goals of trade networks, directing the functioning of the management system of trade entrepreneurs in a single direction, defined by strategic, tactical and operational plans. The experience of other countries in controlling conducting at trade enterprises is studied. The tools of foreign practice that can be used in the implementation of controlling of different areas (marketing controlling, procurement and logistics controlling, financial activities controlling, sales controlling, financial activities controlling) are defined: kaizen system, Just-in-time system, CRM, benchmarking, ABS-analysis and XYZ-analysis, PIMS, outsourcing matrix, DPS method, profitability chart «Maisigma», PEST-analysis, Monte Carlo method, methodology of «quality circles», sensitivity analysis, construction of a map of strategic groups, quality standards, performance indicators, calculation of inventory levels, comparison of costs in the value chain, change management, management of «weak» signals, hierarchy of strategies, building a map of business processes. Implementation of controlling provides an increase in trade to 25%; increase in profit from 10 to 12%; increase in profitability from 8 to 20%; increase labor productivity to 30%.

Abstract. The purpose of the paper is to substantiate, on the real figures, the need for enterprise's financial and economic activities analysis as a condition of management decisions making to achieve the success of the company. Methodology. The research is based on a comparison and analysis of data from the organization top management. So using matrix analysis in the paper, the financial and economic activities effectiveness is evaluated. Based on these calculations, it is possible to make conclusions about the necessity of an identified management decisions regarding the future activity of the company. Results. Daily managers of various function levels accept hundreds and thousands of decisions regarding seemingly slight problems of the organization in general. At the same time, every such a decision, especially relating to the activity of the whole structure, should be clearly justified. Such a need stems from the fact that every decision leads to certain consequences. If there is a need to make a decision relating to the future of the enterprise (e.g., embodiment, reorganization, etc.), it should be based on the data of the entire structure. And that is generally very difficult to do. Many factors complicate the possibility of comprehensive evaluation of the company's activity. At the same time, analysis of basic indicators will provide the specialist with some directions according to which the priority of the analysis can be indicated and appropriate management decision can be made. Practical implications. It is built an effectiveness matrix of financial and economic activities of the enterprise. Analysis of financial and economic activities makes it possible to design necessary strategic and tactical plan for the enterprise development, revealing its reserves of production efficiency increasing. So the aim of the paper is the assessment of the effectiveness of financial and economic activities of the company on the base of matrix analysis as a condition of adoption of necessary management solutions for the successful functioning of a company. Value/originality. The obtained data provide a better understanding of the need for enterprise's financial and economic activities analysis. So the main results of the evaluation and proposals of management decisions under described situation are determined.

The article is about revealing the content and role of HR crisis management at trade enterprises. The article provides an understanding of organizational changes, crisis phenomena, and crisis management. It is stated, that management of enterprises in a crisis state is one of the main problems of economy and legislation not only of economically developed countries, but also of countries with fragile economies, to which Ukraine still applies. A set of measures for HR crisis management at a trading company was identified. At the basis of research, it is possible to identify consistent ways to implement the steps of HR crisis management at a trading company. It is established, that as a result of a crisis, organizations may lose employees, workers, along with key talent and organizational knowledge, from low morale, fear, physical relocation or death. In this case, there are outlined the core messages to decision makers that employee’s development and rewards are the major dimensions of the content of an Human Resource Management (HRM) system and that consistency and distinctiveness are the principal features of the process of HRM system, even in cases where an organization is operating under an economic crisis environment. It is stated, that the essence of crisis management of an enterprise is to provide such conditions for the functioning of an enterprise, when financial, production, marketing, personnel and other difficulties are not permanent and are quickly resolved by means of special measures. It is investigated, that HR crisis management at trade enterprises involves not only the formal organization of the work with the staff, but also a set of factors of social and psychological, moral character - democratic style of management, caring attitude to the needs of a person, attention to his/her individual characteristics, etc. It is proved, that an important factor that can contribute to effective crisis management is a well-selected, managed personnel, who respond quickly and flexibly to any changes in the environment. The article establishes the HR management in the conditions of unstable or crisis state of an enterprise as a comprehensive, planned activity, based on a system of scientifically grounded principles, experience and intuition of managers of an enterprise. There are investigated the stages for HR crisis management in the market conditions as: analysis of the problem situation and state of an enterprise, diagnostics of human resources state, development and implementation of HR marketing measures, development of a HR crisis strategy and system of its marketing support, design of a HR crisis policy, development and organization of implementation of HR crisis decisions, development of measures to overcome and prevent conflicts, determination of HRM risk and ways of their overcoming, control over the implementation of HR-crisis decisions. There is created a list of actions of HR managers while crisis management, including establishment of a crisis management team, development of recovery plans, provision of communications.