Abstract: The article describes the nature of the use of natural and artificial intelligence in the talent management system in the Moscow Region. The extent of using talent management technology, the tools, the ratio of demand for natural and artificial intelligence in talent management, and the level of employee confidence in man (robot) in management are analyzed. It is revealed and substantiated that personnel management services and the management of companies do not effectively use natural intelligence in the framework of the talent management system, relying on chance and a typical approach. Ambiguity in the assessment of artificial intelligence by both employees and company management was revealed. Increased use and fears of the negative impact of artificial intelligence become opposing factors in talent management. It is proposed to quickly implement advanced technologies based on artificial intelligence, with no harm to the human and his potential. It is also proposed to constantly keep in focus the risks of intercepting initiatives in the management of artificial intelligence and the crowding out of a person from the labor market. The main advantage of the article is an integrated approach to the study of the pattern of using natural and artificial intelligence in the talent management system. The authors considered the issue of identifying the ratio of artificial and natural intelligence in talent management for the first time. The results can serve as a basis for further research in the system of human resource management, as well as good support for making management decisions in the implementation of artificial intelligence in business processes and organization management.

This study aimed to identify the feasibility and expediency of gamifying activities in higher education institutions, for which an original methodology was used. However, gamification is complex and carries a high degree of risk in achieving organizational efficiency. It is therefore advisable to adopt a fragmented approach and selectively gamify individual processes and features, focusing on educational and research activities. When introducing gamification, top management should provide conceptual and regulatory support and HR specialists coordination. Using a distribution model of managerial functions for gaming activities and determining priorities, taking the use of artificial intelligence into account, is shown to be expedient.Contribution/Originality: For the first time, this study is investigates the adoption of modern gamification technologies to increase the effectiveness of educational organizations. In particular, the most suitable areas of activity and management levels for gamification in higher education institutions are proposed.Recently, increasing attention has been paid to gaming technology: the use of gaming techniques in various fields and situations arising during the labor process. The problem with gamification, though, lies in the viewpoint of theorists and practitioners worldwide. analysis review of the literature reveals that researchers are not taking into account systematic studies of the gamification of activities in business and public sector organizations in general and higher education institutions in particular (Vinichenko et al., 2016b;Alvarez et al., 2017;Rogach et al., 2017). Other problems are associated with the introduction of gamification include age and gender (Martí-Parreño

 Abstract: The article discusses the problem of fostering talented employees' loyalty in circumstances where artificial intelligence is applied. The intensification of competition under the conditions of another forthcoming economic crisis triggered the technological application of artificial intelligence with the conjoined fostering of talented employees' loyalty. The analysis of the results of the Google Form survey by the focus group has shown that a favorable environment prevails within organizations, which in general allows using talented employees' potential efficiently to the maximum possible extent. Discrimination, envy, and indifference of colleagues do not have that much effect on talented employees' loyalty. Creation of more favorable labor conditions for talented employees is contradictory and predetermines the discontent of other corporate employees, which may result in conflicts, the ethnic ones inclusive. The article presents the nature of the influence of artificial intelligence on talented employees' development for the first time. The majority of respondents regard this effect as a positive one (63%). The originality of the research lies in revealing the character of relations between the leaders of natural intelligencetalented employeesand artificial intelligence. This study may form the basis for reducing risks while working with talented employees in conditions where artificial intelligence is applied.