The article deals with the formation of personnel reserve as one of the components of an integrated management system. A model of strategic human resource management has been described. The ways of solving socio-psychological contradictions in the process of formation of personnel reserve have been outlined; the basic principles of personnel reserve system have been proposed, and in addition, a three-level scheme of the formation of personnel reserve has been developed, indicating the information flows aimed at the implementation of the corporate strategy of development of the professional capacity of integrated association staff. Arguments showing that the human resource management system cannot be assembled like a mechanical construction, but should be "grown" in the long process of institutionalization of the developed project have been proposed.

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The issue of balanced development of the labor market by expanding the services sector in the regional economy raises the question of using the social reserves of this process. This problem has been a subject of discussion for a long period and is not related only to the transition to market relations. It is in this competitive struggle that own internal social reserves, previously not consciously realized by individuals, can be most fully revealed and realized. The main issue is to identify the socio-economic basis for the formation of a competitive employee. This factor, as well as the processes of disindustrialization, are accompanied by a number of structural changes, including in the field of employment. The increase in labor productivity, the transition to more and more specialized technologies cause a significant release of labor from the mineral wealth and industrial sectors of the economy and their overflow into the services sector.In modern Russian conditions, this is all more relevant because the restructuring of the national and regional economy and post-crisis phenomena have caused significant changes in employment, while not in a positive way.

The article considers issues relating to existing system of personnel training for tourism and hospitality. In connection with the active development of this sector of the economy has appeared the need for clear interaction between the system of professional education and the labor market. The authors highlight perspectives joint activities of sectoral employer and of profile educational institutions, and define the factors influencing on the personnel training in field of tourism and hospitality. The problems in the traditional and modern approach personnel training and possible solutions are considered. In the traditional approach in personnel training have been identified such basic methods of training as training in the workplace and outside the workplace. With the modern approach to personnel training were considered the methods of outsourcing and outstaffing and the competency approach. Tourism and hospitality industry is a special sphere of business activity, which is differs by integrated character of functioning of various enterprises. The modern model of professional tourism education suggests in its basis multilevel, geographically distributed system of continuous training, retraining and advanced training of tourism personnel. Currently, however, had not solved the problems connected with the quality of personnel training. The specific of tourist education lies in its multifaceted, because personnel training carried out in different directions of technical and technological, economic, administrative and scientific profiles.