The dissertation is devoted to generalization and development of theoretical and methodical fundamentals and tools of HR strategy formation taking into account the characteristic features of enterprises in current conditions, evolution of personnel management conceptual bases, distribution of principles of corporate social responsibility. Theoretical strategic bases are improved. The evolutional changes in economic space and enterprises management are analyzed, which allowed to define the main features of personnel management in the current conditions. The essence and types of HR strategy are studied, which allowed to ground its subordinate position in the strategic hierarchy of an enterprise and to specify and supplement its definition. The existing classifications of HR strategy are systematized and extended; the principles of HR management are followed up with principles of social responsibility, democracy, strategic orientation; the primary purpose of personnel management is defined as the creation of added value cost with human-capital investments. The general architecture of HR management business process is worked out; it includes planning, organization, motivation and control as core constituents, and also with pointing out specific features of such elements as "input", "output", "control", "mechanism". The basic stages of implementation of strategic personnel management (their maintenance and typical features) are presented, they include strategic goal formulation for HR, analysis of external environment and internal potential, strategic alternatives development and strategic choice, application of strategy and monitoring of its realization. The universal indicator for HR activity performance assessment is proposed as coefficient of personnel effectiveness that is presented by a balanced index of enterprise value added increment to the increment of complex personnel cost. With the aim to coordinate the HR strategy and strategic hierarchy of an enterprise, thus providing synergy of all strategic initiatives, the methodical tool for strategic analysis is developed. It includes four analytic areas: general and specific external environment, general and specific internal environment. The polycriterion system of indexes is worked out to estimate every analytic area that contains 4 directions for exploration characterizing a political, legal or organizational constituent, financinal and economic, sociocultural, technical and technological group of factors. Within the framework of factor groups, the specific parameters and indexes are offered, allowing to investigate the state of each area and its progress trend. Methodical approach to the selection of the most substantial and meaningful factors of external and internal environment is worked out for the factor group formation with the aim of strategic HR alternatives development. The approach including the estimation of factors predicativity and volatility is offered. The strategic alternatives formation is based on comparison of external and internal factors of environment that are included in a factor group. Possible strategic alternatives of HR strategy are formed by combination of three constituents of HR strategy that are defined as follows: "quality of personnel-costs" (high-cost, parity and economy types are distinguished), "co-operation of workers, vector of corporate culture, social responsibility" (it is suggested to distinguish partner and competition types), "development of personnel" (strategic alternatives consist in realization of passive, reactive and proactive scenarios of development). Combination of types by constituents allows to define HR strategy of an enterprise. The system of typical key performance indicators for HR strategy is offered. The system contains indicators for the evaluation of strategic HR initiative on general and functional level. The form of organizationally-informative dictionary of key performance indicator that contains descriptive, administrative and informative component is offered. It describes in detail the indicator for the increase in the practical applilcation.
