The dissertation is a comprehensive scientific study of the theoretical and methodological foundations for improving the organization’s personnel formation system, as well as their practical application in modern conditions. The paper summarizes the theoretical aspects of the category of “personnel”, and conducts a comparative analysis of concepts related to personnel management based on approaches in modern scientific discourse. The characteristics of the concept of “personnel formation” are systematized. Based on a content analysis of existing approaches, the concept of “personnel formation” is formulated and interpreted: on the one hand, as a structural element of the organization’s personnel management mechanism and; on the other hand, as a process of creating an effective HR policy. This process is grounded in the integration of strategic, transactional, and transformational functions aimed at the development of high-quality personnel of the organization, as a community of permanent and temporary employees who have a common goal, possess relevant competencies (cognitive, instrumental, psychosocial, and digital), and consider talent as a proactive resource. The components of the personnel formation system (processes, tools, and measures) that perform a transactional, transformational, and strategic function are identified. In addition to the processes that are traditionally singled out (workforce planning, job modeling, recruitment, personnel selection, onboarding, and personnel assessment), the processes of talent development and retention, as well as workforce structure optimization that reflects modern trends, have been added. Emphasis is placed on modern tools, including HR analytics, SWOT analysis of personnel, organizational modeling, career portals, HRM systems, employer branding, interviews, resume analysis, psychometric and situational tests, assessment centers, onboarding programs, mentoring, KPIs, 360-degree assessment, and career development plans. The concepts of the transactional and transformational functions of personnel formation have been clarified. A cumulative model of the impact of artificial intelligence on organizational management is proposed, highlighting the influence of actors, instruments of influence, directions, and dimensions; the problems arising from this impact on organizational management mechanisms; and the primary outcomes of this influence. The main results of artificial intelligence provided by the organization have been analyzed, including the automation of routine tasks, redistribution of working time into strategic and creative tasks; increasing the efficiency of decision-making due to AI-driven analytics and forecasting; improvement of external and internal communication; increasing the efficiency of HR management; formation of realistic and achievable strategies that correspond to future changes; development of innovative products and services. The use of HRtech tools is proposed as an essential factor in supporting the strategic management of personnel formation in the context of digitalization by attracting, retaining, and developing the specialists. HR professionals need AI and machine learning skills to use HRtech effectively. These skills allow them to predict employee needs, adapt processes, and make evidence-based decisions. The strategic plan for the digital transformation of HR processes has been improved, which consists of the following stages: assessment of the current state of HR processes; engagement of stakeholders to determine the directions of transformation; formulation of digital transformation goals; determination of target outcomes and performance indicators; creating a roadmap; drawing up a change management plan; increasing the level of digital awareness of the HR team; evaluating the results of digital HR transformation implementation.
