Digital tools as a key element of human resource management technology in the conditions of digital transformation

Aim. To identify technological features of human resource management (HRM) in the conditions of digital transformation.

Objectives. To describe the main directions of HRM technology transformation in modern conditions; to define the concept of "digital tools"; to systematize the digital tools used in modern conditions; to identify promising directions of using digital tools on the way of digital trans- formation.

Methods. The authors used in the research process the methods of contextual analysis, modeling terms and models, induction and deduction, synthesis and description, applied methods of comparative, system and structural analysis.

Results. The outcome of the digital transformation of business is a progressive process, which in the end will radically affect the functioning of personnel. In this regard, the concept of "digital tools" of HRM is defined, their relationship with HRM technologies is revealed. It is revealed what digital tools are most often used today in Russian companies, whether there is their classification by forms of application and whether digital tools affect the technological process of HRM. The peculiarity of applying HRM tools from the possible set of tools is its scientific substantiation on the one hand and the practice of its application on the other. The basis is the orientation on the solution of a certain problem faced by the company in the current period. In order to get an effective effect, it is necessary to refuse from haphazard ap- plication of tools. A technological process of HRM should be formed, which will be based on a clearly structured sequence of actions that are interchangeable. An important element that should be paid close attention to is the understanding that the new information reality will place increased demands on the competencies of personnel. The article emphasizes that the digital transformation of business should be carried out progressively, taking into account the timely mastering of new digital competencies by employees.

Conclusions. The digital transformation of business taking place today launches new, previously unobserved processes that cover all spheres of functioning of real commercial enterprises. Business can get a new quality both in the aspect of formation of management decisions on an objec- tive basis and in the framework of HRM. In this regard, it is safe to say that we are waiting for a systemic restructuring of the main business processes and, as a consequence, the introduction of new HRM tools, on the basis of which it will be possible to design digital HRM technologies.

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