FORMATION OF DIGITAL STAFF

The main goal pursued in the study is to determine what were the main distinctive features and the results of transferring some of the staff to a remote form of work, how effective this format turned out to be for various categories of employees, and what main prerequisites were identified for the possibilities of further use of such an organization of activities.
Among the main methods that were used, it is necessary to specify the analysis and generalization of the content of scientific and information sources, analysis and interpretation of statistical data, factor analysis, comparative analysis, elements of situational modeling.
The issues and results of transferring employees to a remote form of activity are considered. The main features and distinctive features of remote work, in comparison with traditional labor processes, are given. The definition of digital personnel is given and its specificity is noted. Its main differences with the usual staff are indicated. The algorithm of the mechanism for the formation of the company's digital staff is presented, taking into account the available information on the experience of working on a remote form. The possible options for obtaining various types of effects are listed.
The global form of transferring employees to distant work in the previous period made it possible to identify, due to its scale, the main characteristic features of such a process. Differences in performance indicators, differences in individual perceptions of the remote format, changes in the volume and cost structure - all this determines the possibility of further use of the remote (mixed) format to increase productivity, to motivate, to reduce the fixed costs of maintaining labor processes.