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The article reflects the peculiarities of marketing communications manager training in the realities of modern socio-cultural space. The relevance of the work lies in the change of priorities of the training cluster for economic disciplines under new conditions of market components functioning. The COVID-19 pandemic has become a kind of stimulus for the development and implementation of new models of marketing communications. As a consequence, programs and courses for professionals in this specialty also need transformation. Obtaining the specialty of marketing communications manager implies a basic economic education and continuous improvement of one’s qualification in accordance with practical activities. The aim of the article is to develop an actual format for the organization of training and professional development for economic specialists. Using the method of comparative analysis and synergetic methodology provides a versatile study of the problem of marketing communications managers’ training. The need for new formats of trade activity gives rise to the demand for specialists with new professional abilities, capable of demonstrating effectiveness in their work. Consequently, the educational economic cluster activates all its methodological arsenal for the development of new training courses not just a worker, but a leader in the managerial link. [ABSTRACT FROM AUTHOR]

The article examines the impact of staff on the successful operation of the enterprise in the long run. Companies need to consider the attitudes, values, expectations, perceptions and typical behaviors of workers from different cultures. The success of companies in the global market is increasingly determined by whether they have managed to create an effective system of personnel management to eliminate friction in relations between employees of different nationalities and with different cultural traditions. When estimating the exact contribution of both an individual employee and the team as a whole, the end result of an international company’s business is a complex process, because in addition to direct labor costs, the product is also invested in fixed and current assets. Today, HR specialists need to meet the needs of employers in the context of new professionals, in particular, training manager, HR specialist, HR manager, HR director, team manager, sales coach, headhunter, corporate culture manager and others. The global changes and their consequences in the field of HR-management are identified: informatization, spread of digital technologies, aging of knowledge and technologies, national demographic changes, lack of qualified personnel, individualization, uncertainty in global, regional, and national markets, emphasis on sciences such as psychology and sociology. The cultural, economic, social and political differences of an international company have a significant impact on the formation of management styles and the adaptation and functioning of staff in the host country. Problems of personnel management strategies of international companies in Ukrainian business practice are highlighted: style and practice of company management, socio-cultural factors, differences in wages and working conditions, labor movement problems, relationship factor, control factor and contradictions. The advantages of personnel management strategies of international companies in Ukrainian business practice are studied: trainings for personnel, digitalization at enterprises, observance of current legislation, ensuring objective assessment of personnel competencies, development of corporate culture among enterprise personnel. [ABSTRACT FROM AUTHOR]