The paper is aimed at determining the relationship between personal and organizational values in an innovative company, and the compliance of the basic elements of the organizational culture of an enterprise to the requirements of its innovative development. The main goal of the study is to determine how to improve personnel activity by changing the organizational culture. To achieve the goal of this study, a survey of employees of an innovative Russian company is conducted in order to determine the compliance of the organizational culture as a whole, as well as its main elements (personal and organizational values), to modern business conditions. The main research methods employed are a questionnaire survey, bibliographic analysis, and content analysis. Barrett’s Cultural Values Assessment methodology is selected and adapted to the conditions of active innovative organizations and enterprises in Russia. Based on the application of Barrett’s Cultural Values Assessment methodology, adapted to the specifics of the given company, an assessment of the existing organizational culture is obtained, inconsistencies between the current and desired organizational culture are identified, and recommendations for changing the organizational culture of the company are formulated. It is concluded that organizational culture is an active resource when managing sustainable development, and is part of organizational innovation. A well-grounded and adequate choice of directions and methods for organizational changes is an important factor in achieving business sustainability. The results of the analysis imply the necessity of changing the existing organizational culture of the given company.

Covid-19 has accelerated the process of jobs’ automation and digitalization in many sectors of the economy, which has increased the threat of decreasing employment for women and reducing their income. The article analyzes the gender structure of the employment and gender differences in wages of a service company in the oil and gas industry. Two key areas of the company's personnel readiness for digital transformation have been identified: the personnel restructuring area and the personnel development area. It was revealed that most of the personnel of the oilfield service company under study is in the area of personnel restructuring, whose jobs will be subject to the greatest automation and will be eliminated. At the same time, some categories of women employees can be completely reduced (for example, the Accounting group, Bookkeeping and Payroll Clerks). In addition, in the personnel development zone, which will be less affected by automation, the wages of women are 3.4 times less than the wages of men. It is concluded that it is necessary to develop special corporate programs for professional training and retraining of women and special programs for personnel development, taking into account gender issues.

Представлен обзор литературы по управлению изменениями зарубежных исследователей о связи организационных ценностей и успешности организационных изменений. Рассмотрен инструментарий выявления организационных ценностей. Предложена типология организационной культуры по восьми системам ценностей в соответствии с теорией эмерджентных циклических уровней существования К. Грейвза и концепции спиральной динамики Д. Бека и К. Кована. Дана характеристика организационной культуры в зависимости от уровня развития ценностной структуры.

ТЕОРЕТИЧЕСКИЕ АСПЕКТЫ РАЗВИТИЯ КАДРОВОГО ПОТЕНЦИАЛА