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The Ukrainian IT sector remains the most dynamic sector of the economy, despite the geopolitical challenges of the ongoing full-scale war, and continues to develop rapidly. At this, the demand for qualified IT specialists is only growing, creating both opportunities for young professionals and competition in the market. This requires IT companies to significantly increase the efficiency of talent management. Accordingly, the development and implementation of new career planning strategies is an important task for Ukrainian IT enterprises, since the extant generally accepted approaches to personnel management do not always take into account the specifics of this industry. Effective career planning is an important aspect for organizational development and business stability, as it helps to increase the level of employee engagement and motivation, as well as reduce staff turnover. The main purpose of this article is to focus and prioritize the career planning system as an effective tool for personnel management. At this, the main task is to reveal the practical aspect of building the system on the example of companies in the IT sector. The article uses the methodology of generalization and systematization through methods of comparing differences and common features in the interpretation of the concepts of «career» and «career growth», analyzing the types of career movements on the example of companies in the IT sector, synthesizing the formation of career maps for employees of different departments and developing common approaches to building career plans, concretizing the key stages of career planning, inductive and deductive description of career transitions within the department and cross-team movements. The article analyzes scientific and practical approaches to understanding career planning, reveals the understanding of vertical and horizontal career movements. The key elements of the career planning system are disclosed. The methods of creating career maps are characterized and steps for building a career growth system on the example of IT companies are developed. The importance of creating job profiles in establishing a career planning system is indicated. Approaches to building career plans through the establishment of development goals are proposed.

Risk management is an important process for the success of an IT project. Risk management provides significant benefits for companies, projects, and stakeholders associated with project implementation. This cannot be achieved without introducing risk management at every level of the business. Risk management becomes a management instrument that is essential for the project manager to increase the chances of success and solve problems before risk becomes a major problem that can threaten project goals. IT projects are characterized by a high level of risk and can have different approaches to risk management. IT projects (in the terms of software) have risks and uncertainties. Risks can be mitigated, managed, and maintained in accordance with planning and assessment. Common risks can be: user requirements, project complexity, planning and control, team, organizational environment, technology, and financial risk. The presence of risk management and risk manager influences the success of the project, risk management (especially risk analysis and monitoring and control of risk response) that is related to the subjective effectiveness of IT projects. There is a link between risk management and the success and subjective effectiveness of IT projects. A project is considered successful if its result is appropriate or better than determined during planning. Risk management can lead a project to success and achieve its subjective effectiveness only if the risks and ways to control them in the project were identified before it started. Conversely, proper risk management does not affect costs, schedules, and cost overruns, as these are three interrelated and defined positions in project planning.

The article developed a mathematical model of personnel management, taking into account the specifics of the activities of IT companies. The relevance of this study is due to the fact that the tasks of personnel management are subjective. This creates certain difficulties when choosing a mathematical apparatus for building a model for the effective distribution of specialists on projects in IT companies. The purpose of the research is to study modern methods and models of personnel management and develop a mathematical model for the selection of specialists with the necessary qualifications for an IT team. The article sets the following tasks: to analyze the theoretical and methodological foundations of economic and mathematical modeling of personnel management; to develop a personnel management model in the IT labor market. The authors describe the features of the activities of recruiting specialists in IT companies. The essence of the methods of personnel management in the IT labor market is analyzed. The specificity of the work of HR-managers (human resource managers) in outsourcing and outstaffing IT companies is considered. The use of a systematic approach to personnel management is proposed, in which an IT enterprise is considered as a subsystem of an economic system of the "fragment-aspect" type. The economic and mathematical model for recruiting specialists in an IT team, developed in the article, includes two components: "Model for the formation of the qualitative composition of IT personnel" and "Model for the formation of the quantitative composition of IT personnel". Forming an effective IT team requires a certain number of specialists with professional skills and universal competencies. The constraint conditions of the model describe the qualitative characteristics of applicants, such as profession, qualifications, hard skills and soft skills of candidates, and quantitative requirements. The model is built on the basis of heuristic methods for managing socio-economic systems and allows you to form a step-by-step list of applicants for vacancies in an IT team, taking into account the professional and personal qualities of specialists and the stated requirements for them from employers. The objective function is to minimize the total time spent by HR managers to form an effective IT team, taking into account the needs of customers. The result of the model's work is the formation of a list of candidates that should be recommended for concluding an agreement with customers.

The article discloses the theoretical, practical and legal principles of regulation of activities and taxation of IT companies in Ukraine, in particular, the legal support for the formation, functioning and development of the IT industry is analyzed. Special attention is paid to the structure and main tasks of the National Program of Informatization in Ukraine, other economic and tax legislation that guide IT companies in their activities. The analysis of the IT services market in Ukraine for 2018-2020 was carried out and the dynamics of tax payment by domestic IT specialists in 2017-2020 were analyzed, which indicated the successful functioning and transformation of the market. The volume of products produced and sold in 2020 is increased by UAH 134.2 billion compared to 2018, and the total amount of taxes paid in 2020 compared to 2017 is increased by UAH 3,569 million. Enterprises of the industry and individual entrepreneurs are profitable: in 2020, an IT specialist accounted for UAH 37,757 of the taxes paid. The choice of taxation system is especially relevant for the IT business of Ukraine. The ability to carry out professional activities as an individual entrepreneur and pay a single tax is an important condition for the development of the domestic IT industry, ensuring the competitiveness of IT specialists in the capital market. At the same time, the application of a simplified tax system is a certain manipulation of the norms of the tax legislation used by IT companies in order to minimize the tax burden. The necessity of development of the domestic IT market is substantiated, the main trends and prospects for the development and optimization of taxation are determined to strengthen the competitiveness of companies in both domestic and global IT markets. The elaboration of transparent principles and rules of taxation will have a positive impact on the development of the domestic IT industry.

Objective: This article analyses the relationship between perceived organisational support and employee performance generally and in a large Polish IT enterprise. Research Design & Methods: The conceptual framework for the research was a theory of perceived organisational support. The research was intended to provide insight into the relationship between perceived organisational support and employee performance. The article focuses on insights from a survey addressed to the employees of a large Polish IT enterprise. The empirical research was done with CAWI (Computer Assisted Web Interviews). The project was funded by the National Science Centre in Poland (funds allocated on the basis of a decision no. DEC-2014/15/B/HS4/04326). Findings: The results showed that the perceived organisational support described herein is associated with employee performance. Moreover, the state of perceived organisational support and employee performance in the large Polish IT enterprise was diagnosed. Implications / Recommendations: The main implication of the research was that managers should focus on those issues which improve perceived organisational support to increase the performance of all employees in their organisations. Regarding future research directions, further research should be undertaken to analyse the relationship between perceived organisational support and employee performance in various industries across the country and longitudinally at different organisational levels. Contribution: This research generates new scientific knowledge about the role of perceived organisational support in shaping employee performance at an IT enterprise.