The main labor resource of a commercial enterprise is the personnel, whose successful work depends on the profitability of economic activity. However, in the conditions of competitive struggle in the market, the activity of the enterprise in the conditions of crisis is connected with the search for measures to save resources, the search for more rational forms and methods of personnel management. The success of commercial activities depends mainly on the labor force, which can adapt to new challenges, changes, and make decisions in crisis conditions. That is why managers need to develop a concept of anti-crisis personnel management.

The main scientific principles of anti-crisis personnel management were studied by such scientists as I. O. Abramova, M. I. Bondar, D. A. Dovgan, O. A. Larionova, V. M. Makhovka, N. A. Fainova and others.

Personnel security is a key component of the organization's economic security. In order to form the most complete information about the personnel security of the enterprise, it is necessary to adhere to complex solutions, especially during extraordinary, crisis periods, which can be considered as an indicator of the level of realization of labor potential [4].

According to S. I. Puchkova, anti-crisis management is a system of financial-economic, production-technical, organizational-legal and social measures aimed at achieving or restoring the solvency, liquidity, profitability and competitiveness of the enterprise in the long-term period or a combination of all possible measures, which can lead the company to financial recovery [5, p. 232-233].

I. O. Abramova points out that the purpose of anti-crisis personnel management is to prevent, eliminate or minimize the negative impact of the personnel crisis on the company's activities. The effectiveness of achieving the above-mentioned goal depends on the clear identification of the object, subject, principles and functions of anti-crisis management. The object of anti-crisis personnel management is personnel (labor resources) [1, p. 7].

It should be clarified that the subject of the anti-crisis management of the company's personnel is the labor process - directing people's labor efforts in the right direction to objects, actions, procedures, goods, works, services, etc.

In this case, the subject of anti-crisis personnel management will be managers of higher, middle and lower levels, who directly coordinate the work of the company's personnel, make and implement management decisions.

L. S. Gromko distinguishes the following anti-crisis principles of personnel management: 1) Basic principles of personnel management in crisis conditions (systematicity in work regarding personnel development, hierarchy and feedback, collegiality in management, horizontal cooperation, control of tasks based on trust , compliance of intellectual and professional skills with requirements, legal and social security, optimal combination of centralization and decentralization); 2) Special principles of personnel management in crisis conditions (interaction with other people in joint work, socio-psychological unity of the team, availability of information about the activity and state of the enterprise, effective organizational structure, satisfaction with work and the team, providing personnel with greater dynamism, coincidence of value orientations of employees and the entire team, loyalty, reliance on the development of a person's creative abilities and self-organization) [2, p. 111].

Based on the general functions of management, it is possible to distinguish the functions of anti-crisis management of the company's personnel:

1. Making a management decision - regarding the application of anti-crisis measures and finding ways to solve a specific problem to eliminate risks. At the same time, the manager collects information, identifies and studies the problem (crisis), after which alternative solutions are developed;

2. Planning – involves the process of developing an anti-crisis program and plans, implementation of a management decision (preparation of orders, instructions, orders);

3. Organization of work and anti-crisis measures - involves the selection of executors and those responsible, distribution of duties and powers, implementation of anti-crisis actions and work to eliminate the problem;

4. Motivating personnel - involves the manager's application of economic incentives to the work of subordinates: awards, bonuses, allowances, monetary bonuses, interest, additional payments for successfully completed work that led to positive results in terms of eliminating problems and risks. An important role is played by non-material incentives of influence on personnel, which are used by the manager in anti-crisis management - persuasion, coercion, consultations, praise, certificates.

5. Control – involves comparing the results obtained from the implementation of anti-crisis measures and their comparison with the planned indicators of the anti-crisis program. Controlled financial, in-kind, conditional, labor indicators are calculated based on the results of the labor activity of the personnel.

6. Regulation and coordination - is used in the case of an objective need to eliminate deficiencies identified in the control process. It provides for the application of corrections and finalization of labor tasks by personnel, with the aim of bringing the indicators of the anti-crisis program into compliance with the norm.

Thus, anti-crisis management is based on an in-depth analysis of the financial and economic condition of the enterprise and the development of anti-crisis measures, which allows the enterprise to predict and avoid bankruptcy, as well as to increase the efficiency of its activities [3, p. 197].

Anti-crisis management is a system of financial-economic, production-technical, organizational-legal and social measures aimed at solving the risks and threats of the enterprise. The functions of anti-crisis management of the company's personnel are highlighted and characterized: management decision-making; planning; organization of work; motivation; CONTROL; regulation and coordination.