* Supervisor: E.V. Shubenkova, PhD in Economics, Professor of the Basic Department of the Chamber of Commerce and Industry "Human Capital Development", Plekhanov Russian University of Economics, Moscow
The COVID-19 pandemic and the resulting global political, economic and social crises have led to a dramatically increased turbulence in the external business environment. Restrictions on the mobility of employees and consumers, a decrease in real incomes of the population negatively affected the incomes of organizations, while exponential increases in the cost of resources on global markets and the logistical collapse have led to a significant increase in costs. In these circumstances, the goal of the organization becomes at least survival, at most - the absorption of market shares of less successful competitors. Thus, when competing with other companies in the market, the maximum impact on the effectiveness of the company's activities will be exerted by its internal environment, the elements of which are personnel, finance, marketing, production, etc., while environmental factors will have a similar impact on competitors of one segment.
With the development of post-industrial society, there is a growing importance of the human factor in the activities of the company, skilled labour becomes a factor in the success or failure of the business. Maintaining market positions, developing the organization's potential, increasing its competitiveness and maximizing the company's profits is achieved through qualified personnel by increasing their loyalty and engagement, taking into account the use of tools and methods of non-material motivation and stimulation [1].
This article considers the increasing role of non-material motivation and stimulation of employees in the organization as a factor in the preservation and development of business in conditions of global turbulence, and the need for its structural changes caused by the parameters of the macro environment.