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As the object of research in the paper practical solutions in terms of material and non-material incentives for personnel in energy companies as well as methodological guidelines justifying their implementation are chosen. The subject area chosen is the processes of personnel motivation in energy companies in Russia. The objective of the study is to formulate directions for improving this work based on the analysis of information presented in the open press about existing approaches to building a system of personnel motivation in energy companies, taking into account modern transformations in the industry and the demand for innovative development. The methods used in this article include theoretical analysis of scientific literature on personnel motivation in relation to the development of the energy sector, graphical method, analysis of statistical data, analysis of documents covering decisions on personnel motivation in energy companies and the application of advanced digital technologies in management. The main result of the study is the conclusion that the basis for the development of the motivation system should be the perception of employees not as one of the company's resources, but as its value asset, the growth of their involvement for the benefit of achieving the goals and objectives which implies a change in the approach to the personnel motivation system, namely, the strengthening of the personalised component. This approach will allow to focus on incentives, tangible and intangible, oriented to each specific specialist, according to his/her role, contribution and prospects for the organisation. Tangible non-monetary incentives may (with equal amounts in terms of monetary equivalent) differ depending on the employee's interests, his/her needs (education, sports, examinations, hobbies, etc.) and the needs of their family. Non-material incentives related to the formal and informal status and personal brand of an employee in the organisation should also be individualised. This implies the use of AI to process an array of information about existing employees and determine their real contribution to the company's development, their performance at their current place of work, and to develop individualised motivational proposals with subsequent measurement of their performance.
Бондаренко et al. (Wed,) studied this question.