Strategic management of the support of international relocators by domestic enterprises as a tool for trend analysis of the international labor market in the conditions of martial law in Ukraine

Introduction. In wartime, many companies remain without offices, and company management faces the question of closing the business or moving (relocating) to another city in order to continue the company's activities. Relocation requires careful consideration and planning. Also, over time, all labor migrants began to be called relocants. And with the beginning of the full-scale invasion, millions of Ukrainians left Ukraine. From this side, the second question opens: how to organize the company in such a way as to support people who are currently abroad? This mostly applies to law firms, because problems may arise not depending on geolocation. Therefore, the question of how to adjust the work of a company that works with Ukrainians abroad is relevant for business, especially during martial law. The purpose of the paper is to determine the features of resource management to ensure the international movement of workers and the specifics of working with Ukrainians abroad. Results. Relocation managers should develop a relocation strategy to streamline the process, namely: 1. Determination of the need for relocation and the suitability of the employee; 2. Determination of internal and external factors of displacement; 3. Preparation for moving; 4. Assistance during relocation; 5. Adaptation of personnel after relocation; 6. Evaluation of the effectiveness of the program and introduction of adjustments. If we consider the issue of support of Ukrainian emigrants by domestic companies, using the example of legal companies, it can be noted that there are additional difficulties in working with Ukrainians abroad: some documents must be sent by mail; the complexity of communication between countries; a large time difference affects; documents may be lost due to a quick move; other problems are determined by the specifics of the client's case. Conclusion. In order to move employees to other countries, financial costs are required to ensure the move and initial residence in another country, as well as costs for additional personnel who will directly deal with the settlement of the move. On the other hand, it is an opportunity to improve staff qualifications and close staff shortages in individual branches. If we consider immigrants as customers, this is an opportunity for geographical expansion, when the number of consumers in the country itself has decreased. On the other hand, immigrants have problems that need to be solved in their homeland. Thus, there is a demand for services abroad. But cooperation with such clients has difficulties that require increased management and digitization.