The present study examines the experience of marketing and neuromarketing in human resource management practices. Aim. Theoretical comprehension of neuromarketing components in the context of human resource management. Tasks. The authors analyze major marketing and neuromarketing models used in the field of human resource management, develop their own model of using neuromarketing data in an organization with the purpose of optimizing interaction between the employees and the company, optimizing professional activity, and enhancing professional success and productivity. Methods. Study material includes information analysis of the nomenclature and vocabulary of the applied neurosciences and recruitment marketing. Contextual text analysis and modeling of terms and models are used to organize and specify the terminology. Edward L. Deci and Richard M. Ryan’s self-determination theory and the Zaltman metaphor elicitation technique are employed. Results. The study proposes a definition of recruitment marketing and a “Staff - marketing mix” model, which organizes the basic elements of recruitment marketing in an efficient and logical way. Implementation of the model proposed by the authors for modern organizations, and the assessment of the recruitment management system based on this model would allow managers to ensure all necessary conditions for the implementation of recruitment marketing. In turn, recruitment marketing would serve as a favorable foundation for the cultivation of a corporate philosophy that would attract competent, highly qualified, and talented professionals and help manage them efficiently. The study proposes directions, methods, and areas of application for neuromarketing methods in human resource management practices. Conclusion. Recruitment marketing involves implementation of several human resource management tools: recruitment planning, staff recruitment and selection, staff adaptation, compensation programs, etc. Application of neuromarketing methods can significantly improve the interaction between the employees and the organization, optimize them and affect social attitudes of the employees such as loyalty, involvement, satisfaction, and trust, which are important for enhancing efficiency.