Digital transformation of Russian enterprises is one of the priority national tasks, and although the sanctions adopted in 2022 slowed it down, they did not reduce its relevance. The active use of digital solutions, virtual space, the emergence of a new environment for the interaction of economic entities require the availability of relevant knowledge and skills, affect the requirements for human capital (HC) of enterprises, and form an active demand for the relevant competencies of employees. In this regard, the purpose of this study was to determine the model of competencies required by employees of manufacturing companies in the context of digitalization, as well as to establish the priority components of the HC of a digital enterprise. The methodological basis of the work is a systemic economic theory, which makes it possible to match the individual systems of an enterprise (its areas of activity) with the corresponding (demanded) components of an individual and corporate human capital. The study initially analyzed the main results of the digital transformation of industrial enterprises. It is noted that the most important consequences are the change in the business processes of companies, the forms of organization of their activities, the emergence of new models of interaction in the business environment. Next, a comparison was made of various models of competencies of enterprise employees in the context of digitalization, which made it possible to coordinate requests for their composition and highlight the key positions that should be present in such a model. They are broadly defined as: a) the ability to develop and apply software, to understand the principles of operation of digital systems; b) the ability to use interpersonal skills, provide the necessary creativity and purposefulness of actions. The performed analysis made it possible to establish a set of elements (competencies) that form the human capital of an employee of an enterprise operating in the digital economy, as well as to determine the composition of the corporate human capital model of such an enterprise, which became the main scientific result of the work. In conclusion, the elements of the generated models were ranked, which is also a novelty of the work. It is shown that, first of all, the role of socio-psychological, organizational¸ intellectual and creative competencies of the employee’s human capital will increase, as well as such components of the corporate human capital as: production capital, relationship capital and structural (organizational) capital.