Issues to Consider

1. The essence and content of career management of civil and municipal employees in the system of state and municipal authorities.

2. Modern practices of career management in the assessment of civil and municipal employees in the Russian Federation.

3. What an official who wants to reach his level of incompetence should know.

1. The essence and content of career management of civil and municipal employees in the system of state and municipal authorities.

1.1.Principles of job growth of state civil and municipal employees

The essence of the passage of state or municipal service is the promotion and professional career of a state (municipal) employee.

Under promotion refers to the appointment to a position of civil or municipal service of the next level of the hierarchy.

Professional Development- deepening of knowledge, skills, skills (specialization), as well as expanding the tools and areas of performance (transprofessionalization).

The career growth of civil and municipal employees is built on the basis of the following general principles.

Continuity principle assumes that none of the achieved career goals can be final or serve as a reason to stop. Career advancement may be slowed down or interrupted due to sudden difficulties, including those of a crisis nature. In this case, it is necessary to create a resource reserve in advance (additional knowledge, expanding sources of information, strengthening social ties, strengthening psychological stability, health).

The principle of meaningfulness means that any career action must be expedient, carried out in accordance with individual and general goals. Knowledge of the general goals and features of the movement ensures the optimal choice of the route and tactics of its passage. Problems encountered on the career path are more effectively resolved if their sources, components and connections are disclosed, a plan for systemic impact on them and options for overcoming the deadlock are defined.

Principle of proportionality stipulates that in any progress there are leaders and laggards. A successful career is promotion in the group of leaders.

The principle of visibility is consonant with the principle of proportionality and speaks of the importance of being noticed, marked by the environment as early as possible, which provides a wide "career field".

principle of maneuverability. Rectilinear movement is possible only on a "polygon" or "clean track" free from other movements. There are no such conditions in a career. Attempts to move at "high speed" only "straight" are always fraught with destructive collisions.

Economy principle based on the fact that the career path is long, for many it is almost the whole life, therefore it is important to skillfully distribute forces along this path (a certain saving is needed), correlate your career aspirations with real opportunities, use the change in states of tension and relaxation.

It should be noted that promotion in the state or municipal service is a complex and controversial social and legal process. Not every civil or municipal employee with talents and motivation can easily move up the hierarchical ladder of the state and municipal service.

1.2. Career planning for a civil and municipal employee

1.2.1. Distribution of career planning functions in a state (municipal) authority

Career planning for a civil and municipal employee implies that a career is considered as the result of a conscious position and activity of a person in the field of official activity, associated with official or professional growth. Career planning is the process of comparing the potential capabilities, abilities and goals of an employee with the requirements of the organization and its development plans, which is expressed in the preparation of a program for professional and career growth.

The distribution of career planning functions in a state or municipal authority is as follows.

Myself civil or municipal employee is responsible for the primary choice of a profession, the choice of a government body and position in it, orientation in this body, setting goals for their growth and their implementation.

Personnel service the state (municipal) body carries out an assessment when hiring, the placement of civil (municipal) employees, the assessment of the work and potential of a civil (municipal) employee. It conducts periodic certification, forms a personnel reserve, develops and implements programs for the growth of civil and municipal employees. Its functions include substantiation of proposals for the promotion of an employee to the next position in a state or municipal body.

Immediate supervisor of a civil (municipal) employee assesses the motivation of a civil (municipal) employee, the results of his work and potential career opportunities for his immediate subordinate, organizes the professional development of a civil (municipal) employee.

1.3. The main stages of managing the career of an employee of a state or municipal authority

1.3.1. The goals of the personnel service for managing an employee's career

Career management involves the implementation of career planning activities for a civil or municipal employee.

Career management in the civil or municipal service is a set of organizational, administrative, socio-psychological, economic and moral means and methods of influencing the professional development and career growth of a civil or municipal employee according to an individual program (career profile) in accordance with the requirements of the state (municipal) ) body and plans for its development.

On the part of the personnel services of state and municipal authorities, the following are considered as career management goals:

rational use of the employee's professional abilities in the interests of achieving the goals of the state (municipal) service;

timely meeting the needs of the state (municipal) body in personnel in the required quantity, in the right place, with the required level of qualification, life and professional experience;

Creation of effective incentives for labor productivity of the personnel;

· Ensuring a relatively stable composition of personnel capable of accumulating professional experience and corporate culture of the state (municipal) service.

Career management can also be considered from the side of the person himself, but in this case we are already talking about the realization of his life goals and plans, about the coincidence of his expectations and the expectations of the state body. Therefore, career management is designed to instill such expectations in the civil servant.

To implement effective career management in the civil service, it is necessary to create an appropriate legal and regulatory framework for the system and mechanisms for career management in the civil and municipal service. An equally important factor is the coincidence of the interests and expectations of a civil and municipal employee and the interests and expectations of state and municipal authorities. It is fundamentally important that at all levels of state and municipal government the recognition of professional experience and abilities of civil and municipal employees be the most important value. An equally important aspect in the process of career management is the adequacy of the professional potential of the individual to the conditions of its implementation in government and administration. Let's pay attention to such a factor as the availability of reasonable career space. If in the system of state civil service bodies one can note the relative stability of the organizational and official structure of state authorities, then at the municipal level, career space is very limited.

1.3.2. The main stages of career management in the civil (municipal) service

The main stages of career management in the civil (municipal) service are considered to be:

1. Planning of an individual professional level and job transfer of a civil (municipal) employee.

2. Organization of the acquisition by civil (municipal) employees of the required level of professional training, professional experience both within the state or municipal body and outside it, using vocational training, internships.

3. Regular involvement of a civil or municipal employee in solving problems of appointment to the proposed positions of the civil (municipal) service, the time of appointment to the position and the implementation of the individual professional development plan.

4. Coordination of the efforts of a civil (municipal) employee and the capabilities of a state or municipal authority and administration to implement an individual professional development plan and a staffing plan.

5. Analysis and evaluation of activities, results and methods of activity, personal and professional qualities of a civil (municipal) employee, his professional experience.

6. Monitoring the activities of a civil (municipal) employee, his professional and official growth, the rational use of his professional experience in the structural divisions of the state (municipal) body.

Building a career in the civil and municipal service is an ongoing process. It can be conditionally divided into three main steps: admission to the civil or municipal service, stay in it and its termination.

The main components that directly affect career progression in civil or municipal service positions can be considered a competitive procedure for filling civil (municipal) service positions, certification, training, a qualification exam, a system for training and advanced training of civil and municipal employees, and rotation of civil and municipal service personnel. .

Thus, in the existing civil service system, professional development is closely related to career advancement, service quality assessment, the level of pay, the assignment of class ranks, the use of incentive measures, etc.

The civil service itself is considered creative work, so a civil servant; who has chosen it as his profession, must continuously improve his theoretical level throughout his career, regardless of the public position he holds. It is for these reasons that training, retraining and advanced training are organically “built in” in civil service system.

1.4. Rotation of civil and municipal employees

under rotation means the transfer (without consent) or transfer (with the consent of the employee) of state and municipal employees replacing the positions of the state or municipal service approved by the relevant regulatory legal act. This movement is provided for by the service contract and is carried out in accordance with the established procedure for a certain period. Movement is carried out within one locality or to another locality on a planned basis. In certain established cases, it may occur on an unscheduled basis to another equivalent (or in some cases higher) service position. This takes into account the level of qualifications, professional education and length of service or work (service) in the specialty in the same state or municipal body or in other authorities.

This process must be carried out in accordance with labor legislation and legislation on state and municipal service.

Principles of rotation of civil and municipal employees- the basic requirements for the transfer or movement of civil servants from one civil service position to another, as a rule, equivalent positions.

The principle of mandatory rotation in the relevant positions. Rotation in the authorities must be carried out without fail for those civil service positions for which a rotational need is determined.

The principle of planned rotation in state and municipal bodies. Carrying out rotation on the basis of plans or relevant procedures approved by the representative of the employer is a mandatory and necessary condition for ensuring the systematic use of rotational mechanisms in the civil service.

The planned nature of the rotation involves the implementation of personnel transfers and reshuffles in a certain proportional sequence within the approved register of rotational positions in the civil service.

The principle of urgency of the rotation. It is supposed to establish a certain period for the movement of a civil servant from one civil service position to another. Appointment to a position in rotation must be accompanied by the conclusion of a fixed-term service contract from one to five years with the obligatory consent of a civil servant.

The principle of providing guarantees to a state or municipal employee when he is appointed to a position in a public authority in the order of rotation:

Provision of housing at a new place of service or reimbursement of expenses for renting housing;

Reimbursement of expenses associated with the relocation of a civil (municipal) employee and members of his family to the place of service in another state body, at the expense of the state body to which the civil servant is sent in rotation;

Reimbursement of expenses associated with the relocation of a civil (municipal) employee and members of his family after the end of a fixed-term service contract to fill a civil service position in the order of rotation and dismissal from the civil service to another locality at the expense of the state body in which the civil servant replaced the last civil service position services;

Medical support at the new place of public service.

A civil servant may refuse to fill a civil service position in rotation.

The principle of advancement in the public service, taking into account the level of qualifications and conscientious performance of official duties. Rotation should be considered as a certain mechanism for the "movement" of civil servants in civil service positions subject to a number of conditions. The relocation is administratively dictated, is systematic, and the civil servants subject to rotation meet professional criteria. These include compliance with the qualification requirements for a rotational position (length of service, work experience, education, level of professionalism), have good characteristics for a previously occupied position in terms of conscientious performance of official (functional) duties.

The career management process is two-way. Its basis is left by the relationship between the subject and the object of management. The object is a career as an increase in the value of human capital, in our case, a state and municipal employee. The subject of management can be either himself or his leader. In a situation where the subject is the employee himself, one should talk about managing a personal career, if the manager is a manager, then we are talking about managing a business career.

Career management involves establishing the correspondence between the individual career plans of employees and the development objectives of the region.

Career planning for a municipal and civil servant involves identifying their individual capabilities, inclinations, meeting development needs, which in itself does not guarantee career advancement, but promotes professional growth, increases their significance and self-esteem.

In managing the career of state and municipal employees, methods of managing career growth are used: administrative, economic, sociological, managerial, psychological (Table 1).

Table 1

The effectiveness of managing the career growth of state and municipal employees is measured by the degree of achievement of the goals set at predetermined costs for the career advancement of state and municipal employees, whose income, other things being equal, increases with an increase in investment in their creative and intellectual potential, which ensures an increase in the quality of work.

I present to your attention a model for managing the career growth of state and municipal employees (Fig. 4.1).

The managerial competence of the leader is a fundamental element of the model. It lies in the principles and methods of influencing the motivation of employees by management.

Individual needs for self-development and self-realization is one of the main principles of business career management, since the mismatch of personal needs with a business career management plan does not contribute to professional growth and the achievement of management goals.

The needs and interests of the public authorities: attracting candidates for vacant positions, helping employees achieve the required standards, facilitating their entry into public authorities, identifying differences between candidates and selecting candidates that best meet the requirements of the position.

Building career plans: determining the quantitative and qualitative needs for personnel, career planning (career promotion).

A large number of employees associate their activities with the desire to realize themselves in the management sphere (37%) and take a worthy place in society (24%). In state and municipal authorities, for many employees, such values ​​as respect for people (92.4%), the creative nature of work and self-realization of abilities (87.3%), and reputation (64.4%) are of priority importance.

It is these interests of modern officials that the existing system of motivation is oriented towards. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Modern man himself is changing. And along with it, motivational technologies should also change.

Fig.4.1 Career growth model for state and municipal employees

Introduction

1.1 Career definition

1.2 Stages of a business career

1.3 Career types

3.1 Planning

3.2 Career development

Conclusion

Bibliographic list

Professionalism is not only the development of abilities, but also deep knowledge of one's type of activity, non-standard thinking, strong and stable motivational charge for the implementation of specific activities and the achievement of high results in it.

What is a career? What do you want to become? What do you want from life? Find your niche and stay there? Or keep growing? What do you prefer - to live and build a career, or just live for your own pleasure and not build anything? One excludes the other.

In any case, you need to be clear about what you really want. Those who believe that you can just live and build a career on its own are deeply mistaken. If a person wants to make a career, he must do it all the time, all his life, starting from school, because a career is, first of all, self-realization. Although, on the other hand, if state and municipal employees work 10-15 hours a day, then this signals that employees are doing something wrong, you are placing the emphasis in your activities incorrectly, you are not able to delegate part of the load to others.

For one person, success is the personification of power, for others, the concept of success includes money. Much money. For others, success and fame go hand in hand in life. Sometimes success requires a combination of several components, such as money and fame or power and money.

In light of this, the term "career" has acquired a more significant meaning, a clearer outline. Russian employees have learned that the process of career advancement is subject to study, forecasting, and management. Opportunity to "make" a career has opened up.

This work is devoted to the development of a model for managing the career growth of state and municipal employees.

It deals with issues related to the problems of organization and career management; contains an overview of methods for managing the career of a state and municipal employee.

The relevance of the chosen topic lies in the need to improve the process of managing the career of state and municipal employees, and therefore the new requirements that the system of state bodies, and the main executive power put forward to their employees and which must be met.

The object of the study is the system of personnel motivation in state and municipal authorities.

The subject of the research is the planning and management of the business career of state and municipal employees.

The purpose of the work is to develop proposals for planning and managing the career growth of state and municipal employees.

To achieve this goal, it is necessary to solve the following tasks:

study the literature on this topic;

analyze the legislative framework for the professional development of state and municipal employees;

prepare proposals for planning and managing a business career.

Chapter 1. Business career, its stages and types
1.1 Career definition

In a general sense, a career is the promotion of a person through the steps of a production, property, social, administrative or other hierarchy. Career (from the French cariera) is defined as the successful advancement in a particular field.

The nature, type and pace of a career are determined by the prevailing social relations, the objective opportunities provided by society for its implementation, the circumstances of the life of a particular individual, his personal abilities, purposefulness, marital status, state of health. Career presupposes the existence of mechanisms for social selection of the most capable people in the areas of education, training and advanced training in labor, socio-political, scientific activities.

Only in the last few years, the topic of career has gained wide popularity among Russian scientists and practitioners, which is caused by the reform of all the main areas of our society, the formation of a market economy, which entailed a change in attitude towards many processes and phenomena that have so far remained out of sight due to their negative perception or low level of relevance. What was previously considered a deviation from the norm, a product of bourgeois society, capitalism, was identified with careerism, which is only an insignificant, and besides, deviant manifestation of a career, today it is elevated to the rank of an important indicator of human development in the system of social structure, an essential factor and condition for improvement. socio-psychological climate, increasing labor productivity in the organization of its competitiveness.

Recently, a large number of researchers in various fields of activity have turned to career issues and have given rise to many definitions of the concept of "career".

Career is a dynamic phenomenon, that is, a constantly changing and developing process. A career can be viewed in both a narrow and a broad sense. In a broad sense, the concept of "career" is defined as "the general sequence of stages of human development in the main areas of life (family labor leisure)". A career is not only promotion. You can talk about the career of housewives, mothers, students.

Career is:

1) individually conscious position of a person's behavior associated with his work experience and activities throughout his working life;

2) the actual sequence of steps occupied (positions, jobs, positions) in the team.

In a narrow sense, a career is associated with a person's work activity, with his professional life. A career is understood as purposeful official and professional growth, "progressive promotion through the ranks, changes in skills, abilities, qualifications and remuneration associated with the employee's activities." All this has to do with the organizational aspect of a career.

The personal aspect involves the consideration of this phenomenon from the position of a person of personality, reveals the features of the vision of a career by its leader. Related to this is the expression by the individual of a subjective assessment (self-assessment) of the nature of the course of his career process, the intermediate results of the development of his career, personal feelings that are born on this occasion. "Career is an employee's subjectively conscious own judgments about his labor future, the expected ways of self-expression and job satisfaction", it is "an individually conscious position and behavior associated with work experience and activities throughout a person's working life."

Finally, we can single out the social aspect, ideas about a career from the point of view of society. Firstly, these are career routes worked out in the process of development of society, “beaten” paths to achieve certain heights (success) in one or another area of ​​professional activity, in one or another area of ​​public life. Secondly, these are well-established ideas about the nature of movement along these paths, associated with speed, swiftness, the trajectory of a career, the degree of its take-off, and the methods used. These developed general schemes for moving towards success, as well as the specifics of their implementation in life, influence society's assessment of the private careers of individuals, acting as a kind of benchmark for comparison.

At different stages of a career, a person satisfies different needs:

The preliminary stage includes studying at school, secondary and higher education lasts up to 25 years. During this period, a person can change several different jobs in search of a type of activity that satisfies the needs and meets its capabilities. If he immediately finds this type of activity, the process of self-affirmation of his personality begins, he takes care of the safety of existence.

Then comes the stage of formation, which lasts about five years from 25 to 30 years. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion takes place and there is a need to establish independence. He continues to be concerned about the safety of existence, concern for health. Usually at this age, families are created and formed, so there is a desire to receive wages, the level of which would be higher than the subsistence level.

The promotion stage usually lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, the employee moves up the career ladder. A wealth of practical experience is being accumulated, skills are being acquired, the need for self-affirmation, achieving a higher status and even greater independence is growing, the employee's self-expression as a person begins. During this period, much less attention is paid to meeting the need for security, the worker's efforts are focused on issues related to increasing wages and health care.

The conservation stage is characterized by actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a peak in the improvement of qualifications and there is an increase in it as a result of vigorous activity and special training. The employee is interested in transferring his knowledge to young people. This period is characterized by creative self-expression, it is possible to rise to new service levels. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself, for others who have reached their position through honest work, and for oneself from others. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, there is an increasing interest in other sources of income (for example, participation in profits, capital of his own and other organizations, purchase of shares, bonds).

The completion stage lasts from 60 to 65 years. The employee begins to prepare for retirement. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis (the employee receives less satisfaction from work and experiences a state of psychological and physiological discomfort), self-expression and respect for oneself and other similar people from his environment reach the highest point of the entire career period. The employee is interested in maintaining the level of wages. But seeks to increase other sources of income that would replace wages at retirement and would be a good addition to retirement benefits.

At the last retirement stage, the career in this organization (type of activity) is completed. There is an opportunity for self-expression in other types of activities that were impossible during the period of work in the organization or acted as a hobby (painting, gardening, work in public organizations, etc.). Respect for oneself and fellow retirees stabilizes. But financial and health conditions can make you constantly worry about other sources of income and health.

In order to manage a career, a more complete description of what happens to people at various stages of a career is required.

Any person plans his future, based on his needs and taking into account the prevailing socio-economic conditions. It is not surprising that he wants to have detailed information about his career prospects and professional development opportunities in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full strength, does not strive to improve his skills and considers the organization as a place where you can wait for some time before moving on to a new, more promising job.

When applying for a job, a person sets certain goals for himself, but since the organization, hiring him, also sets certain goals, the hired person needs to be able to realistically assess his business qualities. He must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this.

When applying for a job, a person must know the labor market. Without knowing the labor market, he may make the wrong choice of work. And then the search for a new job begins.

The diversity and complexity of the career phenomenon is also reflected in the diversity of its types, the variety of approaches to its typology. For the classification of career types, many different bases, features, and criteria can be distinguished. According to the environment of consideration, a career is traditionally divided into professional and intraorganizational.

A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual abilities, and finally retirement. A particular employee can go through these stages sequentially in different organizations.

Along with a professional career, an intra-organizational career should be distinguished. It covers the successive change of stages of development of an employee within the same organization.

Intraorganizational career is realized in three main directions:

A career in power is associated either with the formal growth of influence in the organization by moving up the management hierarchy, or with the growth of the informal authority of the employee in the organization.

A qualifying career involves professional growth, movement through the categories of the tariff scale of a particular profession.

A status career is an increase in the status of an employee in an organization, expressed either by the assignment of the next rank for length of service, or an honorary title for an outstanding contribution to the development of the company.

A monetary career is an increase in the level of remuneration of an employee, namely: the level of remuneration, the volume and quality of social benefits provided to him.

As the basis for classification, the characteristics of the course of the career development process can be used.

According to the nature of the flow, linear and non-linear types of career are distinguished. With the linear type, development occurs evenly and continuously, while the non-linear type characterizes the movement, which is carried out by jumps or breakthroughs. As a special case of these types, stagnation (stagnation, dead end) is distinguished, the stage of the absence of any significant changes in a career.

According to the degree of stability, continuity, the division of a career into stable and unstable, intermittent and continuous, respectively, is justified.

If possible, a career is divided into potential (personally built by a person working life path based on his plans, needs, abilities, goals) and real (what has been achieved over a certain period of time)

According to the speed, the sequence of passing the steps of the career ladder, there are high-speed, normal super-adventurous, adventurous, typical, sequential-crisis and other types of career.

In addition, career typology can be applied on the basis of belonging to a certain branch of professional activity, a certain profession. For example, the career of state and municipal employees, the career of a teacher, a lawyer, etc.

The career of state and municipal employees in the light of the above is the most difficult type of career.

Firstly, it covers all the listed types of career process, incorporates all the properties. Inherent in a career in general. It can be expressed both in the promotion of the service along the hierarchy levels, and in the improvement of its professionalism when employees move along the functional links of the organizational structure.

Secondly, the very profession "civil servant" or "municipal employee", meaning the type of leader focused on activities in a market economy, is a complex education, in order to master it, you must have the most highly organized of personal qualities and abilities, have the most complex of practical skills, and all this has a great influence on the characteristics of a career in this professional activity

Thirdly, being an important figure in the organization, the employee with his professional growth largely determines the growth of the organization as a whole, and the characteristics of the organization are largely interdependent on the characteristics of the personality of the employee, which also leaves a strong imprint on the nature of the career. As guides to the life of programs to achieve the goals of the organization, responsible for the success of their implementation, state and municipal employees, in fact, personify the organization itself, being carriers of its culture and image.

Fourthly, a state or municipal employee, being to a greater or lesser extent (everything depends on his position in the hierarchy), being both the creator and the consumer of the career movement system. He creates a social context, the meaning of work within the organization and for subordinates and for himself.

Thus, the career of a state and municipal employee as a subject of research is a complex, complex, multifaceted phenomenon, and for the most complete, adequate study of it, it is necessary to rely on the listed principles, rules and requirements for the implementation of career research in general, taking into account the peculiarities of the career of employees in particular.

Chapter 2. Legislative framework for the professional development of state and municipal employees
2.1 Professional development of municipal employees

One of the main laws relating to municipal employees is the Federal Law "On municipal service in the Russian Federation" (dated March 2, 2007 No. 25-FZ).

In this law, the subject of regulation are relations related to the entry into the municipal service of citizens of the Russian Federation, citizens of foreign states - parties to international treaties of the Russian Federation, in accordance with which foreign citizens have the right to be in the municipal service, the passage and termination of municipal service, as well as with determination of the legal status of municipal employees.

The impetus for the creation of this regulatory legal act (see above) was preceded by the Federal Law "On the general principles of organizing local self-government in the Russian Federation" (dated October 6, 2003 No. 131-FZ), in which, in accordance with the Constitution of the Russian Federation, it establishes general legal, territorial, organizational and economic principles of the organization of local self-government in the Russian Federation, defines state guarantees for its implementation.

In order to improve professional training, it is necessary to analyze the effectiveness of training, retraining and advanced training programs, to revise the content of training courses and programs in order to make them more practical. Determining the elements necessary for the training of state and municipal employees, in addition to those that they have in basic education. Certification of a municipal employee replacing a municipal position of a municipal service should be carried out in order to improve the activities of local governments, improve the selection and placement of personnel, assess the professional, business and personal qualities of municipal employees and the compliance with the municipal position being occupied, stimulate the growth of qualifications and promotion, assignment qualification grades.

Attestation of municipal employees holding positions in local self-government bodies is carried out at least once every 4 years by an attestation commission in the manner prescribed by a regulatory act of a local self-government body.

Certification is carried out in three stages:

1) pre-certification period;

It lasts about one month. At this stage, an attestation commission is formed, specific terms for attestation are determined, lists of municipal employees subject to attestation are compiled, a schedule for attestation is approved, and attestation sheets are prepared.

2) certification;

Municipal employees are certified at a meeting of the certification commission, which includes the chairman of the commission, co-chairman, deputy chairman, secretary and members of the commission, as well as the head of the relevant local government body (or his deputy), representatives of the personnel and legal services of the local government body. Certification is carried out at a strictly appointed time in the presence of a municipal employee and the immediate head of the unit in which the person being certified works. The certification commission is presented with a certification sheet, a review of the head and a sheet for an analytical assessment of the professional qualities of a municipal employee, as well as a certification sheet with the data of the previous certification. The assessment of the performance of a municipal employee is based on his compliance with the qualification requirements for the position being replaced, determining his participation in solving the tasks assigned to the relevant unit, the complexity of the work performed, and its effectiveness.

As a result of attestation, a municipal employee is given one of the following assessments:

corresponds to the position held;

corresponds to the occupied state position of the municipal service, subject to the implementation of the recommendations of the attestation commission on his official activities;

does not match the position.

The results of the attestation are recorded in the attestation sheet, which is signed by the chairman, deputy chairman, secretary and members of the attestation commission;

3) post-certification period.

The results of the attestation are reported to the head of the local self-government body, who, taking into account the assessments and recommendations of the attestation commission, must decide:

about promotion;

on the assignment of a qualification category;

about changing the allowance for special conditions of service;

on inclusion in the reserve for promotion to a higher position;

about demotion;

on direction for advanced training, retraining;

on dismissal from office.

As a result, after certification or passing the qualification exam, municipal employees are assigned qualification categories. Qualification categories, the procedure for their assignment and retention upon transfer or admission of municipal employees to other municipal positions of the municipal service or state positions of the civil service of the constituent entities of the Russian Federation, as well as upon dismissal of municipal employees from the municipal service, are established by the laws of the constituent entity of the Russian Federation in accordance with federal laws.

The presented federal law, Federal Law "On the State Civil Service of the Russian Federation" No. 79-FZ of July 27, 2004, became the subject of regulation of which are relations related to entering the state civil service, its passage and termination, as well as determining the legal status (status ) of a public civil servant is of great importance. It is the public civil service as a type of public service, in the light of the reform of the public service, that requires each employee to rethink his place and role in the district management system, make managerial decisions, provide public services to citizens and organizations, and indicators of the effectiveness and efficiency of the professional performance of each employee.

The implementation of the law, in conjunction with the program of reforming the civil service, requires us to organize the government of the state, which should be assessed by the individual, the household, and business as effective and efficient.

All this together requires us to have a new vision and understanding of the state civil service, capable of ensuring the reform of the civil service of the district, administrative reform, and reform of local self-government.

The professional service activities of a civil servant are carried out in accordance with the official regulations, the official regulations are an integral part of the administrative regulations of the state body.

The job regulations include: qualification requirements for the level and nature of knowledge and skills for a civil servant who replaces the corresponding civil service position. And also to education, length of service in the civil service (public service of other types) or length of service (experience) in the specialty. Official duties, rights and liability of a civil servant for failure to perform (improper performance) of official duties are also included in the regulations.

The tasks and functions of the structural unit of the state body and the functional features of the position of the civil service occupied in it; a list of issues on which a civil servant is entitled or obliged to independently make managerial and other decisions. A list of issues on which a civil servant is entitled or obliged to participate in the preparation of draft regulatory legal acts and (or) draft management and other decisions.

Terms and procedures for the preparation, consideration of draft management and other decisions, the procedure for agreeing and adopting these decisions; the procedure for official interaction of a civil servant in connection with the performance of his official duties with civil servants of the same state body, civil servants of other state bodies, other citizens, as well as with organizations; a list of public services provided to citizens and organizations in accordance with the administrative regulations of the state body; indicators of the effectiveness and efficiency of the professional performance of a civil servant.

The provisions of the official regulations are taken into account when carrying out:

competition for a vacant position in the civil service;

attestations;

qualification exam;

planning the professional performance of a civil servant.

The results of the execution of official regulations by civil servants are taken into account:

when holding a competition for filling a vacant civil service position or including a civil servant in the personnel reserve;

assessment of his professional performance during certification, qualification exam or promotion of a civil servant. Exemplary job regulations are approved by the relevant public service management body.

Certification of a civil servant is carried out in order to determine his compliance with the civil service position to be occupied. When conducting certification, the immediate supervisor of a civil servant shall submit a reasoned review on the performance of official duties by a civil servant for the certification period.

The reasoned response is accompanied by information on the assignments performed by the civil servant during the attestation period and the draft documents prepared by him, contained in the annual reports on the professional performance of the civil servant, and, if necessary, an explanatory note of the civil servant on the recall of the immediate supervisor.

Certification is not subject to civil servants who replace civil service positions of the categories "heads" and "assistants (advisers)", if a fixed-term service contract is concluded with the indicated civil servants.

Certification of a civil servant is carried out once every three years. Earlier than the period specified in paragraph 4 of this article, an extraordinary certification of a civil servant may be carried out after a decision is made in the prescribed manner.

On the reduction of civil service positions in a state body; on changing the conditions of remuneration of civil servants.

By agreement of the parties to the service contract, taking into account the results of the annual report on the professional performance of a civil servant, an extraordinary attestation of a civil servant may also be carried out.

When carrying out certification, the observance by civil servants of restrictions, the absence of violations of prohibitions, the fulfillment of the requirements for official conduct and obligations established by this Federal Law are taken into account.

A civil servant who is on maternity leave or parental leave until he reaches the age of three years shall be certified not earlier than one year after leaving the leave.

For the certification of civil servants, a certification commission is formed by a legal act of a state body.

The composition of the certification committee includes:

a representative of the employer and (or) civil servants authorized by him (including from the division for public service and personnel, the legal (legal) division and the division in which the civil servant subject to certification replaces the position of the civil service),

a representative of the relevant civil service management body, as well as representatives of scientific and educational institutions, other organizations invited by the civil service management body at the request of the employer's representative as independent experts - specialists on issues related to the civil service, without specifying the personal data of experts.

The number of independent experts must be at least one quarter of the total number of members of the attestation commission.

The composition of the attestation commission for attestation of civil servants replacing civil service positions, the performance of official duties for which is associated with the use of information constituting a state secret, is formed taking into account the provisions of the legislation of the Russian Federation on state secrets.

The composition of the attestation commission is formed in such a way that the possibility of conflicts of interest that could affect the decisions made by the attestation commission is excluded.

For the period of attestation of a civil servant who is a member of the attestation commission, his membership in this commission is suspended.

If a civil servant fails to appear for attestation without good reason or the civil servant refuses to be attested, the civil servant is subject to disciplinary liability in accordance with Article 56 of this Federal Law, and the attestation is postponed.

Based on the results of the certification of a civil servant, the certification commission makes one of the following decisions:

corresponds to the civil service position to be replaced;

corresponds to the position to be filled in the civil service and is recommended for inclusion in the established manner in the personnel reserve for filling a vacant position in the civil service in the order of promotion;

corresponds to the position to be occupied in the civil service, subject to successful completion of professional retraining or advanced training;

does not correspond to the replaced position of the civil service.

Within one month after the certification, based on its results, a legal act of the state body is issued stating that the civil servant:

1. To be included in the established order in the personnel reserve to fill a vacant position in the civil service in the order of promotion;

3. Demotion in the civil service.

If a civil servant refuses from professional retraining, advanced training or transfer to another position in the civil service, the representative of the employer has the right to release the civil servant from the position to be replaced and dismiss him from the civil service in accordance with this Federal Law.

A civil servant has the right to appeal the results of certification in accordance with this Federal Law.

In order to improve the professional training of civil servants, it is necessary to conduct a qualification examination.

The qualification exam is passed by civil servants who fill civil service positions of the "specialists" and "providing specialists" categories without limitation of the term of office, and in cases determined by the President of the Russian Federation - civil service positions of the "leaders" category.

A qualification exam is held when deciding on the assignment of a civil service class rank to a civil servant in a civil service position to be substituted as necessary, but not more than once a year and not less than once every three years.

Earlier than the deadline specified in paragraph 2 of this article, an extraordinary qualification exam may be held at the initiative of a civil servant no later than three months after the date of submission of a written application for the assignment of a civil service class rank.

The qualification exam is conducted in the prescribed form in order to assess the knowledge, skills and abilities (professional level) of a civil servant by a competitive or attestation commission.

A civil servant has the right to appeal the results of the qualification exam in accordance with this Federal Law.

The regulation on the procedure for passing a qualification exam by a civil servant of the Russian Federation and the procedure for assessing his knowledge, skills and abilities (professional level) is approved by decree of the President of the Russian Federation.

In accordance with the Federal Program of State Support for Local Self-Government, the creation of a system for training civil servants is a national task. In this regard, it is expedient to legislatively provide for the inclusion in the local budget of the cost of training for the professional training of personnel for the civil service.

Professional training of personnel for the civil service is carried out in educational institutions of higher professional and secondary professional education in accordance with federal law.

The conclusion of an agreement for training between a state body and a citizen with the obligation to subsequently pass the civil service after graduation within a certain period is carried out on a competitive basis in the manner established, respectively, by a decree of the President of the Russian Federation, a decree of the Government of the Russian Federation and the legislation of the subject of the Russian Federation. Within the framework of this agreement, as well as by agreement of the educational institution of vocational education with the state body, practice and internships for students are carried out in this state body.

The coordination of personnel training for the civil service is carried out by the relevant public service management body.

In order for the head of the highest and middle rank in the system of state and municipal service to learn to think correctly and reason reasonably, courses in logic and even philosophy, penetration into the deep principles of law, economics, psychology, etc. are necessary.

Professional retraining is also useful for narrowly focused training, and in this regard, the main task is to select students when forming groups according to the nature of the activity (close or interacting), and the curriculum should provide for the study of practical experience - i.e. introduction of an internship system.

Additional professional education of a civil servant includes professional retraining, advanced training and internships.

An internship is both an independent type of additional professional education for a civil servant, and a part of his professional retraining or advanced training.

Professional retraining, advanced training and internship of a civil servant are carried out during the entire period of his civil service.

The grounds for sending a civil servant for professional retraining, advanced training or internship are:

1) appointment of a civil servant to another civil service position in the order of promotion on a competitive basis;

2) the inclusion of a civil servant in the personnel reserve on a competitive basis;

3) the results of attestation of a civil servant.

The advanced training of a civil servant is carried out as necessary, but at least once every three years of a civil servant.

Professional retraining and advanced training of a civil servant is carried out in state-accredited educational institutions of higher professional and secondary professional education.

The internship of a civil servant is carried out directly in state bodies and other organizations.

A civil servant may also receive additional professional education outside the territory of the Russian Federation.

Professional retraining, advanced training and internship of a civil servant are carried out with a break, with a partial break or without a break from the civil service.

The type, form and duration of additional professional education are established by the representative of the employer, depending on the group and category of the civil service position occupied by a civil servant, in the manner determined by the President of the Russian Federation.

The passage of professional retraining, advanced training or internship by a civil servant is confirmed by the relevant document of the state standard and is the primary reason for including a civil servant in the personnel reserve on a competitive basis or continuing to fill civil service positions with a civil servant.

A civil servant undergoing professional retraining, advanced training or internship is provided with conditions for mastering an educational program of additional professional education by a representative of the employer, an educational institution of vocational education, a state body or other organization.

Employee development is not an end in itself. It makes no sense to develop staff if employees do not have the opportunity to realize their increased abilities. It must be remembered that abilities are likely to be put into practice only when there are real opportunities for this. Each program for the development of human resources of the state and municipal service, including the development of abilities and changes in activities and needs, should be focused on a measurable improvement in specific performance indicators of the organization. No change can be made unless it is clear that it will bring about an improvement, a shift that will make the activity more efficient, more purposeful, more satisfying to those involved.

Personnel development issues cannot be resolved at the amateur level, as has been done so far. These issues need to be approached strictly professionally. Until managers recognize the need for knowledge in the field of professional development of personnel, they will continue to face both economic problems and psychological difficulties, and often cause them unintentionally.

In order to move forward, it is necessary to give the heads of the state and municipal service knowledge about the possibilities of increasing the value of human capital in their unit, organization, to form their skills of effective cooperation with HR managers in the field of personnel development.

The development of the federal civil service and the civil service of the constituent entities of the Russian Federation is provided, respectively, by federal programs for the development of the federal civil service and programs for the development of the civil service of the constituent entities of the Russian Federation.

In order to improve the efficiency of the activities of the apparatuses (central apparatuses) of federal state bodies and the apparatuses of state bodies of the constituent entities of the Russian Federation and the professional performance of civil servants in a separate state body or in its independent structural unit, experiments may be carried out within the framework of the relevant programs for the development of the civil service.

The procedure, conditions and terms for conducting the experiment within the framework of the relevant programs for the development of the civil service are established:

1) in a separate federal state body or in its independent structural subdivision or in its territorial body by the President of the Russian Federation or the Government of the Russian Federation;

2) in a separate state body of a constituent entity of the Russian Federation or in its independent structural unit by law or other regulatory legal act of a constituent entity of the Russian Federation.

Chapter 3
3.1 Planning

The main task of career planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely: achieving the relationship between the goals of the organization and the individual employee; ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations; ensuring the openness of the career management process; elimination of "career dead ends", in which there are practically no opportunities for employee development; improving the quality of the career planning process; formation of visual and perceived criteria for career growth used in specific career decisions; studying the career potential of employees; providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations; determination of career paths, the use of which will satisfy the quantitative and qualitative need for personnel at the right time and in the right place.

Planning and control of the business career of state and municipal employees lies in the fact that from the moment an employee is accepted into the service and until the proposed dismissal, it is necessary to organize a systematic horizontal and vertical promotion of employees through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

3.2 Career development

Career development refers to the actions that an employee takes to implement his plan.

Planning and managing career development requires additional efforts from the employee and from the authority, including:

providing the employee with opportunities for professional growth, ensuring a higher standard of living;

a clearer definition of the employee's personal professional prospects;

the possibility of purposeful preparation for future professional activity;

increasing the competitiveness of the employee in the labor market.

The primary responsibility for planning and developing one's own career lies with the employee. The head of the authority and management acts as a mentor or sponsor of the employee. His support is necessary for successful career development, since he manages the resources, manages the process of organizing all the activities of the labor collective. The personnel management services play the role of consultants and organizers of the career development process of employees. They seek to form the interest of employees in career development.

Employee self-organization plays an important role in career management.

For successful career development, not only the successful work of management bodies is important, but also the personal initiative of the employee. Knowing your interests, your abilities and capabilities is the starting point in a career.

A survey conducted in the Administration of the urban-type settlement Igrim revealed the reasons that hinder the effective management of the career of state and municipal employees:

1. The absence of a targeted policy of strategic and tactical planning for career growth.

2. Lack of a career management information support system, including data from internal and external marketing research:

insufficient funding for advanced training of state and municipal employees;

insufficient use of methods of active training of state and municipal employees, especially young professionals.

These factors hinder the development of state and municipal employees, slow down professional growth, and lead to their creative and intellectual "wear and tear".

The priority measures to improve the management system for the career growth of state and municipal employees include:

delegation of authority in the career development of state and municipal employees;

personnel service - through the implementation of internal marketing of quantitative and qualitative indicators of changes in their professional activities; - through the definition of areas for advanced training for each of them, tracking professional growth after training; - through marketing of the external environment, determination of career prospects for state and municipal employees;

training of executives in the ways and forms of development, ensuring the career growth of state and municipal employees;

stimulating the initiatives of state and municipal employees, providing them with the opportunity to improve their skills in various forms;

introduction to the staff list of the position of a personnel development specialist with the development of his functional duties, forms of communication with all structural divisions, without replacing their activities.

Chapter 4. Suggestions for Business Career Management
4.1 Strategic development plan

By strategy, we mean an important goal-setting for a period of three years or more. Accordingly, a career strategy is a constructive answer to the question "Who to be?", related to rather long planning periods.

Career strategy is dynamic because it is influenced by many different factors, mainly the market, the changing conditions of which have a great influence on professional preferences and final career goals.

The prestige of various professions passes the test of time and does not always stand it.

The accuracy of the forecast and trends in the development of the labor market directly affects the success of a particular career strategy. In fact, over the past 20 years there has been a change in the socio-economic formation - from a planned non-market socialist to a developing near-market one - the current one. Specialists of various professions are faced with the need for serious changes in the usual methods and ways of ensuring their lifestyle, and then with the need for a complete change. People who were in the most active professional age - from 25 to 45 years old, were forced, in the course of the development of an unpredictable political and market situation, to adapt their knowledge, skills, and habits to new needs.

Survived, as successful professionals, those who most quickly managed to develop new professional qualities and stopped clinging to the usual norms and stereotypes of earning income. According to various estimates, of these two "lost" generations, no more than 20% of people found themselves worthy in their new professional life. Most of them, unfortunately, "did not have time" for the outgoing train of changes. An interesting phenomenon - the most successful were the so-called "triple students", that is, those specialists whose knowledge of the subject area was so superficial that it did not burden them with long conservative torments about the need to change their profession.

As a result, those who counted primarily on themselves were realized professionally. Each of those born can describe various life experiments and name several specialties, including the most exotic ones, that have had to be acquired in the past 20 years.

Therefore, when building a career strategy, it is important to decide on the following points:

how much the chosen professional specialization is in demand in the labor market (the level of competition among representatives of this profession);

to what extent the chosen profession is conjuncture stable;

what other career paths of the specialty are adjacent to this profession;

what job position is the limit of the development of this specialization;

how much the chosen profession depends on a specific regional market (whether the chosen specialty is international or a product of some region).

If there are answers to these questions, and they allow us to conclude that the desired specialization will allow adequate self-realization, it's time to start setting goals, building their hierarchy and operational planning.

4.2 Operational career development plan

It's better to have a bad plan than not to have any. Therefore, despite the large number of random factors, it is worth trying to identify the main desired goals and outline a sequence of actions to achieve them.

At the planning stage, it was more correct to consider the process of building one's career not as a continuous action that continues throughout one's life, but as a sequence of projects, that is, actions with a certain result, limited in time and resource. This will facilitate the development of concrete steps to translate career ideas into reality.

As we have already noted, it is difficult at the very beginning of your professional path to decide once and for all how to choose a specific career.

The division of all career guidance activities and the implementation of this orientation into reality into a series of projects can significantly reduce the planning horizon, specify goals, and therefore increase the accuracy of plans and forecasts.

In order to clearly plan your career in the form of a sequence of projects, it would be good to master the technology of planning and project management. We do not set ourselves the task here to teach the basics of these courses, however, we will analyze an example of career development from the point of view of project management methodology.

And so, first of all, when opening a project to develop your career, you should decide on a foreseeable goal for the foreseeable period. For example: working as a municipal employee, you can set yourself the task of becoming a civil servant.

These are convenient and achievable goals if at least some work is already there. However, for young professionals, the formulation of the answer to the question of what they would not like to work is often much easier than choosing the desired career. Well, this can also be a method of forming a project plan: identify specialties that are adjacent to the received professional field, but are not the desired career object in the near future. And from the rest already choose those activities that cause the least rejection.

Of course, it is always better to proceed from a positive attitude when choosing a career, but a number of people divide their whole lives into two types of activities: That is, they earn "for food" in one way, but self-realization is provided differently - through a hobby, through non-commercial activity, but sometimes through activities that bring a small income, which is not enough for the usual way of life - but they do not have such a task.

Determining the main goals of the project for the development of one's career, the timing of achieving these goals and the resources necessary for the implementation of the project is the main) invariable part of the project.

The fundamental condition is the immutability of the essence of the project until the result is achieved. Otherwise, the result will never be achieved. "Here we have chosen a direction for ourselves - and let's go!" - confidently asserted the foreman, the hero of the movie "Kin-dza-dza", who believed that he was going to Ashgabat, moving along a completely different planet in a different Galaxy. And, characteristically, he got out of what seemed initially a hopeless situation!

After determining the essence of the project, it is necessary to proceed to the actual planning, that is, to determine the logical sequence of solving a series of tasks leading to the implementation of the project. In order to take into account all the possible tasks that will need to be solved, it is better to conduct a small brainstorming session, bringing together various participants who can “throw in” a large number of steps required for the successful flow of the project. At the same time, each proposal should be taken into account and included in the implementation program, even if it is a task from the series "get an appointment with the president of the country and get a monopoly on the alcohol trade from him." Each of the tasks should be associated with deadlines, conditions for implementation and the resources necessary for implementation. As a result, a general plan is born, a draft of actions on the way to the goal.

After a detailed draft plan with all tasks and activities has been drawn up, the optimization process should begin. And this means a critical passage through the entire plan again and the removal of those tasks from it, the solution of which is not mandatory or impossible with the available resources or the available time limit. It is at this stage, at this stage, that tasks like a visit to the president of the country will be crossed out if there is not enough administrative resource to carry them out.

Immediately, at the planning stage, such tasks should not be discarded, despite their seeming absurdity, because it is very difficult to separate the realizable tasks from the unrealizable ones at the time of drawing up the plan. An attempt to initially limit oneself to only well-known and understandable tasks can lead to a primitive algorithm of actions that pre-limits the project to only standard tasks and conditions, and, consequently, depriving it of competitiveness. The whole project can then be reduced to the task of "study well and work well," which is unlikely to move the planner up the desired career ladder, because it will not single out the same applicants from a large number. In the course of optimization, tasks are checked for logical coherence, their dependence on each other, for the need and sufficiency of available resources to complete the project tasks, determining the time frame for solving each task, building the order and sequence of specific steps.

The employee must reflect in the career plan, professional goals, life stages, introspection, work on himself, as well as personal qualities and actions with which he wants to achieve a prestigious and highly paid position in society.

And the main thing in any planning is to remember that the necessary and sufficient condition is, first of all, the active life position of the "careerist" and the desire for development.

The career management process is two-way. Its basis is left by the relationship between the subject and the object of management. The object is a career as an increase in the value of human capital, in our case, a state and municipal employee. The subject of management can be either himself or his leader. In a situation where the subject is the employee himself, one should talk about managing a personal career, if the manager is a manager, then we are talking about managing a business career.

Career management involves establishing the correspondence between the individual career plans of employees and the development objectives of the region.

Career planning for a municipal and civil servant involves identifying their individual capabilities, inclinations, meeting development needs, which in itself does not guarantee career advancement, but promotes professional growth, increases their significance and self-esteem.

In managing the career of state and municipal employees, methods of managing career growth are used: administrative, economic, sociological, managerial, psychological (Table 1).

Table 1

The effectiveness of managing the career growth of state and municipal employees is measured by the degree of achievement of the goals set at predetermined costs for the career advancement of state and municipal employees, whose income, other things being equal, increases with an increase in investment in their creative and intellectual potential, which ensures an increase in the quality of work.

I present to your attention a model for managing the career growth of state and municipal employees (Fig. 4.1).

The managerial competence of the leader is a fundamental element of the model. It lies in the principles and methods of influencing the motivation of employees by management.

Individual needs for self-development and self-realization is one of the main principles of business career management, since the mismatch of personal needs with a business career management plan does not contribute to professional growth and the achievement of management goals.

The needs and interests of the public authorities: attracting candidates for vacant positions, helping employees achieve the required standards, facilitating their entry into public authorities, identifying differences between candidates and selecting candidates that best meet the requirements of the position.

Building career plans: determining the quantitative and qualitative needs for personnel, career planning (career promotion).

A large number of employees associate their activities with the desire to realize themselves in the management sphere (37%) and take a worthy place in society (24%). In state and municipal authorities, for many employees, such values ​​as respect for people (92.4%), the creative nature of work and self-realization of abilities (87.3%), and reputation (64.4%) are of priority importance.

It is these interests of modern officials that the existing system of motivation is oriented towards. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Modern man himself is changing. And along with it, motivational technologies should also change.

Individual needs of state and municipal employees in self-development and self-realization

Needs and interests of public authorities

Career plans

Management bases: development; motivation of activity and behavior.

Principles: continuity; cooperation; variability;

openness; correlation of personal career plans

with regional development programs.

Methods: administrative; economic; sociological; psychological; pedagogical.

Functions: goal setting; planning; coordination (regulation); stimulation; control.

Security: personnel; methodical; psychological; informational; financial; legal; technical.

Fig. 4.1 Career growth model for state and municipal employees

Conclusion

Human resource management is one of the most important activities of the organization and is considered the main criterion for success, even ahead of the improvement of the technical process in importance). You can have excellent technology, but the work of unskilled employees will be ruined. Thus, the key component is business career management, employee management technology.

The planning and control of a human career lies in the fact that from the moment an employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

Business career management allows you to achieve the employee's devotion to the interests of the organization, increase labor productivity, reduce staff turnover and more fully reveal the abilities of a person.

Any employee plans his future based on his needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the prospects for career growth and opportunities for advanced training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of the command becomes weak, the person does not work at full strength, does not seek to improve his qualifications and considers the organization as a place where you can wait for some time before moving on to a new, more promising job.

The current stage of the scientific and technological revolution, as already mentioned, has led to a qualitative change in the role of man in management, turning him into a decisive factor in the latter. Today's worker must have strategic thinking, enterprise, wide erudition, high culture. This put on the agenda the demand for continuous development of a business career, i.e. carrying out activities that contribute to the full disclosure of the personal potential of state and municipal employees and the growth of their ability to contribute to the activities of the organization.

As a result, we can state that the "human factor" plays a decisive role in managing a business career. Technologies of the personnel management process are of decisive importance for the results of the work as a whole.

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Official website of the Garant system: garant.

guided by principles based on international best practices. State promotes the opportunity to synergy, alternative, different kinds of risk management priorities in different situations with the aim - to stimulate the development of agriculture in Russia, it provides measures for stable and sustainable economic growth. Risk management tools help to create new opportunities for socio-economic growth, especially in conditions of deepening economic, social, political, natural-climatic, educational and foreign volatility, increasing international sanctions, intensifying integration trends.

Keywords: risks and improvement opportunities, government support, agricultural grain market, grain market conditions.

MODERN DIRECTIONS AND METHODS OF IMPROVING THE MANAGEMENT OF CAREER DEVELOPMENT OF CIVIL SERVANTS

Candidate of Economic Sciences, Associate Professor of the Department of State and Municipal Administration,

South Russian Institute of Management - a branch of the Russian Academy of National Economy and Public Administration under the President of the Russian Federation

(344002, Russia, Rostov-on-Don, Pushkinskaya st., 70/54) E-mail: [email protected]

Candidate of Psychological Sciences, Associate Professor of the Department of Organizational and Developmental Psychology, Southern Federal University (344038, Russia, Rostov-on-Don, Nagibina St., 13). Email: [email protected]

annotation

The article discusses modern directions for improving the management of career development of civil servants. Various approaches to managing the career of civil servants are analyzed. Attention is focused on the need to take into account the principle of consistency in the formation of social technology for managing a professional career.

Key words: civil servants, career, career management, typical career, career plan, managerial activity, personnel technologies.

Currently, the public service of the Russian Federation is undergoing transformation by bringing it to a new look. To create a system of career advancement for civil servants, it is first necessary to identify what promotion is, what affects the career of civil servants and contributes to their successful career advancement.

Beklemishchev

Petrovich

Pankratova Irina

Anatolievna

However, the concept of career and careerism in everyday life often carries a negative connotation, nevertheless, it has, in particular, a decisive influence on the functioning of the armed forces. It is competition when moving up the career ladder that forces an officer to continuously improve the level of knowledge, improve professional skills and refrain from disciplinary offenses. With the help of a properly built career (alternation of positions, places of work, training), the necessary service experience and the necessary knowledge to perform higher positions are generated.

A personnel selection system is designed to implement all aspects of a career. However, there is no clear regulation of the construction and functioning of this system. The principles by which selection for higher positions should be carried out are not defined by law. All this reduces the efficiency of the selection system and makes it non-transparent. Often people who, in terms of their business and moral qualities, do not meet the necessary requirements, come to high positions. All of the above determined the choice of the topic of our study.

The concept of "career" has been known for a long time. Its true content has changed and enriched along with the development of society. The analysis of the scientific literature on the problems of professional career allows us to conclude that modern science has a broad theoretical and empirical base that allows us to comprehensively explore the phenomenon of the professional career of civil servants of the Russian Federation.

The complexity and relevance of studying the career of civil servants as a social phenomenon causes increased interest on the part of researchers in this problem. It is studied by a number of social and human sciences: psychology, economics, management, sociology, political science, history, legal sciences and others.

Career is the object of research in various scientific fields and schools. It was studied by sociologists and managers (E.P. Beklemishchev, V.M. Konstantinov, N.I. Dryakhlov, A.I. Kravchenko, A.I. Turchinov, E.A. Okhotsky, V.I. Dobrenkoe, V. V. Shcherbin and others), political scientists (R.G. Grigoryan, A.V. Grishin, G.I. Demin), specialists in the field of economics, labor and management (V.V. Goncharov, V.I. Kurbatov, I.M. Slepenkov and others), in the field of psychology (K.M. Gurevich, S.T. Dzhaneryan ST., E.F. Zeer E.F., I.A. Pankratova, E.E. Symanyuk E. .E. and others).

Scientific studies are widely used in which the authors use a categorical-conceptual apparatus, including such concepts as "career mobility", "official career", "social lift", "career lift", "career management". They considered issues of the intra-organizational career of various categories of employees, developed recommendations for managers on regulating career processes. Various aspects of the success of a professional career are studied in the works of some modern Russian scientists. Among these aspects, it is necessary to highlight the preservation of health, a rational way of life, the effective definition of a career strategy in the system of communications that a person's personality enters into.

Recently, scientists and researchers from the Russian Academy of National Economy and Public Administration under the President of the Russian Federation, incl. and the South Russian Institute of Management. Career issues were carefully studied

strategy, service tactics. Particular attention was paid to the study of the system of factors influencing the professional career of a civil servant.

The well-being of the country as a whole depends on the quality of the work of the civil service, therefore, during the period of reform, there is an acute need to attract young, talented specialists. However, in reality, a paradoxical situation emerges, on the one hand, the civil service is interested in only the best, motivated personnel entering the service and building a career, on the other hand, they cannot provide them with a clear future career growth prospect. Therefore, the study of factors, problems, ways to improve a career is especially acute in modern Russia.

In most areas of human professional activity, the combination of interests, personality and organization comes first. This also applies to the public service. If in the days of the Soviet Union the personnel management system was organizational and administrative

The (administrative) nature and actions of a person were strictly regulated, the steps of his promotion were dictated by higher authorities, now the main responsibility for the successful development of a career lies with the person himself. In light of this, the term "career" has acquired a more significant meaning, a clearer outline. Russian servicemen have learned that the process of career advancement is subject to study, forecasting, and management. The opportunity to “make” a career has opened up.

Currently, the process of regulation and career management is of increasing interest in management. Career management is one of the areas of personnel work in an organization, focused on determining the strategy and stages of development and promotion of specialists. This is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, the strategy and plans for its development, expressed in the preparation of a program of professional and job growth.

Scientists reveal and specify personal determinants of career development of state and municipal employees , the image of a career and its role in the professional development of officials .

However, there is no clearly defined career management mechanism in the public service. For departments involved in personnel work, work is not provided for advising civil servants on the possibilities of official and career growth. Thus, we state the insufficiency of the implemented career management functions.

After S.M. Kuleshov of a comparative analysis of careers in the bank and in the military service and, based on the successful experience of managing the careers of employees in the considered bank of similar structures and features of the management system with state bodies, he formed recommendations for the development of career management in the public and military service:

1. Reform the functions of the personnel department, or create an additional department that would deal with career development issues, conduct consultations on this issue, draw up plans for the development of professional growth.

2. Provide a career planning mechanism in the career management model so that each of them sees possible options for their development.

3. Revise the timing of certifications, make them more frequent, which will make it possible to most fully assess the potential of a civil servant and adjust his career development plan.

4. Introduce the practice of holding consultations with the personnel department and the immediate supervisor on the results of attestations and achievements, conducting a joint adjustment of the plan.

The use of such experience of international commercial organizations would increase the personnel potential of civil servants, make their career plans visible and transparent.

Management of a professional career in modern conditions is an urgent task, since certain characteristics, trends, directions of career processes began to appear only recently, with the beginning of the reform and modernization of Russian society.

Currently, objective opportunities are being created for managerial influences on a professional career. Realization of the possibilities of this impact is an important reserve for increasing the efficiency and quality of service, improving and modernizing it. In this case, the following circumstances must be taken into account.

Firstly, since a professional career, being a social process, is manifested through professional activity, then this process can be managed by encouraging civil servants to the necessary activities. Consequently, the control action should include the creation of the necessary incentives that encourage individuals, entire categories of civil servants to the relevant activities within the framework of the state organization. In addition, an essential feature is that this problem is solved not only centrally, but also within the framework of individual institutions.

Secondly, a professional career can develop both spontaneously and be consciously regulated. In the absence of a targeted impact on its development, spontaneous moments prevail, which is undesirable, because it leads to contradictions between the interests of the individual and the organization. To ensure an effective combination of these interests, to direct the development of social processes in the right direction - this is the most important task of the scientific management of the processes associated with a professional career.

Thirdly, it is necessary to pay attention to the fact that the process of building a professional career can have a different speed. The management of this process is designed to ensure the optimal development of professionally significant qualities and skills in each individual. In this case, it is necessary to take into account the specifics of a particular type of professional activity.

In management activities, there are a number of technologies, the use of which ensures the efficiency of the functioning of any organization. There is a need to solve problems related to the staffing of structural subdivisions, units and institutions of the Russian Armed Forces. Such technologies are called personnel.

Personnel technology acts as a means of managing the quantitative and qualitative characteristics of the individual. It is designed to ensure the achievement of the goals of the organization, as well as its effective functioning. For the successful operation of any organization, individuals with specific professional abilities, appropriate training, and rich professional experience are required. However, the mere fact of the existence of such people is not enough. In order for a person's abilities to be realized in his interest, in the interests of the organization, it is necessary to manage human resources.

The object of impact of personnel technologies is the professional abilities of a person, the rational use of his professional experience in an organization, the creation of conditions for their full implementation. The result of their application, as a rule, is obtaining more complete information about a person’s abilities, his further professional development, a change in official status in an organization, more adequate remuneration and other changes. At the same time, personnel technologies also perform the functions of general management technologies, prompting a person to change their role in the organization.

Thus, personnel technologies are organically included in the structure of management and regulation, have their own specifics and the object of their influence.

Career management can be viewed both "from the outside" and "from the inside". External career management includes three processes:

1) assessment of personnel (professional and personal competencies);

2) consideration of career options (analytical work within the company, organization);

3) the choice of a career option, the formation of a training system aimed at bringing the competencies of the employee in line with the requirements of the position that he will take in the near future.

As one of the bases for career planning and analytical indicators of the process of career (official) advancement, E.P. Beklemishchev, I.V. Konstantinov proposed the concept of "typical career". "Typical career" can be calculated (using mathematical and statistical methods) in different ways, depending on the levels and branches of government, education profiles, qualification groups (subgroups) of positions, qualification categories, forms of filling positions (appointments, elections, competition); according to the analyzed contingents, they can be normative and non-normative; by reference points - from the moment of entering a job, state (municipal) or military service; receiving vocational education, etc.

In practice, a typical model for the promotion of a judge of an arbitration court, called the "prosecutor's" way of reaching this position, was revealed.

Later Yu.V. Pykhanov and S.N. Kuleshov suggested: when considering a professional career plan at the level of a specific serviceman, part of this document may look like a “Plan for obtaining regular military ranks for officers starting their professional career” (see Table 1) .

Table 1

Plan for obtaining military ranks of a graduate with a four-year term of study at a military university _

№ p / p Age of the officer, years Military rank of the officer Length of service in calendar terms Note

1 p Lieutenant 4

2 p+2 Senior Lieutenant 6

3 p+5 Captain 9

5 p+11 Lieutenant Colonel 15

6 p+15 Colonel 19

The indicated plans for obtaining military ranks for officers will be implemented in the event that, in the period from the moment of obtaining a military rank to the date of obtaining the next military rank, the officer has moved to a military position corresponding to the next rank.

Of course, in terms of a professional career, all possible factors of influence that will accompany the officer during the service must be taken into account. Therefore, the specified document will expand, branch out, and eventually, will have several applications.

The professional career plan at the level of a particular serviceman is subject to revision in case of non-fulfillment of certain points. At the same time, each officer is obliged to analyze the current situation, to make the most convenient decision for him.

The drawing up and analysis of a professional career plan at the level of a personnel unit of a branch of the Armed Forces of the Russian Federation is supposed to be carried out by the relevant officials of personnel bodies. The primary subject of the career plan is the headquarters of the unit. In close cooperation with the commanders and chiefs, the unit's command and control officers plan the possible filling of vacant positions with the appropriate professional skills and qualities. In this case, the role of the attestation commission constantly working in the unit increases.

Proposed by Yu.V. Pykhanov and S.N. Kuleshov, the form of the plan for obtaining military ranks by military personnel, in fact, can be considered as a prototype of a normative typical career for officers; when finalizing this form, actual data on the passage of a career path by military personnel may be reflected; with appropriate mathematical and statistical processing of an array of data on military personnel that are homogeneous in one way or another (for example, by belonging to a military unit), it becomes possible to construct certain typical careers in relation to the armed forces.

As noted earlier, when forming a social technology for managing a professional career, it is necessary to take into account the principle of consistency. In this regard, it is very important that scientific methodological approaches be used to solve complex problems of managing social processes, which make it possible to foresee the results of decisions made and reduce the risk and consequences of failures.

Management from the standpoint of a systematic approach is the implementation of a set of impacts on an object, selected from a variety of possible impacts based on information about the behavior of the object and the state of the environment, to achieve

given goal. Management is a function of the system, aimed either at preserving its main quality (i.e., a set of properties, the loss of which leads to the destruction of the system), or at the implementation of a certain program that ensures the stability of functioning and the achievement of a certain goal.

When managing a professional career, it is important to keep in mind that reasonable planning, development and implementation of a career have far-reaching consequences both for the individual motivation of a serviceman's professional activity and for the state of society as a whole. If a state organization has an effective system of social mobility, career development in general, then it not only ensures the achievement of internal organizational goals, but also simultaneously maintains the professional stability of the individual, contributes to the formation of a healthy social atmosphere.

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Beklemishchev Evgenii Petrovich, Candidate of Economic Sciences, Associate Professor of Public and Municipal Administration; South-Russia Institute of Management - branch of Russian Presidential Academy of National Economy and Public Administration (70/54,

Pushkinskaya St., Rostov-on-Don, 344002, Russian Federation). Email: [email protected];

Pankratova Irina Anatolevna, Candidate of psychological sciences, assistant professor of organizational psychology and age; Southern federal university (13, Nagibina St., Rostov-on-Don, 344038, Russian Federation). Email: [email protected]

CURRENT TRENDS AND METHODS OF IMPROVING THE MANAGEMENT OF CAREER DEVELOPMENT OF CIVIL SERVANTS

The article deals with modern trends to improve the management career development of civil servants. Different approaches management career civil servants. The attention is focused on the need to take into account the principle of systems in the formation of social professional career management technology.

Keywords: civil servants, career, career management, typical career, career plan management activities, human technology.

• INTRODUCTION
• Chapter 1. Business career, its stages and types
• 1.1 Career definition
• 1.2 Stages of a business career
• 1.3 Career types
• Chapter 2. Legislative framework for the professional development of state and municipal employees
• 2.1 Professional development of municipal employees
• 2.2 Professional development of civil servants
• Chapter 3
• 3.1 Planning
• 3.2 Career development
• Chapter 4. Suggestions for Business Career Management
• 4.1 Strategic development plan
• 4.2 Operational career development plan
• 4.3 Career management model for municipal and state employees
• Conclusion
• Bibliographic list

The effectiveness of managing the career growth of state and municipal employees is measured by the degree of achievement of the goals set at predetermined costs for the career advancement of state and municipal employees, whose income, other things being equal, increases with an increase in investment in their creative and intellectual potential, which ensures an increase in the quality of work.

I present to your attention a model for managing the career growth of state and municipal employees (Fig. 4.1).

The managerial competence of the leader is a fundamental element of the model. It lies in the principles and methods of influencing the motivation of employees by management.

Individual needs for self-development and self-realization is one of the main principles of business career management, since the mismatch of personal needs with a business career management plan does not contribute to professional growth and the achievement of management goals.

The needs and interests of the public authorities: attracting candidates for vacant positions, helping employees achieve the required standards, facilitating their entry into public authorities, identifying differences between candidates and selecting candidates that best meet the requirements of the position.

Building career plans: determining the quantitative and qualitative needs for personnel, career planning (career promotion).

A large number of employees associate their activities with the desire to realize themselves in the management sphere (37%) and take a worthy place in society (24%). In state and municipal authorities, for many employees, such values ​​as respect for people (92.4%), the creative nature of work and self-realization of abilities (87.3%), and reputation (64.4%) are of priority importance.

It is these interests of modern officials that the existing system of motivation is oriented towards. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Modern man himself is changing. And along with it, motivational technologies should also change.

Fig. 4.1 Career growth model for state and municipal employees

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