Career of state and municipal employees. Labor career of state and municipal employees of modern Russia Lazukova Evgenia Andreevna. A qualifying career involves professional growth, movement through the categories of the tariff scale of that
The purpose of the thesis is to analyze the essence, mechanisms and strategic directions of the organization and improvement of the career growth of municipal employees. The analysis of theoretical sources, questioning, methods of mathematical and statistical data processing, comparative data analysis are defined as research methods. The study was conducted in the Administration of the Southern Administrative District of Orenburg.
The diploma work consists of three chapters. The first chapter examines the essence, concept, classification and stages of a career, and develops an idea of the picture that has developed in the field of career management. The second chapter describes the activities of the Administration of the South Administrative District, followed by the development of recommendations for the improvement and development of career growth.
Introduction…………………………………………………………………………5
1 Theoretical aspects career management
municipal employees ........................ .......................... .... .........................7
1.1 Concept, classification and stages of career growth…………………… 7
1.2 Career management……………………………………………15
1.3Period of passing municipal service………………………..26
1.4Professional and job development of the municipal
employee and management………………………………………………..33
2 Career management analysis of municipal
employees of the Administration of the Southern District…………………………………41
2.1 General characteristics of activities - Administrations
Southern District……………………………………………………………. ..41
2.2Municipal Career Research
employee of the Administration of the Southern Administrative District……...42
2.3Problems of development of municipal employees
Administration of the Southern Administrative District…………………....49
3 General recommendations for improvement and development
career development of municipal employees ……………………….…...51
3.1 Personnel development of the personnel of the municipal service……………....51
3.2Creation effective system management
career growth of employees of the Administration of the Southern
administrative district ........................ ................................ ...... ......................56
Conclusion…………………………………………………………………..59
List of used sources……………………………………....62
Annex A Structural and logical scheme of the diploma
work…………………………………………………….……… …...……..64
Appendix B Old and new career conditions……………………...…65
Appendix B Schematic diagram of interaction
municipal service and an employee in the process of managing it
career………………………………………………………………………...66
Annex D Questioning of candidates for a vacant position ... ..67
Introduction
Since Russia embarked on the path of democratic transformation, in most areas human activity Combining the interests of the individual and the organization came to the fore. At the turn of the 20th and 21st centuries, the problem of human adaptation in a rapidly changing world became the most acute. To fit into the system of social and economic relations, while maintaining the integrity and uniqueness of the individual, is a very difficult and contradictory task. This also affected the sphere of state and municipal service. If at times Soviet Union personnel management system organizational and administrative The (administrative) nature and actions of a person were strictly regulated, the steps of his promotion were dictated by higher authorities, then at present the main responsibility for the successful development of a career lies with him. 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. The opportunity to "make" a career has opened up. The consequence of this was an increase in interest in the issue of career growth.
The relevance of this thesis is due to the need for each person to plan their future, based on their needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the prospects for career development and opportunities for professional development 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 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.
A person 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.
The object of study of the thesis is the Administration of the Southern Administrative District, namely those employees who took part in the author's study. The subject of the diploma project is the features of the career growth of the Administration employees.
The purpose of the thesis is to analyze the essence, mechanisms and strategic directions for improving and organizing an employee's career. In accordance with the goal in the thesis, it is necessary to solve the following tasks:
- to reveal the essence, concept, classification and stages of the career of a municipal employee;
- describe the mechanism professionally - job development municipal employee and management;
- identify the main problems facing state bodies and municipal employees in the organization of career planning, and determine the strategic directions for organizing a career.
The practical part of the thesis includes the author's research, the purpose of which was to consider the realities of the career process in modern conditions, to study the attitude towards their future careers of potential and real municipal employees of the Administration of the southern Administrative District, a comparative analysis of their views.
1 Theoretical aspects of managing the career growth of municipal employees
1.1 Concept, classification and stages of career growth
In a broad sense, a career is defined as a general sequence of stages of human development in the main areas of life (family, work, leisure). At the same time, a career is represented by the dynamics of the socio-economic situation, status-role characteristics, forms of social activity of the individual. In a narrow sense, the concept of a career is associated with the dynamics of the position and activity of the individual in labor activity.
The essential component of the concept of career is promotion, i.e. forward movement. Such definitions as growth, achievement, transition, etc. are also used, which, in essence, again means progress. In this regard, a career is a process that is defined as a passage, a sequence of states of systems /22/.
A young specialist is included in a constantly ongoing, endless stream of events, he is forced to constantly move in it, find ways to adapt to it, to change himself in this process and change its components. And the faster the general movement, the more dangerous is the slowdown or stoppage of a person’s life arrangement in it due to the threat of turning into a toy of the elements, the more necessary it is for a person to prepare himself for a meeting with future events. Hence the understanding of a career - in the broad sense of the word - is the active advancement of a person in mastering and improving the way of life, ensuring his stability in the stream of social life. / 25 /.
Thus, a career is a process of professional, socio-economic improvement of a person, expressed in his advancement through the levels of positions, qualifications, statuses, remuneration and fixed in a certain sequence of positions occupied at these levels.
A career is a successful progressive promotion of an employee up the career ladder, a change in abilities, qualifications and remuneration associated with his activities. This is moving forward along the once chosen path, which is based on the subjective awareness of the employee's own judgments about his labor future /12/.
In other words, a career is the development of a person and his development of social space (if we are talking about an interorganizational career) or the expansion of a person in the organizational space of a particular enterprise (if an intraorganizational career is considered).
The need for career management is due to its important role in human life, the activities of the organization, as well as in the development of society as a whole /30/.
Significant changes have also been made in the management's view of career growth and ways of influencing the professional development of an employee. There has been a rejection of traditional views on the professional success of an employee, determined by his place in the corporate hierarchy. There has been a shift towards understanding that what matters most is how employees themselves interpret their careers, what they mean by it, how they could better manage it, and what would be the best models for the relationship between the company and employees. In addition, modern researchers and theorists tend to consider career growth in the context of changes affecting both the employee of the company, and the company itself, and environment in which the company operates. The meaning of the term "career" is rapidly changing /6/.
In traditional concepts, a career is understood as the promotion of an employee through the ranks of an organization within the scope of his professional activity.
As a rule, people opted for any profession, sometimes after youthful "immature" hesitation.
After that, they tried to find a municipal service in which their work would be in full demand. In response, she was supposed to provide them with an opportunity for career growth /19/.
Both in choosing a profession and in choosing specific company, people tried to do so that they would not have to return to this issue for the rest of their lives. An employee's career was seen as a "ladder" or "path", "road". The first of these metaphors (career as a "ladder") implied growth, subsequent promotion to leadership positions. The second and third (career as a "way", "road") - the possibility of planning a career as a kind of path that has already been passed by some employees before.
As a rule, by choosing each other, the municipal service and the individual entered into an implied "psychological" contract, which assumed:
- the municipal service, for its part, provides a guarantee of employment and the possibility of professional and career growth;
- the employee, for his part, in exchange for this takes an obligation to show personal devotion to the organization, loyalty.
Employees who already had a clear idea of the structure of the service, its products or services, as well as the market, were appointed to "adherents". It is not surprising that in the atmosphere of a stable market situation and with a steady increase in market share, many services became a kind of club establishments /24/.
The environment in which commercial transactions take place has changed radically in recent years. Short review the changes that have taken place are given in Appendix B.
The reason for the changes is competition - a tendency to reduce costs.
Competition has contributed to the spread of the general trend to reduce production costs, in order to thus achieve a superior position in relation to competitors. As a result, a whole layer of the management apparatus of enterprises - the middle management - turned out to be unused in the new scheme, and many managers were fired. A similar situation is observed in relation to specialists whose professional skills are no longer required by enterprises.
Causes:
- replacement of human labor by machines, computers;
- integration of functions, the same work is now performed by third-party organizations or specialists invited by the enterprise to work under a contract.
Another consequence of strengthening competition increased attention of management to issues such as the quality of products and services provided. This led to the fact that the management of enterprises had to assign more responsibility and authority to those employees who were directly involved in the process of manufacturing products or providing services; they have been given the necessary leeway to ensure that products and services meet all consumer needs. As a result, the traditional function of management, which consisted in control and coordination, was no longer in demand in production to the same extent as before /10/.
Various trends have had a strong impact both on the careers of individual employees within the municipal service and on the structure of professional development.
The multi-level pyramid of the municipal service structure began to level out, and the flatter scheme became dominated by a large number of one- and two-level structures. Consequently, the difference between the first level and the second has increased dramatically. Now, in order to advance, an employee needs not so much a quantitative as a qualitative leap in development /13/.
Now the promotion of an employee within the framework of the municipal service is carried out not so much up the career ladder, but from one department of the enterprise to another, which can be explained by the small number of remaining opportunities for promotion and the requirement for more experience than before. For example, in order to be in charge of a company's international operations, an employee must be highly experienced /21/.
The consequences of the influence of external factors:
- instead of predictable progress, modern workers are forced to face the unpredictability of their official position;
- workers no longer have confidence that they will work in the same specialty and professional activity for which they were prepared;
- employees cannot be sure of maintaining their place in the organization, not to mention promotion to new posts and positions;
- Workers are offered a variety of alternative employment contracts, and none of them involve full and permanent employment. The appearance of contracts of this kind is explained primarily by the fact that with their help companies reduce costs.
The only asset of an employee is the ability to choose this or that job within or outside of this or that organization. As they improve their professional skills in the domestic and foreign labor market, they improve their career opportunities. Now the middle class is as insecure about job security as the working class; their position came to be determined to the same extent by an unstable and fickle market work force /13/.
As for the modern interpretation of career management, in the changed situation the following question becomes quite appropriate: does the use of the term "career management" still make any sense?
There are several reasons why we can keep the concept of "career management" and extend its meaning beyond such a narrow usage as progress within a profession or organization.
First, the ideas that we put into the concept of career management are constantly changing. This concept allows individual people reflect on your professional development.
For example, they can use it to compare the characteristics of their current work with previous experience and draw the necessary lessons in the light of which they can more realistically assess their possibilities in the future.
Secondly, this concept still retains meaning for the leadership of the municipal service. If it seeks to achieve more tangible business results, it will strive to fully exploit the potential of its employees. The idea that there is an opportunity to manage their "career development" in such a way as to develop potential has an unusually attractive force for leaders. The prospects that open up in this regard can determine the main parameters of the management strategy.
So, we see that the management of the career growth of an employee by the leadership of the municipal service can become an element of the management strategy by human resourses, and ultimately contribute to the achievement of the company's commercial goals /11/.
However, studies show that these techniques are, to put it mildly, used differently. This is due to the fact that at present only a few companies can boast of having a long-term and consistent business strategy. Companies tend to introduce industrial practice new systems (eg pay-for-performance), usually incrementally rather than through the adoption of a strategic program.
Organizational structures have changed so much that it is now simply impossible to plan any consistent line of personnel positions through which these "promising" personnel would have to pass. And since there is a great temptation before their cohort to go to work in another organization, no one will undertake to assert that such personnel will become a stable source of new and fresh strength for the top management of the enterprise.
So, in the end, most organizations prefer to place the responsibility for training employees on special educational establishments and the specialists themselves - they themselves must take care of their professional training /28/.
The career growth of an employee employee is not carried out by moving from one post to other posts and positions within the organization, and thus, the employee can hardly expect to take the highest position in the management of the enterprise. Career growth can be carried out only by acquiring the necessary competence by an employee, which would allow him or her to take new, higher positions in the municipal service and reach a fundamentally new level of responsibility /27/.
There are two types of career: professional and intraorganizational.
A professional career is characterized by the fact that an employee in the course of his professional activity goes through various stages of improvement: training, employment, professional growth, retirement. These stages specific worker can be passed sequentially in different organizations. Along with a professional career, an intra-organizational career should be distinguished. Under the "intraorganizational" career refers to the definition of the long-term prospects of each employee in a given municipal service. An intra-organizational career is important both for the employee and for the employer, but its significance is manifested in various aspects. As a rule, thinking about the prospects of his work in the organization, the employee pursues, first of all, personal goals. These include material well-being and the degree of satisfaction with the duties performed. At the same time, management is primarily concerned with the performance of the staff. Ideally, the interests of the employee and the organization coincide. That is, when predicting possible career steps, employees think not only about their own benefits, but also about the needs of the business. It covers the successive change of stages of development of an employee within the same organization.
Intraorganizational career is realized in three main directions:
-vertical, i.e. rise to a higher level of the structural hierarchy;
-horizontal - meaning either moving to another functional area of activity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, playing the role of the head of a temporary target group, programs, etc.); a horizontal career can also include the expansion or complication of tasks at the previous level (as a rule, with an adequate change in remuneration);
centripetal - movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature, getting an employee access to informal sources of information, trusting relationships, certain important assignments from management, gaining authority from colleagues /14/.
The desire of a person to manage his career is explained by the great importance that a career has for his life.
A career acts as a kind of context for a person’s working life, structuring his work experience (by the way, an essential part of the overall life experience) by a sequence of certain steps, due to which professional life is seen not as a continuous incoherent mass of actions and events, but takes on the form of development ordered by these steps / 12 /.
Careers can also be classified on various grounds: by the possibility and time of implementation, by the nature of the career strategy.
Let's consider some of these varieties mainly on the example of official career.
According to the "possibility of implementation" official career can be divided into potential and real.
A potential career is a work and life path personally built by a person based on his plans, needs, abilities, plans. This is a dream career, a desire career. It can significantly affect the actions, behavior of a person and be fully implemented, partially or not implemented at all. In other words, it is individually planned.
A real career is what a person managed to realize over a certain period of time in the corresponding type of activity in specific organization. Research shows that even retirement age, by the end of his official and professional career, only every fifth municipal employee believes that he has achieved his goal in career growth /9/.
A significant part of municipal employees in old age admitted that their plans for career growth remained a career - a dream, a career - a desire. The reason for the low indicators of a successful career of municipal employees should be sought in the fact that this work is almost absent in organizations. It is not secured either from the legal, or from the scientific and methodological, or from the organizational side. There are not enough specialists who could deal with this difficult task.
According to the "time of implementation" official career can be divided into normal, high-speed, airborne and slow.
A normal career is a gradual promotion of a specialist to the top of the job hierarchy in accordance with his constantly developing professional experience. The limit of this job development is due to the level of professional incompetence of a specialist.
A high-speed career characterizes a rapid, but still consistent positional movement along the vertical of the organizational structure. This is usually the career of gifted, talented, outstanding individuals in science, industry, entrepreneurship and business.
The landing career is predominantly spontaneous replacement, as a rule, leadership positions organizational structure. People with such a career, like a lifesaver, are always ready to take any position and follow the predetermined instructions. For representatives of such a career, it is not the process of doing something that is important, since the vast majority of them do not differ in professional competence, but the fact of filling a position. Most often, the last two varieties of career are found in crisis periods of social development or in war time. It is during these periods that society, due to objective necessity, is forced to turn to rational, balanced steps, thoughtful actions, often to risky extraordinary proposals, extraordinary personalities. All this, as a rule, is accumulated by outstanding organizers, managers, creative people - in a word, professionals.
Slow career growth is characterized by a long stay in one position. The reasons for this promotion can be very diverse. Most often they are associated with the professional or personal characteristics of a municipal employee, his relationship with other employees, management /5/.
A career can also be considered in terms of "the nature of its implementation." In this case, the implementation of both professional and job career strategies can take a number of forms:
- typical: achieving the heights of professionalism, recognition in the professional community, occupying the highest official status in the organizational structure are associated with the reproduction of the full cycle professional life of a person - from professional self-determination to the deobjectification of experience in one professional area.
- stable: characterized by relative constancy in professional activity and promotion.
- discontinuous: characterized by the instability of professional and job promotion, repeated changes in the profile and form of activity, working in numerous organizations and filling positions that did not correspond to the acquired experience of a specialist. This career strategy leads to dispersion of human efforts /17/.
For the municipal service, the priority should be a typical and sustainable form of an individual career strategy. This can be achieved if there is a system and mechanism for managing the career of the personnel of the municipal service. They are designed to ensure and determine the determination of the career of personnel solely by the level of professionalism, personal qualities and performance results.
The desire of an employee to manage his career is explained by the great importance that a career has for his life. A career acts as a kind of context for a person’s working life, structuring his work experience (by the way, an essential part of the overall life experience) by a sequence of certain stages, due to which professional life is seen not as a continuous incoherent mass of actions and events, but takes on the form of development ordered by these stages. At different stages of a career, a person satisfies various needs /27/.
The preliminary stage includes schooling, secondary and higher education and lasts up to 25 years. During this period, a person can change several different jobs in search of a type of activity that satisfies his needs and meets his capabilities. If he immediately finds this type of activity, the process of self-affirmation of him as a person begins, he takes care of the safety of existence.
Then comes the stage of formation, which lasts about five years from 25 to 30. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion occurs 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 which is above the subsistence level.
The promotion stage usually lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, promotion. There is an accumulation of practical experience, skills, a growing need for self-affirmation, achieving a higher status and even greater independence, 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 increasing wages and caring for health.
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 its increase 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 creativity, there may be an ascent to new service levels. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself and others who have reached their position through honest work. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, but there is an increasing interest in other sources of income (for example, participation in profits, capital of others with organizations, shares, bonds).
The completion stage lasts from 60 to 65 years. Here a person begins to seriously think about retirement, to prepare for retirement. During this period there are active search a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis, and such people are less and less satisfied with work and experience a state of psychological and physiological discomfort, self-expression and respect for themselves and other similar people reach their highest point during the entire career period. They are interested in maintaining the level of wages, but seek to increase other sources of income that would replace the salary of this organization when they retire and would be a good addition to the pension benefit /12/. At the last, retirement stage, a career in this municipal service (type of activity) is completed. There is an opportunity for self-expression in other 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 position and the state of health in these years can make constant concern for other sources of income and health.
It should be noted that the age of a person, the formation of his career are closely related to the content of the stages of career growth and the level of development. professional experience /31/.
1.2 Career management
At the turn of the 20th and 21st centuries, the problem of human adaptation in a rapidly changing world became the most acute. To fit into the system of social and economic relations, while maintaining the integrity and uniqueness of the individual, is a very difficult and contradictory task. Changing position in society, role in various areas of life, attitude to core values, realization of opportunities and life plans are associated with professional growth, managing one's own career.
Choosing and planning a career is one of the most difficult problems of a person. Status in society, social circle, quality of life, “I” - concept, self-esteem, emotional state of a person /30/ depend on this.
For effective career planning, you need to identify your vision and follow it. To do this, sometimes it is enough to have the relevant information. Career planning involves designing one's own activity on the basis of reliable ideas and concepts, assessing one's professional aspirations, searching for the possibility of their implementation, the ability to predict the future, assess existing reserves, and increase competence in accordance with changing demands for activity.
Of particular importance is the planning of one's own personal development. It is based on the idea of self-development, self-regulation, social adaptation stimulating self-knowledge, self-acceptance, self-control and self-realization. The inclusion of psychological structures in the activity allows one to successfully adapt to changing circumstances, respond flexibly to them, improve the quality of thinking, enterprise, and the ability to make non-standard decisions. Designing a professional career involves an active attitude to the present and future, understanding the prospects, creating goals, motivation, finding ways, means, methods, technologies for achieving the goal. Career planning is a movement along an individual trajectory, determined by the person himself in accordance with an adequate assessment of his own desires, their implementation, and the search for previously unknown opportunities for this. Planning your own personal development is not limited to career advancement by any means. Career growth involves civilized forms of transition to new levels of professional activity /22/
Career is a controlled process. Career management is one of the areas of personal life problems.
The need for career management is due to its important role in human life, the activities of the organization, as well as in the development of society as a whole /17/.
Thus, in a career, the action of the universal mechanism of degression finds expression, which "makes possible the highest development of plastic forms, fixing, consolidating their activities, protecting tender combinations from their rough environment ... not allowing the entire content of our experience to blur into infinity-uncertainty." Including "the employee's own judgments about his/her work future, expected ways of self-expression and job satisfaction". A career builds the path of human development, introducing certainty into working life, orienting a person in time and space, making the past clear for him, the present meaningful and the future expected.
Career growth occupies an important place in the structure of the needs of a modern person, thereby influencing his satisfaction with work and life in general. Successful career provides a person with material well-being, satisfaction of his higher psychological needs, such as the need for self-realization, respect and self-respect, success and power, the need for development and expansion of the space of fate. The desire of a person to optimize career development with the help of management is also connected with the peculiarities of the current situation in the development of Russian society. Democratization contributes to the creation of conditions for free self-determination, self-realization of each person, independent choice of ways of his movement in the social structure, social space of society. But this freedom gives rise to competition, which confronts each person with the problem of his competitiveness, achieving personal success against the background of being ahead of others.
The municipal service is also interested in managing the careers of its staff. If for a person a career is development and advancement in the organizational space, then from the point of view of the organization it is, first of all, a matter of fullness, integrity of this space, which is especially important for its professional and official component, that is, the organizational structure. The career growth of an employee in the municipal service consists of the desire of the employee himself to realize his own professional potential and the interest of the municipal service in promoting this particular employee. Municipal services, whose leaders understand the importance of managing the business career of their employees, are taking a serious step towards their own prosperity. Career management makes it possible to "grow" a specialist or leader within the walls of your organization. Employee career management is not only about setting goals, but also about determining the means to achieve these goals. The costs of career planning and training, advanced training should be considered as an investment in employees, and therefore in the success of the municipal service /22/.
At first glance, it may seem that career management requires a lot of time and money and is clearly inferior in terms of efficiency to hiring an already established highly qualified specialist. But with a more detailed analysis, it becomes clear that these costs are fully justified. On the one hand, an employee who has gone through all the stages of professional growth in one municipal service knows better its specifics, strengths and weak sides. This is what makes his work more productive. Unlike someone who comes to the municipal service "from the street", he will not need time to assimilate the corporate culture: he is already part of it. On the other hand, the behavior of such an employee is easier to predict. It can be said with confidence that the management of an employee's career growth is an active interaction of three parties: the employee, management and the personnel management service.
Employee career management is an event that requires certain material costs on the part of the municipal service. But these costs are more than compensated by the competitive advantages that the organization receives in return. Personnel is perhaps the most important resource available to any municipal service. Consequently, the costs of its development are nothing more than an investment in a stable and successful "tomorrow" /9/.
Career management of a municipal employee is one of the most complex personnel technologies. As a result of its application, it is important to achieve such a situation that what people have or can have as individuals, as carriers of professional abilities, experience, is included in the labor process in the interests of the individual and in the interests of the municipal authority. For this, it is necessary that the structure of the most important social career management tools be formed in the municipal service: the system, mechanism, and process of managing the career of the personnel of the municipal service is shown in Figure 1.1
Figure 1.1 - The structure of career controls
The personnel career management system is a set of personnel management subjects, their functions, powers and responsibilities, a set of principles, legal norms and a management mechanism that are necessary for a targeted impact on the management object shown in Figure 1.2. We are talking about creating such a career management system that would be based on legal norms that fix the mechanism of responsibility of management subjects for creating favorable conditions for a career environment for the professional and career growth of personnel, the demand for their professional experience. When solving personnel issues, this system would rigidly determine the actions of managers and personnel services (personnel management services) in accordance with the principles of the municipal service, primarily professionalism and competence, equal access of citizens to the municipal service in accordance with their abilities and professional training.
Figure 1.2 - The main elements of the career management system of a municipal employee
The career management system should ensure the formation of the most optimal typical schemes for career movement, starting from the lowest positions, as well as from the moment citizens enter the municipal service, their openness to familiarization, promotion conditions, material and moral rewards. In addition, it is important to provide in the career management system and the personal responsibility of the heads of personnel services for creating and maintaining an impeccable reputation of the municipal authority and, in general, the authority of the state in violation of established procedures and career management rules.
The career management mechanism is designed to put into action the career management system - a system of functions, powers and responsibilities of subjects and objects of career management through specific forms and methods of working with personnel - and thereby ensure the achievement of the goals of personnel career management. In fact, it is a coordinated set of means and methods that provide qualitative changes in the professional potential of the individual and adequate ways to implement it in the interests of both the individual and the municipal authority. This is a set of means of influence, primarily personnel technologies, which ensure the management of the professional experience of personnel in the organization, the implementation of their career strategy.
There are many means of influencing a person in the municipal service, and it is very difficult to draw a strict boundary separating the impact of one and the other means on a person in the process of implementing even such a specific technology as career management. However, the key elements of the personnel career management mechanism can still be identified. They are such personnel technologies as selection, assessment (testing, qualification exam, attestation, etc.), staff training, as well as work with a personnel reserve, internships and a number of others.
This should also include technologies for continuous study of the content, nature and working conditions of employees, with the aim of promptly solving problems. organizational development: timely changes in the organizational structure, staffing, job descriptions, professional profiles of municipal employees, correction of professional qualification requirements, development of proposals for changes in the Register of municipal service positions, professional training programs, etc.
The career management mechanism as an element of the career management system is based on the principles of management, legal norms that strictly regulate the procedure for applying, organizing and using the results of personnel technologies and the means and methods of working with personnel used. The main elements of the career management mechanism are shown in Figure 1.3
Figure 1.3 - The main elements of the career management mechanism
An analysis of the practice of working with the personnel of the municipal service shows that the significance of many of these technologies is not rejected, but their results are not the basis for making final decisions on personnel issues. In the practice of official promotion, the appointment from the reserve, for example, is no more than 7%, competitive selection- 12%, implementation of certification conclusions - 13.7%. An analysis of the personal files of municipal employees indicates that the use of personnel technologies is not documented in the vast majority of them.
Thus, at present, we can only talk about the formal recognition of the importance of the means that represent the substantive part of the mechanism for managing the career of personnel. But it is not possible to talk about the mechanism itself, especially about its effective functioning. Figure 1.4 shows a career management scheme for municipal service personnel
Figure 1.4 - Career management scheme for municipal service personnel
An equally difficult problem in the implementation of the personnel career strategy is the process of career management, i.e., a logically connected and consistently implemented set of actions, from which the required impact is formed. In fact, this is a carefully planned, thought out, coordinated and performed by specific people set of actions that allow, within the framework of the established system and the adopted career management mechanism, to achieve the goal.
The career management process includes:
- identification of the needs (current, prospective) of the municipal
authority, organization (we are talking about structural professional experience) in the staff and assessment of its current professional opportunities, i.e. the structure of the available professional experience of the staff: a model of needs and a model of opportunities;
- development and decision-making on the career strategy of the organization and
introduction of career management technology in a public authority;
-implementation of the decisions made and the implementation of career plans for the organization's personnel.
In the process of career management, two interrelated tasks are solved. Firstly, the task is to ensure that the professional experience of the personnel is consistent with the required, project, structural professional experience. Secondly, the development and rational use of the professional abilities of the staff. Their solution allows to achieve highly efficient work of the organization. The career management scheme for municipal service personnel may look like the one shown in Figure 1.4.
In this understanding of a career, well-built career management is important for the functioning and development of an organization, being a factor in increasing the efficiency of its activities, a condition for its sustainability and viability of an enterprise in a changing environment, a driving force, a mechanism for its development.
Career planning addresses such important issues as staff satisfaction with work in the municipal service and related productivity; continuity of professional experience and corporate culture; ensuring uninterrupted and rational replacement of key positions; adaptability and maneuverability in conditions of rapid changes in the content and division of labor, in conditions of crises; finally, it is connected with the issues of internal increment of professional potential and external growth of the enterprise in the environment /13/.
All this is all the more relevant today, when the market economy forces organizations to independently take care of providing their activities with the necessary human resources, determine the goals, directions, priorities of personnel policy, and the global humanization trend is reflected in a shift in values, emphasis in the direction of increasing the role of the human factor in development. economy, increasing the importance of the personnel management subsystem in the organization's management system. Under these conditions, at the level of the economy as a whole, the management of the development of human resources comes to the fore, and at the level of an individual enterprise, the management of the development of personnel, the development of the resources of each individual person, and the management of his promotion within the organization.
The state is also not indifferent to the fate of its citizens, since the degree of their satisfaction with growth and advancement in work affects the reduction or strengthening of social tension in society, and the professional potential of each - on the dynamism and quality of reforms in general.
This is especially true for the development management personnel. In turn, the effectiveness of the manager's managerial development within the framework of the municipal service is inextricably linked with the success of his career management /14/.
And so, the necessity and expediency of career management is obvious, since it contributes to the merger and implementation on a mutually beneficial basis of human needs, interests and society as a whole. But it is also important to understand whether the management of the career of a municipal employee is successful.
First of all, it should be noted that although both the employee and the municipal service are interested in career management, the municipal service should act as the initiator as the carrier of the career space, without which the development of a person will remain just development, not manifesting itself in the external movement, thereby not gaining career quality. Of course, without the desire and readiness of a person, career growth will not take place either, but nevertheless, creating motivation for career growth is much easier than career space /30/.
The general purposeful impact on the nature of the course and the content of the process of a person's career development should be implemented through the combined efforts of career management on the part of the organization and career self-management on the part of the person, as well as with the assistance of the state.
One of the main conditions for successful career management by the municipal service - and in a general sense it consists of managing the development, selection and promotion of personnel within the organizational space - should be mandatory participation, the inclusion of each manager in managing his career, creating an atmosphere of dialogue in the organization . In other words, career management should be participatory.
Career management should be scientific and conceptual, and therefore based on modern achievements in management theory, psychology (in particular, the psychology of managerial career), sociology in the field of knowledge of the main patterns, driving forces and mechanisms, factors and determinants of career development.
Given the complexity and multidimensionality of the management object, career management should be comprehensive, i.e., take into account or, as far as possible, influence numerous factors related to the personality of the career leader (psycho-physiological, psychological, professional, socio-demographic, etc.). characteristics), and with its non-organizational (family, friends, etc.) and organizational (corporate culture, strategy, structure, personnel policy, relations with the immediate supervisor, etc.) components of the microenvironment, and career development macroenvironment factors /25/.
As part of an integrated approach, career management should mobilize driving forces career development, that is, the needs, values and related motives for development and advancement, as well as contribute to the formation of an employee's image of a career trajectory, a managerial path. Among the features of career growth, it is important to know the features of the nature of its course, depending on the age of the employee, his length of service in the municipal service or in a particular position. Knowledge of the temporal model of career periodization makes it possible not only to rationally use periods of rising human activity, but also to predict points and periods of crises. In this regard, career management should be anti-crisis, that is, to prevent the occurrence or mitigate the course of crises associated with the contradiction between the increased opportunities of a municipal employee and the requirements of the old position, with the beginning, middle and end of a career, crises general development person.
Career management is strategic in its essence, as it is characterized by aspiration to the future, focus on long-term benefits, long-term goals. But it should also be strategic, that is, it should assume the presence in the municipal service of a common value setting that determines the procedure and content of decisions on the development and promotion of managerial personnel, as well as penetrating other areas of the enterprise. In the modern domestic theory of personnel management, the term "career strategy" has already been established / 28 /.
Career planning is also a delicate issue. A career affects the prestige of a person in the eyes of the environment, its success is a measure of well-being, a source of pride.
People value their careers as if it were their honor. Therefore, it is important not to “harm” a person, to prevent him from “losing face” because he failed to cope with his duties at the next official level. Is it possible to achieve this by coercion? The question is quite rhetorical. Consequently, the impact on the career process in the whole organization should be implemented in promoting the development of individual careers of employees, and employee career management should be motivational, and therefore based on the priority of motivation over management, socio-psychological methods of influence /19/.
Career management requires the involvement of certain human, temporary and financial resources. Therefore, its important characteristic should be efficiency based on expediency and regularity. At the same time, behind each career, development and advancement in the society of a particular person is his unique, inimitable life situation, his fate, and uniqueness should be reflected in the project approach in relation to managing the individual career of each municipal employee.
Finally, career management of an employee should be systemic, which implies the presence of a certain set of components that are closely interconnected, coordinated with each other, serve the same purpose and form a single integrity that has properties that are not inherent in each component separately. Such elements should be the system, mechanism and process of career management, built and implemented on the basis of the above approaches.
The career management process should be the result of the interaction between the system and the mechanism and include a sequence of actions aimed at achieving the goals of development, selection and promotion of personnel within the organizational space: setting goals, analyzing the actual situation, identifying problems (discrepancy between the desired and the actual) and planning and implementation of measures for their constructive solution /24/.
Thus, planning a career of a municipal employee and managing the career process as a whole is a complex, complex, multifaceted activity, to match the very object of management - career growth. A person has always tried to manage his career, the current reforms have only catalyzed this process, giving it dynamism.
Domestic business practice has rich experience in managing the professional promotion of employees, working with a reserve for promotion, and many of the approaches to career management that were mentioned above are already being used today as part of the activities of the personnel management services of Russian enterprises. /thirty/.
The state policy in the field of human resource management already today provides for career guidance, psychological support programs that contribute to "the socio-professional self-determination of the individual in the course of the formation of his abilities, value orientations and self-awareness, increasing its competitiveness in the labor market and adapting to the conditions for implementing its own professional career" .
In short, you don't have to start from scratch. It is only necessary to combine all the factors, to unite the efforts of all parties.
Undoubtedly, in order to ensure successful management of the career process as a whole and the individual career of each municipal employee in the municipal service, it is necessary to develop a special career management concept that would incorporate all previous positive experience, as well as the above and other constructive approaches and principles. Only if such a concept is followed is it possible to fully realize the mission of career management - achieving harmony between the interests of the organization and human needs is presented in Appendix B.
The improvement and management of career development require certain additional efforts from the employee and from the municipal service, but at the same time provides a number of benefits, both to the employee himself and to the organization in which he works. For an employee, this means:
- a higher degree of satisfaction from work in the municipal service, which provides him with opportunities for professional growth and raising the standard of living;
- a clearer vision of personal professional prospects and the ability to plan other aspects of one's own life;
the possibility of purposeful preparation for future professional activities.
The municipal service receives the following benefits:
- motivated and loyal employees those who associate their professional activities with this organization, which increases labor productivity and reduces labor turnover;
- the ability to plan the professional development of employees, taking into account their personal interests;
- a group interested in professional growth, trained, motivated employees for promotion to key positions /48/.
Thus, the main point of personnel career management is to ensure that everything valuable that a person in an organization possesses or can possess, namely his ability for professional activity, be effectively used to achieve the goals of the municipal service and satisfy the interests of the individual.
1.3 Period of municipal service
Admission to the municipal service is carried out in accordance with the legislation of the Russian Federation on labor, taking into account the specifics provided for by this Law.
Citizens of the Russian Federation who meet the qualification requirements for a substituted position in the municipal service have the right to enter the municipal service.
It is not allowed to establish any direct or indirect restrictions and advantages upon entering the municipal service, as well as during its passage, depending on race, gender, nationality, language, social origin, property status, attitude to religion, beliefs, belonging to public associations created in the manner prescribed by the Constitution of the Russian Federation and federal law.
When entering the municipal service, a citizen presents:
- passport or other identity document;
- work book;
- insurance certificate of state pension insurance;
- military registration documents;
- a document on education, qualifications or special
knowledge;
- other documents, if applicable federal laws.
Qualification and other requirements for positions of the municipal service are established by federal laws, laws of the Orenburg region and the regulatory legal acts of the bodies adopted in accordance with them. local government.
The qualification requirements for employees who fill municipal positions in the municipal service include requirements for the level vocational education taking into account the group and specialization of municipal positions of the municipal service, to the length of service of the municipal service, as well as to the length of service and experience in the specialty, the level of knowledge of the Constitution of the Russian Federation, federal laws, regulatory legal acts of local governments necessary for the execution official duties for the occupied municipal position of the corresponding group of positions.
The following qualification requirements are established for employees holding municipal positions of the municipal service:
a) To the level of vocational education:
1) for the highest, main, leading and senior municipal positions of the municipal service - higher professional education in the specialty "State or municipal administration" or in the specialization of municipal positions of the municipal service;
2) for specialists of the first category of a senior municipal position and junior municipal positions of the municipal service - secondary vocational education in the specialization of municipal positions of the municipal service or education that is considered equivalent.
b) to the length of service of the municipal service, as well as to the length of service and work experience in the specialty:
1) for a valid municipal councillor:
Class 1 - experience of municipal service in the main and leading municipal positions for at least five years or two years in the highest municipal position, or work experience in the specialty for at least five years;
2 classes - experience of municipal service in the main and leading municipal positions for at least four years or one year in the highest municipal position, or work experience in the specialty for at least five years;
3 classes - experience of municipal service in the main and leading municipal positions for at least three years or three years in the main municipal position, or work experience in the specialty for at least five years;
b) for a real councilor of the municipal service:
Class 1 - experience of municipal service in leading and senior municipal positions for at least three years or two years in the main municipal position, or work experience in the specialty for at least three years;
Grade 2 - experience of municipal service in leading and senior municipal positions for at least three years or one year in the main municipal position, or work experience in the specialty for at least three years;
Grade 3 - experience of municipal service in leading and senior municipal positions for at least three years or three years in a leading municipal position, or work experience in the specialty for at least three years;
2) for a municipal councillor:
1st class - at least three years of experience in municipal service or two years in a leading municipal position, or at least three years of work experience in the specialty;
Class 2 - at least three years of experience in municipal service or one year in a leading municipal position, or at least three years of work experience in the specialty;
Grade 3 - at least three years of experience in municipal service or three years in a senior municipal position, or at least three years of work experience in the specialty;
3) for an adviser to a municipal service:
1st class - experience in municipal service for at least two years or two years in a senior municipal position, or work experience in the specialty for at least three years;
2 classes - experience of municipal service for at least two years or one year in a senior municipal position, or work experience in the specialty for at least three years;
3 classes - experience of municipal service for at least one year or work experience in the specialty for at least three years;
4) for the referent of the municipal service:
1 class - experience of municipal service for at least two years or work experience in the specialty for at least three years;
2 classes - experience of municipal service for at least one year or work experience in the specialty for at least three years;
Grade 3 - without presenting requirements for work experience.
The decision to recognize education as equivalent is made attestation commission.
There are three categories of municipal employees. In this case, we are talking about a category of persons who are exclusively in the municipal service. The legislation on municipal service provides legal regulations, which regulate in relation to persons in the municipal service, both public law and private law aspects of their legal status. Thus, the legislation on the municipal service covers the legal regulation of elected officials (group B), municipal officials (group A), as well as those in the municipal service, hired workers and employees.
The qualification requirements for positions of the municipal service include the requirements:
a) by the level of vocational education, taking into account specialization in the position of the municipal service;
b) by seniority and work experience in the specialty;
c) according to the level of knowledge of federal legislation and laws of the Orenburg region, the charter and other regulatory legal acts municipality in relation to the exercise of relevant official powers.
Municipal employees who replace municipal positions of the municipal service of the corresponding group, in accordance with the legislation of the Russian Federation, are assigned the following qualification categories:
? active municipal councilor of the 1st, 2nd, 3rd class - by a municipal employee replacing the highest municipal positions of the municipal service (group 5);
? active councilor of the municipal service of the 1st, 2nd, 3rd class - by a municipal employee replacing the main municipal positions of the municipal service (group 4);
? municipal councilor of the 1st, 2nd, 3rd class - by a municipal employee replacing the leading municipal positions of the municipal service (group 3);
? councilor of the municipal service of the 1st, 2nd, 3rd class - by a municipal employee replacing senior municipal positions of the municipal service (group 2);
? referent of the municipal service of the 1st, 2nd, 3rd class - a municipal employee replacing junior municipal positions of the municipal service (group 1).
The highest class in the corresponding group of municipal positions of the municipal service is the first class, the lowest - the third class.
Assignment of qualification ranks is carried out in sequential order in accordance with the qualification and other requirements for municipal positions of the municipal service of the corresponding group, and taking into account the length of stay in the previous qualification rank.
To assign the next qualification category to municipal employees, the following periods of stay in the qualification categories are established:
? for active municipal councilor - three years of municipal - service in each class;
? for active councilor of municipal service - three years of municipal service in each class;
? for a municipal councillor, three years of municipal service in
every class;
? for a councilor of the municipal service - two years of municipal service in each class;
? for the referent of the municipal service - one year of municipal service in each class.
The period of stay in the qualification category is calculated from the date of assignment of the corresponding qualification category. The day of assignment of the qualification rank is considered the day of issuance of the administration's order "On the assignment of a qualification rank to a municipal employee."
When appointed for the first time to a municipal position, the issue of assigning a qualification rank may be considered after a year from the date of entry into the municipal service based on the results of a qualification exam.
At the request of the head of the structural unit, a municipal employee, if he has his consent for the successful and conscientious performance of his official duties, the performance of tasks of particular importance and complexity, the right to pass a qualification exam may be granted after 6 months of municipal service.
The qualification category is assigned in the next or in an extraordinary order.
To assign the next category, the HR specialist prepares Required documents and submits them to the certification committee.
The submission on the assignment of the next qualification category is made by the head of an independent structural unit on the basis of an application from a municipal employee after the expiration of his stay in the corresponding qualification category.
The next assignment of a qualification category to a municipal employee is made on the basis of the results of attestation or a qualification exam:
? after the expiration of the established period of stay in the previous qualification category within the same group of positions in the municipal service;
? when transferring a municipal employee to the position of a municipal service of a higher group of positions in the municipal service.
At the request of the immediate supervisor, after the expiration of the established period of stay of a municipal employee in the qualification category of the 1st class for special merits, he may be assigned the qualification category of the 3rd class of a higher group of positions in the municipal service without transferring him to another position of the municipal service.
Extraordinary assignment of a qualification category to a municipal employee is carried out based on the results of a qualification exam no more than once during the period of his service in the positions of the municipal service of each group of positions of the municipal service after half the term of the municipal employee in the previous qualification category:
- at the initiative of the municipal employee;
The qualification category assigned on an extraordinary basis cannot exceed the qualification category of the 1st class of the group of positions to which the position of the municipal service occupied by a municipal employee belongs.
The head of the administration, on the proposal of the immediate head of the municipal employee in the manner of encouragement for special distinctions when the municipal employee passes the municipal service, has the right, in agreement with the attestation commission, to decide on the assignment of a qualification category to the municipal employee without conducting a qualification exam.
Without passing the qualification exam in an extraordinary manner, a qualification category can also be assigned to a municipal employee who has received a degree.
The qualification examination is carried out by the attestation commission.
The Certification Commission conducts a qualification exam for the assignment of a qualification category in the following cases:
- at the initiative of a municipal employee;
- upon appointment for the first time to a municipal position;
- when transferring a municipal employee to a municipal position of a higher group of positions;
- on the initiative of the direct head of the municipal employee as an encouragement.
The procedure and forms of conducting the qualification exam are established by the decision of the administration.
The form of the qualification exam is determined by the qualification requirements for the relevant municipal positions of the municipal service.
Conducting a qualification exam in the absence of the examined municipal employee is not allowed.
In case of non-appearance of the examined municipal employee for the qualification exam for a good reason, the date of the qualification exam is postponed to the next meeting of the commission.
The following are not eligible for the qualifying exam:
- municipal employees replacing municipal positions of the municipal service during the probationary period;
- persons temporarily replacing municipal positions of the municipal service;
- municipal employees recognized by the attestation commission as not corresponding to the substituted municipal position of the municipal service;
- municipal employees who hold municipal positions for less than one year;
- municipal employees who have disciplinary action.
Municipal employees who have a disciplinary sanction, as well as those who have not passed the certification, are not presented for the assignment of the next qualification category until the penalty is lifted and they are recognized in the certification procedure as corresponding to their position.
Based on the results of the qualification exam, one of the following decisions is made:
was passed;
- qualification exam for the assignment of a qualification category
not delivered.
In case of unsatisfactory passing of the qualification examination, the next application for holding the qualification examination may be submitted one year after the unsatisfactory passing of the qualification examination.
The results of the qualification examination of a municipal employee are entered in the examination sheet. The results of the exam are communicated to the municipal employee on the day of the exam.
The attestation commission, no later than seven days after the qualification exam, sends the documented results of the qualification exam to the head of the district administration for a decision on the assignment of a qualification category.
If a municipal employee has passed the exam, then the head of the administration, no later than ten days from the date of passing the exam, taking into account the qualification requirements for the municipal position to be filled, decides on awarding him a qualification rank.
The decision to assign a qualification category to a municipal employee is drawn up by order of the district administration and is stored in the personal file of the municipal employee along with the examination sheet and the decision of the certification commission. An appropriate entry is made in the work book and personal file of the municipal employee.
Registration and registration of documents on the assignment and preservation of qualification ranks by municipal employees of the municipal service, accounting of all municipal employees with qualification ranks, is carried out by specialists in personnel work of the administration.
Legal acts, as well as actions (inaction) of local governments, their independent structural divisions and their officials on issues related to the assignment and preservation of qualification categories, may be appealed to the court by a municipal employee.
The qualification rank of a municipal employee is retained in the following cases:
- upon termination of municipal service;
- upon re-entry to the municipal service, if the new municipal position belongs to the same group of positions for which he was previously assigned a qualification rank;
- upon admission to the position of the municipal service of a lower or higher group of posts before the assignment of a qualification rank corresponding to the new position to be occupied;
- when transferring a municipal employee to another body of local self-government, a public authority of the region /2/.
The qualification category (class rank), previously assigned to a citizen on the basis of the legislation on municipal service of other constituent entities of the Russian Federation, is retained when he enters the municipal service in the administration. In this case, the amount of payments is established in accordance with the similar qualification category for municipal positions of the municipal service in the administration.
If a municipal employee is transferred to a lower position based on the results of certification, then by the decision of the head of administration, he is assigned the appropriate qualification category in the group of positions to which the position replaced after the transfer belongs.
For a municipal employee reinstated in the municipal service after a period of interruption of the municipal service associated with illegal dismissal, this period is counted in the term of stay in the municipal service in the same qualification category. Upon termination of the municipal service due to retirement, the municipal employee of the administration is considered retired; and the qualification category assigned to him is retained for life, which is recorded in the work book.
1.4 Professional and official development of a municipal employee and his management
Today it is already obvious that it is not enough to have highly professional and trained personnel in an organization. Improving the efficiency of management of any organization, including municipal ones, depends entirely on how wisely the wealth, the value that constitutes the professional capabilities of people, is used. Success, regardless of the form of ownership and affiliation of the organization, depends on how thoughtfully the management of both actual and potential professional opportunities, professional experience of people is carried out. If this does not happen, if the manager is not able to realize his role, and besides, he does not allow the personnel management service to take practical steps in this direction, then no matter how highly professional the composition of the staff may be, a creatively and productively working organization is unlikely to succeed / 16/.
The concept of "professional and official development of personnel" is inextricably linked with the concept of "official career". The professional and official development of personnel is the content of those changes that are noticeable, serve as a necessary and sufficient basis for official transfers.
etc.................
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
Introduction
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 government.
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 legislative framework 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 dominant public 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 social selection mechanisms for the most capable people in the fields of education, vocational 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 important indicator human development in the system of social structure, an essential factor and conditions for improving the 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 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. 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.
1.2 Stages of a business career
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's no surprise that he wants to have detailed information about the prospects for his 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 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 himself certain goals, but since the organization, hiring him, also sets certain goals, the hired person must 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 begins new work.
1.3 Career types
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 the 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 general principles organization of local self-government in the Russian Federation" (No. 131-FZ of 06.10.2003), which, in accordance with the Constitution of the Russian Federation, establishes general legal, territorial, organizational and economic principles for the organization of local self-government in the Russian Federation, determines 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 review the content training courses and programs with a view to making 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 governments is carried out at least once every 4 years by the attestation commission in the manner prescribed by the normative act body of local government.
Certification is carried out in three stages:
1) pre-certification period;
It lasts about one month. On this stage an attestation commission is formed, specific dates for attestation are determined, lists of municipal employees subject to attestation are drawn up, 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. An attestation sheet, a review of the head and a sheet are submitted to the attestation commission. analytical evaluation professional qualities municipal employee, as well as an attestation sheet with the data of the previous attestation. Grade official activity 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;
on the change in the premium for special conditions services;
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 public service of the subjects of the Russian Federation, as well as upon dismissal of municipal employees from the municipal service, are established by the laws of the subject of the Russian Federation in accordance with federal laws.
2.2 Professional development of civil servants
The presented federal law, Federal Law "On the State Civil Service of the Russian Federation" No. 79-FZ dated 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 ) a public civil servant, has 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 their place and role in the district management system, to adopt management decisions rendered public services to citizens and organizations, indicators of efficiency and effectiveness 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 have such an organization of state administration, which should be assessed by the individual, 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. Job duties, rights and liability of a civil servant for non-fulfillment ( improper performance) job responsibilities are also included in the regulations.
The tasks and functions of the structural unit of the state body and functional features 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 replacement vacant position 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 carrying out certification, the immediate supervisor of a civil servant shall submit a reasoned review on the performance by a civil servant of official duties 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 by 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 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 requirements for official behavior and obligations established by this Federal Law.
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 certification commission for the certification 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 as to exclude the possibility of conflicts of interest that could affect the decisions made by the attestation commission.
For the period of attestation of a civil servant who is a member of the attestation commission, his membership in this commission is suspended.
In the event that 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 taken 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 state support 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 in curriculum consideration should be given to 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 educational program additional professional education.
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 state and municipal services 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 ensured, 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 offices) 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 can 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 essential for successful development careers, since he manages the resources, manages the process of organizing all the activities of the labor collective. Personnel management services play the role of consultants and organizers of the career development process for 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 active learning 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 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 staffing table of the position of a personnel development specialist with the development of its 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 threesomes, that is, those specialists, knowledge subject area which was so superficial that it did not burden them with long conservative anguish 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 start from 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 a living" in one way, but self-realization is provided differently - through a hobby, through non-commercial activity, but sometimes through activities that generate a small income, which for the usual way of life is not enough - 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 overall plan, 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, self-improvement, 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, an active life position"careerist" and the desire for development.
4.3 Career management model for municipal and state employees
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 promotion, but promotes professional growth, increases their significance and self-esteem.
In career management of state and municipal employees, methods of career growth management are used: administrative, economic, sociological, managerial, psychological (Table 1).
Table 1
| № | Ways to manage career growth | Methods of influence |
| 1. | Administrative | Laws, decrees, resolutions, state standards, regulations approved by state bodies. Instructions. Org charts, in progress operational management. Selection, assessment, placement and training of municipal and state employees. |
| 2. | Economic | Motivation of labor activity. Salary. economic sanctions. promotion. |
| 3. | Social | Usage social mechanism management (relationships in the team, social needs). The use of informal factors, the interests of the individual, the team. |
| 4. | Psychological | Continuation of the table. 1 Orientation to a specific person, strict personification. Appeal to the inner world of state and municipal employees, their experience, intelligence. Disclosure of the internal potential of state and municipal employees. Planning on a diagnostic basis of the goals of individual development. Identification of criteria for the effectiveness of the activities of state and municipal employees. |
| 5. | managerial | Evaluation of the communicative culture of state and municipal employees. Assessment of their competence. Identification of problems at work. Organization of schools of excellence, young state and municipal employees. Studying the professional opportunities of state and municipal employees |
The effectiveness of managing the career growth of state and municipal employees is measured by the degree to which the goals set are achieved at predetermined costs for career advancement state and municipal employees, whose incomes, other things being equal, increase 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 the 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 to. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Myself modern man 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.
Modern stage The scientific and technological revolution, as already mentioned, 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.
Bibliographic list
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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 promotion and professional career 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 a 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 on high speed only "straight" is always fraught with destructive collisions.
Economy principle is 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 job 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 and 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 framework for the system and mechanisms for career management in the civil and municipal service. Not less than an important factor 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 there is recognition of professional experience, abilities of civil and municipal employees 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 positions in the civil (municipal) service, 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” V 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 relocation of civil servants from one position in the civil service 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 mandatory and necessary condition 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 civil service, taking into account the level of qualification and conscientious performance 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 movement is administratively dictated, is planned, and the civil servants subject to rotation are in line with professional criteria. These include compliance with the qualification requirements for a rotational position (length of service, work experience, education, level of professionalism), have good performance for a previously occupied position in terms of conscientious performance of official (functional) duties.
The concept of "public service" includes its three types - military, law enforcement and civil. The most popular type - civil public service - today attracts many who want to devote themselves to it. The reasons why this happens, how much. The main, perhaps, stability, which no commercial enterprise, even the most successful today, can boast of. This applies not only to the fact that your job will not be reduced, but also to timely salary payments, which include numerous allowances and bonuses, in total they can be several times more than the established salary.Civil servants, like no other, are also protected socially - they are guaranteed paid leave and sick leave. Vacation, in addition, is not 28 working days, like most workers, but one and a half times more. In addition, state-owned enterprises provide employees with a social package and guarantee the provision of benefits.
To work in the state structure, you must meet certain requirements for education, qualifications and experience.
Equally important is the prestige. The higher the status state enterprise, the higher the status of its employees, but even on the ground, the managers and employees of these enterprises acquire numerous useful connections, since they have the opportunity to influence the activities of many enterprises. The advantage is the opportunity to move up the career ladder.
Disadvantages of working in government agencies
Despite these significant advantages, it is not uncommon to see ads in the media about available vacancies in state structures. The staff turnover in many of them is also high. This is explained by the large volumes of paper work, which not everyone can handle. Specialists are busy compiling reports, forecasts, working with letters and appeals. Not every ambitious person who has a demanded specialty in his hands will withstand such routine work, and everyone is engaged in it - from ordinary employees to heads of departments.Unlike commercial structures, specialists in state structures do not bring much benefit, therefore, in order to move up the career ladder, it is often enough to be loyal to the management.
In addition, in fact, violations Labor Code practiced in government organizations all the time. Management has the right to announce and demand processing, which no one is going to take into account. The personal plans of employees are not very exciting for managers, employees are not protected from the arbitrariness of management, because they are afraid of losing their job. The longer an employee works, the higher his additional payments, and the more he values his workplace.
CONTENT
Introduction 8
Chapter 1. Theoretical aspects of the career management system for municipal employees 10
1.1. The concept of municipal service and the professional status of municipal employees 10
1.2. Principles of formation of personnel of the municipal service 14
Chapter 2. Analysis of career management in the Balashikha department social protection population 21
2.1 Purpose and prioritization of target technologies 21
2.2 Components of managerial decision making 21
2.3 Volume and complexity of analysis internal environment Balashikha Department of Social Protection 24
Chapter 3. Improving Employee Career Management 28
3.1 Solution alternatives to improve career management in the Balashikha Department of Social Protection 28
3.2 Uncertainties and risks of alternatives to improving the organization of service delivery 30
3.3 Types of efficiency and control over the implementation of alternatives 31
3.4 Rationale for choosing a solution 33
Conclusion 35
List of used sources and literature 36
Apps 40
Work No. 4213. This is an INTRODUCTION VERSION of the work, the price of the original is 1000 rubles. Designed in Microsoft Word.
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Introduction
The problem of organizing training for advanced training and retraining of municipal employees is relevant today.
Therefore, in order to improve the performance of municipal employees, it is necessary to further develop single system professional training of personnel for local self-government. This will ensure a consistently high level of quality in the training of retraining and advanced training of municipal employees by involving professionals from the scientific community in the training process, as well as those with a huge practical experience employees and heads of state authorities and local self-government bodies.
The purpose of this term paper– to consider the features of career management of municipal employees.
To achieve this goal, the following tasks were set
1. Consider the theoretical aspects of the career management system for municipal employees
2. Perform an analysis of career management of the Balashikha Department of Social Protection of the Population to evaluate personnel work
3. Suggest ways to improve employee career management
The object of the study is the Balashikha Department of Social Protection of the Population.
The subject of the work is the system of education, training and retraining of municipal employees.
In the presented work, the following research methods are presented: analysis and synthesis, analysis of documents, generalization.
The method of analysis and synthesis made it possible to divide the object of study into parts and consider separately the elements of each area of professional training of municipal employees.
Using the method of document analysis, a review of legal acts regulating the process of training, training and retraining of municipal employees was carried out.
The generalization method made it possible to formulate conclusions on the study.
Theoretical and methodological problems of personnel management in the state and municipal service are considered in the works of A.N. Averin, G.E. Astsaturov, G.V. Atamanchuk.
The works of D.N. Bahrakh V.E. Boykov L.V. Vagina A.G. Gladysheva V.A. Gnevko V.D. Grazhdan V.G. .V.Lobanova V.I.Patrusheva B.T.Ponomarenko V.A.Sulemova A.I.Turchinova.
The methodological and methodological approach to the analysis of the problem of professionalism of state and municipal employees is given considerable attention in the works of L.Yu. Belyakova T.G. Kalacheva L.I. Kataeva L.M. Mitina O.V.
Course work consists of the introduction of 3 chapters of the conclusion of the list of references and applications.
1. Theoretical aspects of the career management system for municipal employees
1.1. The concept of municipal service and the professional status of municipal employees
Municipal service is a professional activity of citizens that is carried out on an ongoing basis in the positions of the municipal service replaced by concluding an employment contract.
An employer for a municipal employee is a municipality on behalf of which the powers of the employer are exercised by the employer's representative.
The representative of the employer - the employer may be the head of the municipality, the head of the local self-government body, the chairman of the election commission of the municipality or another person authorized to act as the representative of the employer's employer.
Legal basis municipal service in the Russian Federation
The legal foundations of the municipal service in the Russian Federation are the Constitution of the Russian Federation, as well as this Federal Law and other federal laws, other regulatory legal acts of the Russian Federation, constitutions, charters, laws and other regulatory legal acts of the constituent entities of the Russian Federation, hereinafter referred to as legislation on municipal service, charters of municipalities, decisions taken at gatherings citizens and other municipal legal acts.
Municipal employees are subject to labor legislation with the features provided for by this Federal Law.
The main principles of municipal service are
1 priority of human and civil rights and freedoms
2 equal access of citizens who speak the state language of the Russian Federation to the municipal service and equal conditions for its passage, regardless of gender, race, nationality of origin, property and official position place of residence attitude to religion beliefs belonging to public associations, as well as from other circumstances not related to the professional and business qualities of a municipal employee
3 professionalism and competence of municipal employees
4 municipal service stability
5 availability of information on the activities of municipal employees
6 interaction with public associations and citizens
7 the unity of the basic requirements for municipal service, as well as taking into account historical and other local traditions in the course of municipal service
8 legal and social protection of municipal employees
9 responsibility of municipal employees for failure to perform or improper performance of their duties
10 non-partisanship of the municipal service.
The relationship of the municipal service and the state civil service of the Russian Federation
The relationship of the municipal service and the state civil service of the Russian Federation further - the state civil service is provided through
1 of the unity of the basic qualification requirements for the positions of the municipal service and the positions of the state civil service
2 unity of restrictions and obligations during the passage of municipal service and state civil service
3 unity of requirements for training, retraining and advanced training of municipal employees and civil servants
4 accounting for the length of service of the municipal service when calculating the length of service of the state civil service and accounting for the length of service of the state civil service when calculating the length of service of the municipal service
5 correlation of the main conditions of remuneration and social guarantees of municipal employees and state civil servants
6 correlation of the main conditions of the state pension provision for citizens who have served in the municipal service and citizens who have served in the state civil service, as well as their family members in the event of loss of a breadwinner.
Position of the municipal service - a position in the local self-government body of the apparatus of the election commission of the municipality, which are formed in accordance with the charter of the municipality with the established range of duties to ensure the execution of the powers of the local self-government body of the election commission of the municipality or the person replacing the municipal position.
The positions of the municipal service are established by municipal legal acts in accordance with the register of positions of the municipal service in the subject of the Russian Federation approved by the law of the subject of the Russian Federation.
When compiling and approving the staffing table of the local self-government body of the apparatus of the election commission of the municipality, the names of the positions of the municipal service provided for by the register of positions of the municipal service in the constituent entity of the Russian Federation are used.
Municipal service positions are divided into the following groups
1 senior municipal service positions
2 main positions of the municipal service
3 leading municipal service positions
4 senior municipal service positions
5 junior positions in the municipal service.
The ratio of positions of the municipal service and positions of the state civil service of the constituent entity of the Russian Federation, taking into account the qualification requirements for the relevant positions of the municipal service and positions of the state civil service of the constituent entity of the Russian Federation, is established by the law of the constituent entity of the Russian Federation.
If a person is appointed to the position of head of a local administration under a contract, the charter of the settlement, and in relation to the position of head of the local administration of a municipal district of an urban district, the charter of the municipal district of the urban district and the law of the subject of the Russian Federation may establish additional requirements for candidates for the position of head of the local administration.
The law of the constituent entity of the Russian Federation may provide for the class ranks of municipal employees and establish the procedure for their assignment, as well as the procedure for their retention during the transfer of municipal employees to other positions of the municipal service and upon dismissal from the municipal service.
Class ranks indicate the compliance of the level of professional training of municipal employees with the qualification requirements for filling positions in the municipal service.
1.2 Principles of formation of personnel of the municipal service
Citizens who have reached the age of 18 who speak the state language of the Russian Federation and meet the qualification requirements established in accordance with this Federal Law for filling positions in the municipal service are entitled to enter the municipal service in the absence of the circumstances specified in Article 13 of the Federal Law as restrictions related to municipal service.
When entering the municipal service, as well as during its passage, it is not allowed to establish any direct or indirect restrictions or advantages depending on gender, race, national origin, property and official status, place of residence, attitude to religion, convictions, membership in public associations, as well as other circumstances. not related to the professional and business qualities of a municipal employee.
When entering the municipal service, a citizen represents
1 application with a request to enter the municipal service and replace the position of the municipal service
2 self-filled and signed questionnaire in the form established by the Government of the Russian Federation
3 passport
4 work book, except for cases when the employment contract is concluded for the first time
5 document on education
6 insurance certificate of compulsory pension insurance, except for cases when the employment contract is concluded for the first time
7 staging certificate individual for registration with the tax authority at the place of residence in the territory of the Russian Federation
8 military registration documents - for those liable for military service and persons subject to conscription for military service
9 conclusion of a medical institution on the absence of a disease preventing admission to the municipal service
10 information on income for the year preceding the year of admission to the municipal service on property and obligations of a property nature
11 other documents stipulated by federal laws, decrees of the President of the Russian Federation and resolutions of the Government of the Russian Federation.
The admission of a citizen to the municipal service is carried out as a result of appointment to the position of the municipal service on the terms of an employment contract in accordance with labor legislation, taking into account the specifics provided for by this Federal Law.
A citizen entering the position of head of the local administration, based on the results of a competition for filling the specified position, concludes a contract. The procedure for filling the position of the head of a local administration under a contract and the procedure for concluding and terminating a contract with a person appointed to the specified position under a contract are determined by Federal Law No. 131-FZ of October 6, 2003 On the General Principles of Organizing Local Self-Government in the Russian Federation. The standard form of a contract with a person appointed to the position of head of the local administration under the contract is approved by the law of the subject of the Russian Federation.
Persons performing the duties of technical support for the activities of local self-government bodies of election commissions of municipalities do not replace the positions of the municipal service and are not municipal employees.
The civil servant has the right to
1 familiarization with the documents establishing his rights and obligations for the substituted position of the municipal service, the criteria for assessing the quality of performance of official duties and the conditions for promotion
2 ensuring the organizational and technical conditions necessary for the performance of official duties
3 wages and other payments in accordance with labor legislation, legislation on municipal service and an employment contract
4 rest provided by the establishment of the normal duration of the working service time, the provision of days off and non-working public holidays as well as annual paid leave
5 receiving, in the prescribed manner, information and materials necessary for the performance of official duties, as well as making proposals for improving the activities of the local government body of the election commission of the municipality
6 participation on their own initiative in the competition for filling a vacant position in the municipal service
7 advanced training in accordance with the municipal legal act at the expense of the local budget
8 protecting your personal data
9 familiarization with all the materials of his personal file with reviews of professional activities and other documents before entering them into his personal file, as well as attaching his written explanations to the personal file
10 association including the right to create trade unions to protect their rights, socio-economic and professional interests
11 consideration of individual labor disputes in accordance with labor legislation protection of their rights and legitimate interests in the municipal service, including appealing to the court of their violations
12 pension provision in accordance with the legislation of the Russian Federation.
A municipal employee, with the exception of a municipal employee who replaces the position of the head of the local administration under a contract, is entitled, with prior written notice to the representative of the employer's employer, to perform other paid work, unless this entails a conflict of interest and unless otherwise provided by this Federal Law.
The civil servant must
1 comply with the Constitution of the Russian Federation federal constitutional laws federal laws other normative legal acts of the Russian Federation constitutions charters laws and other normative legal acts of the subjects of the Russian Federation the charter of the municipality and other municipal legal acts and ensure their implementation
2 perform duties in accordance with the job description
3 observe the rights and legitimate interests of citizens and organizations in the performance of official duties
4 to comply with the internal labor regulations established in the local self-government body of the apparatus of the election commission of the municipality job description procedure for working with proprietary information
5 maintain the level of qualification necessary for the proper performance of job duties
6 not to disclose information constituting state and other secrets protected by federal laws, as well as information that became known to him in connection with the performance of official duties, including information relating to the private life and health of citizens or affecting their honor and dignity
7 protect state and municipal property, including those provided to him for the performance of official duties
8 to submit, in accordance with the established procedure, information about himself and his family members provided for by the legislation of the Russian Federation, as well as information about the income received by him and the property owned by him, which are objects of taxation, about obligations of a property nature, hereinafter referred to as information about income about property and obligations of a property nature
9 notify the representative of the employer to the employer about the withdrawal from the citizenship of the Russian Federation on the day of withdrawal from the citizenship of the Russian Federation or about the acquisition of citizenship of a foreign state on the day of acquisition of citizenship of a foreign state
10 comply with restrictions to fulfill obligations not to violate the prohibitions established by this Federal Law and other federal laws
11 inform the representative of the employer to the employer of personal interest in the performance of official duties that may lead to a conflict of interest and take measures to prevent such a conflict.
A municipal employee is not entitled to execute an illegal assignment given to him. Upon receipt from the relevant head of an instruction that, in the opinion of a municipal employee, is unlawful, the municipal employee must submit to the head who gave the instruction in writing justification for the illegality of this order, indicating the provisions of federal laws and other regulatory legal acts of the Russian Federation, laws and other regulatory legal acts of the subject of the Russian Federation, municipal legal acts that may be violated in the execution of this order. If the manager confirms this order in writing, the municipal employee is obliged to refuse to execute it. In the event of the execution of an illegal order, the municipal employee and the head who gave this order are liable in accordance with the legislation of the Russian Federation.
Conclusions for chapter 1
Municipal service is a professional activity of citizens that is carried out on an ongoing basis in the positions of the municipal service replaced by concluding an employment contract. In order to effectively manage changes in various areas of public life, it is necessary to have personnel professionally trained for these purposes. modern world Russian society is undergoing rapid cardinal economic political social and spiritual changes. Under their influence, the system of training employees of the state and municipal service will change. In turn, changes in this system lead to changes in their knowledge of skills and abilities.
A municipal employee is a citizen who, in accordance with the procedure determined by municipal legal acts in accordance with federal laws and the laws of a constituent entity of the Russian Federation, performs the duties of a municipal service for a monetary allowance paid at the expense of the local budget.
To fill the positions of the municipal service, qualification requirements are imposed on the level of professional education, the experience of the municipal service of the civil service or the length of service in the specialty, professional knowledge and skills necessary for the performance of official duties.
Qualification requirements for the level of professional education, length of service in the municipal civil service or length of service in the specialty, professional knowledge and skills necessary for the performance of official duties are established by municipal legal acts on the basis of standard qualification requirements for filling positions in the municipal service, which are determined by the law of the subject of the Russian Federation in accordance with the classification of positions municipal service.
2 Analysis of the activities of the Balashikha Department of Social Protection of the Population personnel work
2.1 Purpose and prioritization of target technologies
To improve the efficiency and quality of business career management, the heads of all departments apply to persons who have unfairly followed the instructions entrusted to them, administrative measures of influence, the removal of premiums allowances mat. help reprimand severe reprimand. Persons who perform tasks of high quality are rewarded with bonuses and promoted through the ranks.
The decisions made by the head of the enterprise are formalized by order.
The head of the Balashikha department of social protection of the population brings information about decision each of his deputies who, in turn, bring clear instructions in writing, put their resolution on a copy of the order to the heads of structural units on the sequence of actions that must be performed in the current situation and determine the resources and means that can be used within a specific time frame. Heads of structural divisions of the Balashikha Department of Social Protection of the Population appoint responsible executors for the implementation this decision and control the correctness and timeliness of the implementation of the decision.
2.2 Components of a managerial decision
Figure 2.1 shows the organizational structure of the Balashikha Department of Social Protection of the Population.
Also, other structural units can be created in the center, the activities of which correspond to its goals and objectives.
Figure 2.1 - Organizational structure Balashikha Department of Social Protection of the Population
Structural subdivisions of the center in their activities report to the director of the center. The general activities of all structural divisions of the center are
identification and registration of citizens in need of social services
provision of social household medical psychological counseling and other assistance
assistance in activating the opportunities for self-realization of their needs among citizens served by the center
implementation of the principle of continuity in the provision of various forms and types social assistance
ensuring to the citizens served their rights and benefits established by law.
The structure has signs of a linear-functional construction; its peculiarity is that line managers carry out their activities on the principles of unity of command, but to ensure the necessary competence of management decisions, functional units are created under the head, which are headed by leading experts in certain areas. The advantage of the structure is to improve the quality of decisions made and adherence to the principle of unity of command.
Responsible for making management decisions of a strategic nature in the Balashikha Department of Social Protection of the Population
1 Head of the Department of the Balashikha Department of Social Protection of the Population - Syrova A.A.
2 Deputy Head of Department - Tkachuk V.M.
3 Chief Accountant– Kashapova E.V.
4 Heads of departments
— provision of social guarantees – Domozhirov Yu.M.
- for family and children - Kazarkin S.A.
— coordination of work subordinate institutions– Yashin P.V.
– organizational and information work and ensuring the activities of the Office
— information legal staffing
— organization of social payments
- social organizations service gr. the elderly and the disabled and the provision of rehabilitation services to the population
5 Leaders
— GBU SO MO "Balashikha complex center social service population"
- GBU SO MO "Balashikha Rehabilitation Center for Children and Adolescents with Disabilities "Rosinka".
3 The volume and complexity of the analysis of the internal environment of the Balashikha Department of Social Protection
The most significant achievement was the creation in the Balashikha district of "a centralized municipal system for registering and registering citizens entitled to social benefits, cash payments of a social nature and other types of social assistance." The functions of the coordinating body for the creation and maintenance of this system are carried out by the Department of Social Protection of the Population. A unified procedure for registering citizens eligible for social support measures has been introduced.
Location of the Office Moscow Region, Balashikha, st. Mira d. 5a.
Postal address 143900 Moscow region, Balashikha, st. Mira d. 5a.
The list of services provided by the BUSZN is presented in Table 2.1.
Table 2.1
List of services provided by specialized departments of the Balashikha Department of Social Protection of the Population
Social rehabilitation department - treatment room
– physiotherapy
- massage
– Exercise therapy individual programs and group programs in accordance with past diseases - groups for cardiovascular diseases of the musculoskeletal system, etc.
- workouts in the gym
- consultations of a general practitioner
- first aid
– consultations of a psychologist, individual and group methods for normalizing the psychological status
- social and labor rehabilitation classes in labor physiology - a set of exercises to restore fine motor skills
Day care department - organization of 2 hot meals a day, including additional services for organizing celebrations and memorial dinners
– cultural and leisure services – there is a bus in the center, which means there is an opportunity to travel
– services for social adaptation within the framework of occupational physiology classes
The number of staff of the institution, including its specialized departments, as of January 1, 2015, is 210 people.
Rice. 2.2. Analysis of the number of personnel of the Balashikha Department of Social Protection of the Population for 2012 - 2014
From the figure you can see the dynamics of growth in the number of personnel for the reporting period. Average headcount increases annually. The growth in 2014 compared to 2013 is 103 . Accordingly, the time wage fund increased from 3180 thousand rubles in 2012 to 5640 thousand rubles in 2014.
We will analyze the movement of personnel in the enterprise. We use the data of the register of personnel movement for 2012 - 2014.
The results of the analysis of the movement of the worker are presented in table 2.2.
Table 2.2.
The movement of the labor force in the Balashikha Department of Social Protection of the Population for 2012 - 2014 people
positive moment from the analysis of table 2.2. one can note a decrease in the staff turnover rate from 562 in 2012 to 286 in 2014. From enterprise security labor resources and the efficiency of their use depends on the volume and timeliness of all work, the efficiency of the use of machine equipment and, as a result, the volume of sales, cost and profit.
Conclusions on chapter 2
Thus, in order to improve the efficiency and quality of business career management, the heads of all departments apply to persons who have unfairly carried out the instructions entrusted to them, administrative measures of influence, the removal of premiums allowances mat. help reprimand severe reprimand. Persons who perform tasks of high quality are rewarded with bonuses and promoted through the ranks.
The system of social protection of the population began to take shape in 1988 and initially included only the Center for Social Services for Elderly Citizens and the Disabled. Over the course of seventeen years, the structure of the Office has been constantly changing depending on the areas of activity and the significance of the tasks being solved.
The most significant achievement was the creation in the Balashikha district of "a centralized municipal system for registering and registering citizens entitled to social benefits, cash payments of a social nature and other types of social assistance." The functions of the coordinating body for the creation and maintenance of this system are carried out by the Department of Social Protection of the Population.
The average headcount is increasing annually, there is a labor turnover, however, as a positive moment, we note a decrease in the staff turnover rate from 562 in 2012 to 286 in 2014. On a positive note, the staff turnover rate decreased from 562 in 2012 to 286 in 2014. The volume and timeliness of the performance of all work, the efficiency of the use of machine equipment and, as a result, the volume of sales, cost and profit depend on the security of the enterprise with labor resources and the efficiency of their use.
Chapter 3
3.1 Solution alternatives to improve career management in the Balashikha Department of Social Protection
To assess the state of the management decision-making optimization system for 19 elements, the method of expert assessments was used. Heads and employees of personnel departments of archival departments and services were involved as experts documentation support Balashikha Department of Social Protection of the Population.
Expert assessment was carried out using a questionnaire by identifying the completeness of the fulfillment of the conditions of each of the five blocks of the management decision optimization system.
In order to identify the features of making managerial decisions by the listed persons, it was decided to conduct a survey. Question answer. The method is simple, precise and clear. In order not to take a lot of time and get specific answers to specific questions.
The results will help to understand the nature of a person, his ability to act and attitude towards people, to identify the style of managerial decision-making and the most commonly used method of developing a managerial decision.
As part of the study, a survey was conducted; the questionnaire consisted of 27 statements. In addition to the survey, managers were asked the following additional questions:
— do you trust your subordinates to independently solve the problems that have arisen? Why
Do you welcome the initiative of your subordinates? Why
Do you often use the opinion of your subordinates when developing and implementing managerial decisions?
— You make decisions individually or based on the opinion of the majority Why
- Do you think that only the head of the department is responsible for the results of the department's activities?
— Do you think that each of its employees is responsible for the results of the department’s activities?
- when developing and making a management decision, you often use ______________________________________________________ indicate the name of the method or methodology, the information used, etc.
Based on the results of the survey, the questions are presented in Appendix 1, both the managers themselves and the employees of the relevant workshops, the following results were obtained - see table. 3.1 and 3.2.
Table 3.1.
The results of the survey of the leaders of the Balashikha Department of Social Protection of the Population
An observation was made using the timekeeping method, based on the results of which a diagram of the duration of meetings and meetings with the participation of the above persons was compiled, see fig. 3.1.
Rice. 3.1. Analysis of the duration of meetings in
According to Figure 3.1, it can be noted that the main part of the meetings and meetings held in the Balashikha Department of Social Protection of the Population, namely 80, lasts from 45 to 90 minutes.
Thus, we found that meetings in the Balashikha department are held once a week on Monday at 8 o'clock in the morning. Meetings of the heads of divisions of the Balashikha Department of Social Protection of the Population are held once a month or, as necessary, more often, the beginning of the meetings is 12 noon.
3.2 Uncertainties and risks of service delivery improvement alternatives
The main officials of the institution Balashikha Department of Social Protection of the Population in conditions of risk and uncertainty go through the following stages of managerial decision-making Fig. 3.2.
Fig.3.2. The stages of making managerial decisions are the main officials in the institution Balashikha Department of Social Protection of the Population
3.3 Types of efficiency and control over the implementation of alternatives
The question of the criteria for the quality of managerial decisions is often associated with the features and specifics of managerial work. If we consider managerial work as the sum of resolved managerial situations and the quality of decisions as a determining criterion for the effectiveness of this work, then the criterion for the quality of decisions will be their practical implementation. In this regard, in the practice of enterprises, an indicator is used that indirectly assesses the quality of managerial decisions through the number of decisions made and is calculated by the formula
Where Kk is the coefficient of quality of managerial decisions in
Rp - the number of management decisions made
Рв - the number of executed management decisions
Рн is the number of executed low-quality solutions.
This indicator essentially characterizes the quality of management as a percentage, although with a certain degree of inaccuracy.
We apply this technique to determine the quality of control for the period from 01/01/15 to 04/30/15.
1 Head of the Department of the Balashikha Department of Social Protection of the Population Syrova A.A.
2 Deputy Head of the Department of the Balashikha Department of Social Protection of the Population Tkachuk V.M.
3 Head of the GBU SO MO Gordeev S.S.
4 Chief Accountant Kashapova E.V.
5 Head of the department for providing social guarantees Kazarkin S.A.
6 Head of the Department for Family and Children Domozhirov Yu.I.
7 Head of the department for coordinating the work of subordinate institutions Yashin P.V.
From the above calculations, it can be seen that Syrova A.A. achieves the highest quality in the development and implementation of management decisions. It is possible that this is due to the fact that it is the Head of the Department of the Balashikha Department of Social Protection of the Population that bears the maximum responsibility for the management decisions he makes that affect the activities of the department as a whole.
3.4 Rationale for choosing a solution
Consider the quality of making collegial decisions for the same period of time according to the above methodology.
It can be seen that the quality of collegial decision-making is the highest.
Summarizing the information presented, we will make a table as a basis, we will take
and the data of theoretical analysis regarding the stages of development and management decision-making given in Section 1
b a general assessment of quality based on a high professional attitude towards all components of the SD development and implementation process. With this approach, the decision maker must pay attention to each stage of the SD development and implementation process, since the quality of each of them makes a significant contribution to the overall assessment of the quality of the entire solution. Quality is measured in relative units from 0 to 1. The lowest quality of a management decision is assigned a value of 0, and the highest one is assigned a value of 1. The overall quality score is calculated as the product of the quality values of all the constituent stages of stages and operations performed sequentially.
Formula for calculation
K \u003d k1 x k2 x k3 x k4 x k5 x k6 x k7 x k8
Where K is the overall quality rating
k1 ... k8 - the quality of each stage of development and management decision-making in relative units.
in examples of options for making managerial decisions by the leaders of the Balashikha Department of Social Protection of the Population.
The results are summarized in the table in Appendix 2.
Note The quality indicators of each stage of development and adoption of a managerial decision in relative units k1 ... k8 are determined based on the results of the next certification of executives conducted in the Balashikha Department of Social Protection of the Population in December 2014. As can be seen from the table, the highest indicator of the quality of managerial decisions is found in the case when decisions are made collectively.
Conclusions on chapter 3
To assess the state of the management decision-making optimization system for 19 elements, the method of expert assessments was used. The heads and employees of the personnel services of the archival units and the documentation support services of the Balashikha Department of Social Protection of the Population were involved as experts. We found that meetings in the Balashikha department are held once a week on Monday at 8 am. Meetings of the heads of divisions of the Balashikha Department of Social Protection of the Population are held once a month or, as necessary, more often, the beginning of the meetings is 12 noon. The main part of the meetings and meetings held in the Balashikha Department of Social Protection of the Population, namely 80, lasts from 45 to 90 minutes.
In the course of the study, the following shortcomings were identified
1. Insufficient use of the principle of collegiality in the preparation and adoption of managerial decisions
2. Some solutions are "pseudo-solutions"
3. Irrational use of working time in the procedures for making collegial decisions
4. Ignoring systematic and integrated approaches in the development and implementation of management decisions
5. Acceptance of intuitive managerial decisions in BUSZN prevails. Rarely used are graphic-analytical methods for developing SD related to a rational approach to this process.
Conclusion
List of used sources and literature
33. Ognev A. How to organize training for managers A. Ognev Personnel management. - 12 - 6 94 - P.26 - 27.
34. Pronkin S.V. Public administration foreign countries tutorial S.V. Pronkin O.E. Petrunina. - M. Aspect Press 2014. - 416 pp. Seitmukhametova M.V. Model for assessing the professional development of municipal employees Theoretical and special sociology. Materials of the Russian interuniversity conference "Prometheus" 2015. P.22-24.
35. Seitmukhametova M.V. The role of additional professional education in improving the competencies of municipal employees Sociology of Education 2011. 2. P.42-48.
36. Seitmukhametova M.V. System analysis of professional development of a municipal employee Sociology of management. Materials of the interuniversity conference of doctoral and postgraduate students. M. "Sputnik +" 2013. S. 35-39.
37. Sulemov V.A. State personnel policy in modern Russia theory history new realities. M. 2014.
38. Sulemov V.A. Problems of formation of regional personnel policy and the mechanism of its implementation. M. 2014.
39. Surin A.V. Training of managers of a new generation whom to teach what and how Issues of state and municipal management. - 2010. 1. S. 183-192.
40. Turchinov A.I. Problems of the theory and methodology of public administration and public service Public service. 2010. 5. S. 28-36.
41. Turchinov A.I. Professionalization of personnel policy problems of development of theory and practice. M. 2010.
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