Planning career of the state and municipal employee. Department of career of administration staff But Aleksandrovsk. Wide professional culture that goes beyond the required competence

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Introduction

1. Theoretical aspects of the municipal employee

1.1 Concepts of the municipal service and municipal employee

1.3 Legal foundations of municipal employees

2. Analysis of the activities of the administration of the municipality of the North Area of \u200b\u200bthe Orenburg region

2.1 Characteristics of the activities of the administration of the municipality of the Northern District

2.2 Characteristics of personnel policy of the administration of the North Area

2.3 Assessment of career opportunities in the administration of the Northern District

3. Ensuring the career growth of the municipal employee

3.1 Overcoming the problems of personnel policies of the administration of the Northern District

3.2 Professional training and retraining, as the path of improving the career growth of the municipal employee

Conclusion

List of used literature

Introduction

The relevance of the topic of the course project is due to the fact that at the moment the career growth of the municipal employee in Russia is not finalized, which leads to a number of problems in the municipal service. Modern society radically changed the attitude towards a professional career and began to consider it as the creative development of the person, aimed at official and professional growth, based on potential opportunities, continuous education and motivational processes. Man's desire to manage his career is explained by the huge value that career has for its livelihoods. Successful career provides material well-being, meeting the needs of self-realization, in respect and self-esteem, in success and power. The organization is also interested in the professional development of its staff. "If the career is a development and promotion in organizational space, then from the position of the organization, it is, above all, the problem of the integrity of this space, which is especially important for a professional-official component, that is, the organizational structure." The formation of a professional career affects such important problems as staff satisfaction with the work in the organization and the associated productivity of labor; The continuity of professional experience and corporate culture.

The object of the study is the personnel composition of the North Administration municipal Area Orenburg region.

The subject of the study is the analysis of personnel policy in the administration.

The goal of the course project - on the example of the personnel composition of the municipal district, to identify the problems of the career growth of the municipal employee, to identify the reasons and make proposals for the elimination of deficiencies.

Project tasks:

Explore theoretical aspects this issue;

To analyze the personnel policy of the administration;

Suggest measures to improve the career growth of the municipal employee.

1.Torescent aspects of the municipal employee

1.1 Constitution of the municipal service and municipal employee

Under the municipal service, they understand professional activities on a permanent basis in local governments to fulfill their powers.

Prior to the adoption of the Constitution of the Russian Federation in 1993, the concepts of the municipal service did not exist at all, and workers in local authorities were considered civil servants. With the allocation of local governments from the system of state authorities, issues of municipal service demanded legal regulation.

the federal law "On the basics of the municipal service in Russian Federation"Adopted in 1998, divided municipal positions for 3 categories:

- "A" - elected municipal positions, i.e. posts that are replaced by municipal elections and members of representative bodies, heads and other elected officials of local self-government;

- "B" - replaced by the employment contract (hiring) to directly ensure the activities of persons holding the positions of category "A". This category includes deputies, assistants, referents and other employees. An employment contract with such an employee is, as a rule, for the term of office of an official of the category "A", the work of which provides this employee;

- "B" - other municipal employees working on an employment contract.

The municipal service is only the service for the positions of categories "B" and "B", which are not elected and replaced by an employment contract.

Thus, the head of local government or a deputy of the representative body occupy municipal positions, but are not at the municipal service and are not municipal employees. Does not apply to the municipal employees auxiliary and technical personnel (drivers, secretaries, buildings service staff, etc.), since these employees do not fulfill local government.

The differences between the elected officials of local self-government and municipal employees are presented in Table 1.1

Table 1.1.

Differences between the elected officials of local self-government and municipal employees

1. Dimensional signs	2. Selecting officials	3. Municipal employees
Methods of selection of employees	Citizens are chosen	Hired for a certain position, sometimes in competition
	Determine public goals, development strategy (approve municipal programs, plans and local budget)	Choose ways and means of carrying out goals, execute programs, Plans and Local Budget
Criteria selection of employees	Support voters	Qualification, Experience, Professionalism
The possibility of presenting political parties and other public associations	Can represent various political parties and other public associations	It is not entitled to use his official position in the interests of political parties and other public associations
Duration of work	Selected for the term of office established by law or the charter of the municipal formation	Hired indefinitely or for the term of office of the elected official whose work they provide

The municipal service, as well as work at elected municipal positions, is funded at the expense of local budgets. For municipal employees, relevant conditions and wages should be provided. So, according to the European Charter of Local Self-Government (paragraph 2 of Art. 6): "The conditions for the work of local government bodies should be such that the selection of highly qualified personnel, based on the principles of learning and competence, should be ensured by the relevant conditions of professional Preparation, payment and promotion. "

To determine the level of vocational training and compliance of the municipal employee, a periodic certification of municipal employees (after 2 to 3 years) should be carried out. In the process of passing the service, the municipal employee has the right to periodic advanced training, retraining (retraining) at the expense of the local budget

The municipal employee must:

Ensure compliance with the legislation, the protection of the rights and legitimate interests of citizens;

Timely consider the appeals of citizens, public associations, enterprises, institutions and organizations, state bodies and local governments, allowing them in the manner prescribed by law;

Ensure each citizen the opportunity to familiarize themselves with documents and materials directly affecting his rights and freedoms;

Execute orders, orders and instructions (with the exception of illegal) managers given within their official powers;

Comply with the rules of the internal employment regulations, job descriptions, the procedure for working with official information, maintain the level of their qualifications;

Do not disclose information that makes secrets protected by law and other regulatory legal acts, as well as information that has become famous in connection with the execution official dutiesaffecting privacy, honor and dignity of citizens, including after the cessation of the municipal service.

The federal law establishes the procedure that the municipal employee annually, as well as a citizen upon admission to the municipal service, is obliged to submit to the state tax service authorities information about the income and property owned by him on the right of ownership, which are tax objects.

The activities of the municipal employee require certain restrictions that impede the use of official position for mercenary purposes or to the detriment of the population. In particular, according to federal law, the municipal employee is not entitled:

Engage in other paid activities, except for pedagogical, scientific and other creative;

Be a deputy of all levels or elected officials of local self-government;

Engage in entrepreneurial activities personally or through proxies;

A member of the Office of a Commercial Organization, if he is not entrusted with his post to participate in the management of this organization;

Be an attorney or representative on third parties in the local government office, where it consists in the municipal service;

Use official information, as well as means of logistical, financial and information support, other municipal property;

Receive fees for publication and speeches as a municipal employee;

Receive remuneration from individuals and legal entities (gifts, monetary remuneration, loans, services, payment of entertainment, recreation, transportation costs and other remuneration) for the actions related to the performance of official duties;

To travel on business trips at the expense of individuals and legal entities, with the exception of business trips carried out by agreement with other local governments, as well as with state authorities and local self-government bodies of foreign states, international and foreign non-profit organizations;

Take part in strikes;

Use your official position in the interests of political parties, religious and other public associations.

Municipal employees are not entitled to form political parties, religious and other public associations in local self-government bodies, with the exception of trade unions.

The municipal employee is obliged to transfer in the prescribed manner to confidential office under the guarantee of the municipality during the passage of the municipal service that are owned by his property (shares) in the authorized capital of commercial organizations.

The municipal employee has the right to:

Familiarization with documents that determine his rights and obligations for the position of the municipal service, the criteria for assessing the quality of work and the conditions for promoting the service, as well as the working conditions necessary for their official duties;

Obtaining in the prescribed manner of information and materials necessary for the performance of official duties;

Visit in the prescribed manner to fulfill their official duties of enterprises, institutions and organizations, regardless of their ownership forms;

Decision-making and participation in their preparation in accordance with its official duties;

Replacement of vacancies of the municipal or civil service taking into account his qualification discharge;

An increase in monetary content, taking into account the results and experience of its work, as well as the level of qualifications;

Introduction to all materials of your personal case, reviews about your activities and other documents before making them in a personal case, the involvement of explanations for a personal business;

Conducting a service investigation on his requirement to refute information that flashes his honor and dignity;

Entry into commercial unions;

Making proposals for the improvement of the municipal service;

Appeal to the relevant local governments or to court to resolve disputes related to the municipal service.

The specifics of the municipal employee requires the establishment of clear social guarantees for him. The federal law determines that the municipal employee must be guaranteed:

Working conditions ensuring their official duties;

Monetary content and other payments provided for by law;

Annual paid vacation;

Medical care of his family and members of his family, including after retirement;

Pension provision for long service and pension provision of family members of the municipal employee in the event of his death that comes in connection with the performance of their official duties;

Mandatory state insurance in case of harm to health and property in connection with the execution of official duties, in case of a disease or disability during the passage of the municipal service or after its termination, but has come in connection with the execution of official duties;

Protecting him and members of his family in accordance with the procedure established by law, from violence, threats, other illegal actions in connection with the performance of official duties.

The municipal employee, depending on the conditions of the municipal service, are provided in cases and procedure established by the charter of the municipality in accordance with the laws of the constituent entities of the Russian Federation, living area, service transport or cash compensation for transportation costs.

The monetary content of the municipal employee consists of an open salary, monthly allowances for the qualifying discharge, special conditions of the municipal service, service, and premiums based on the results of work and other types of allowances and payments provided for by the regulatory legal acts of the municipality, the laws of the Direct entity of the Russian Federation and federal laws. The minimum salary of the municipal employee cannot be lower than the minimum salary of the civil servant of the relevant subject of the Russian Federation. The maximum salary of the municipal employee cannot exceed the maximum salary of the state civil servant of the same subject of the Russian Federation.

The municipal employee is established annual paid leave by a duration of at least 30 calendar days and additional paid leave for long service may be provided additional holidays In cases and procedure provided for by the legislation of the Directory of the Russian Federation and municipal legal acts.

1.2 Career growth of the municipal employee

Career of the municipal employee is a way to rational use of the personnel of municipal authorities and the potential of a specific municipal employee, satisfying its needs as the level of qualifications, experience, development of abilities, changes in the system of motives and needs.

A citizen under the age of 18 years old who has an appropriate education and responding may be adopted to the municipal service. qualifying requirements held position. The reception to the municipal service can be carried out: on the terms of appointment, a contract or contract (urgent or indefinite), for the term of office of the elected person, whose work will provide a municipal employee, or on other conditions.

The replacement of the vacant position of the municipal service, as a rule, should be carried out according to the competition, in the manner prescribed by the regulatory legal act of the municipality. For a citizen, first adopted as a municipal service, or when transferring to a higher position, a trial period of up to 3 months can be established. In the unsatisfactory result, the municipal employee may be transferred from his consent to the former or other position of the municipal service, and if the translation is not possible or refusal - dismissed.

At the municipal employee with his consent, the fulfillment of additional duties may be entrusted for another post of municipal service with payment by agreement. An increase in the municipal employee can be made from the reserve of personnel or the competition.

To determine the level of professional training and compliance of the municipal employee, a periodic certification of municipal employees should be carried out (after 2 to 4 years). In the process of passing the service, the municipal employee has the right to periodic advanced training, retraining (retraining) at the expense of the local budget. In connection with the reform of local self-government, attention is strengthened to the problems of the preparation and retraining of municipal employees. Developed training programs for various forms of retraining and categories of employees (with a complete and partial separation from production, without separation from production, etc.).

Promotion and recovery for work at the municipal service, dismissal for admitted violations are carried out in accordance with the legislation of the Russian Federation on labor.

The termination of the municipal service is carried out on a personal statement by the employee in connection with the term of the contract, retirement or other reasons. The dismissal of the municipal employee on the initiative of the head of the municipal authority is possible only on the grounds provided for by law.

1.3 Legal basis of municipal employees

The municipal law includes norms establishing the legal foundations of the municipal service that is not state. Common for state and municipal service is the term "Public Service".

Public service is a service in the public authority. From this point of view, we can say that the norms of municipal law are a source of public service, that is, state-owned services. Since local governments are not recognized government agenciesThe workers in these institutions cannot be called civil servants.

It means an important distinctive feature that the municipal service has the fact that these are activities to execute the powers of local governments, that is, the activities under the subordination of the municipality, and the municipal employees receive money from the local budget. It follows that the municipal employee is a citizen of the Russian Federation in accordance with the procedure established by federal legislation and the legislation of the subjects of the Federation. As well as included in the staff, in the structure of the municipal administration, and has a qualifying discharge (special title, rank, rank, degree, class). Concluded with the state authority employment contractproviding him with the functions and powers receiving money and having a social and legal status guaranteed by the state.

The need for legal regulation of relations in the field of municipal service and the establishment of the legal status of municipal employees, that is, persons engaged in regular municipal positions in local governments and other organs formed by them, has long been long. The status of the municipal employee, along with the status of civil servants, is determined by federal legislation, as well as the legislation of the subjects of the Federation.

It seems that municipal employees in their legal status cannot differ from civil servants, as the rights, duties, responsibility, the terms of reference, the types of service, entering the service and the cessation of official relations, and so on, are exactly the same. In other words, traditional elements of the status of a state employee are also inherent in the municipal. But, with all this, there are laws for municipal employees.

2. Analysis of the activities of the administration of the Northern District of the Orenburg region

2.1 Characteristics of the organization of the activities of the administration of the Northern District

The administration of the Northern District is the Executive and administrative body of the local self-government of the Northern District, authorized to solve local issues and powers for the implementation of individual government powers transferred to the local governments of the Northern District federal laws and the laws of the Orenburg region.

The legal basis for the activities of the Administration of the Northern District is constituted by the Constitution of the Russian Federation, the legislation of the Russian Federation and the Orenburg region, the charter of the municipality of the Northern region of the Orenburg region, legal acts Council of Deputies of the Northern District, the head of the Northern District, the administration of the Northern District, the present position.

The administration of the Northern District and the head of the administration are accountable to the head of the district and the Council of Deputies of the Northern District.

The administration of the district is headed by the head that is appointed and exempt from the position of the head of the district under the conditions of an urgent employment contract.

During the absence of the head of the district administration (vacation, travel, illness, etc.), his duties perform the first deputy or one of the deputies in accordance with the distribution of responsibilities.

The appointment for the position and liberation from the post of deputy heads of the district administration, the heads of the district administration departments produced by the Head of the district administration.

The administration of the North Area has rights legal entity, It has an independent balance sheet, a personal account, estimates of income and expenses, printing, stamps and forms with their name, accounts in banking institutions, is endowed with the established procedure necessary property, financed at the expense of the local budget.

The administration of the Northern District independently or through its bodies has the right to acquire or carry out property and personal non-property rights and obligations to act in court.

The structure of the administration of the North Area includes:

1. Independent structural units of the administration of the North Area:

1.1. Financial Department of the Administration of the Northern District;

1.2. Management of social protection of the population of the administration of the Northern District;

1.3. Department of Culture of the Administration of the Northern District;

1.4. District Department of Education of the Administration of the Northern District

2. Structural units of the administration of the North Area:

2.1. Department of Agriculture Administration of the Northern District;

2.2. Department of Economics;

2.3. Committee on Municipal Property Management

2.4. Department of Architecture and Construction

2.5. Organizational department;

2.6. Department of records of civil status acts;

2.7. Archive department.

Independent structural units of the administration of the North Area:

1. Independent structural units of the administration of the Northern District are subjects of the Office of the Northern District, which possess the executive and administrative functions in a particular field or branch of the municipal economy, endowed with the rights of a legal entity. Independent structural units are local governments.

2 independent structural units of the administration of the Northern District, endowed with the individual functions of management facilities in a certain branch of the economy, are the management bodies of the relevant branches of the economy.

Their administration may contain municipal enterprises and institutions, other municipal objects.

3. The basis for the state registration of independent structural units of the administration of the Northern District as legal entities is the decision of the Council of Deputies of the Northern District on the establishment of these independent structural units and approval of the provisions about them. The property is consolidated by them on the rights of operational management.

4. As part of the independent structural divisions of the administration of the Northern District, management, departments and sectors can be formed.

5. The structure, procedure, the powers of independent structural units of the Administration of the Northern District are determined by the Regulations approved by the head of the Northern District Administration.

6. Independent structural divisions of the Administration of the Northern District independently decide on issues related to their maintenance, lead the subordinate enterprises and institutions subject to the guarantees of their independence established by law.

7. Independent structural units of the Administration of the Northern District are subject to the head of the Northern District and the head of the North Area administration, and their leaders are accountable and responsible for their activities in front of them.

Independent structural units of the administration of the Northern District, performing individual government powers, controlled in accordance with the legislation to the authorities of state power in terms of their powers.

8. Independent structural units of the Northern District administration are headed by leaders, on the principles of unity, which, in order to implement their powers, make orders.

Structural units of the North Area administration:

1. Structural divisions of the administration of the Northern District - sectoral (functional) units that do not have the rights of a legal entity, endowed with executive and administrative functions in a particular field or branch of the economy of the Northern District.

2. The structural units of the administration of the Northern District on their maintenance are carried out:

2.1. Organization of the implementation and implementation of federal and regional legislation, decisions of the Council of Deputies of the Northern District, orders of the Northern District administration on local issues.

2.2. Organization of public authority transferred to the local governments of the Northern District federal laws and laws of the Orenburg region.

2.3. Preparation of draft decisions of the Council of Deputies of the Northern District, orders of the head of the Northern District, the head of the administration of the Northern District.

2.4. Other powers are provided for by the Charter of the Northern District, the Regulation on the Structural Division.

2.5. The structural divisions of the Northern District administration are subject to the head of the Northern District and the head of the North Area administration, and their leaders are accountable and responsible for their activities before them.

3. The system of structural units of the North Area administration includes departments.

4. The structure, procedure and powers of the structural divisions of the administration of the Northern District are determined by the Regulations approved by the head of the administration of the Northern District.

2.2 Analysis of the personnel situation in the administration of the Northern District

In 2009, 32 municipal employees were located in the administration of the Northern District in the municipal service. Table 2.1 analyzed the qualitative composition of municipal employees of the administration. The table shows that in 2009 experts with technical education prevailed - 37.5%, economic - 31.2%, legal and humanitarian education by 15.6%. In addition, 87.5% (28 people) of municipal employees have a higher education, 12.5% \u200b\u200b(4 people) of employees have an average - vocational education.

Table 2.1.

Qualitative composition of municipal employees

Education (for example)	Higher education (person)	Mid-specials. Education (person)
technical education
economic Education
legal education
humanitarian education
	87.5% (28 people)	12.5% \u200b\u200b(4 people)

From here we can draw the following conclusion: the qualitative composition of the municipal employees of the administration of the Northern District is high and in idle in any case of a particular unit of administration should not be theoretically, but in practice it turns out everything differently.

In the course of the analysis, statistics on the milled employees for 2006-2009 are determined. The results are shown in Figure 2.1. Basically, all layoffs are associated with retirement. In general, the fluidity of frames is minimal, some conclusions can be made of this: stable wage, competent personnel management, satisfactory socio-psychological climate.

Fig. 2.1 - Personnel fluidity for 2006-2009.

Having considered Fig. 2.2. It is safe to say that employees of mature age prevail, and too few young professionals. This is primarily due to the perspective of the area for the development of young professionals. Rural area, thereby there is a permanent outflow of young professionals in more promising for development big cities. It is also associated with low fluidity of personnel in the administration, and in those rare cases when a vacancy opens, the applicant already exists and is already known in advance. There will be a place in the ranks of the municipal employee.

Figure 2.2 - age-related data of the administration of the Northern District

Table 2.2. The number of men and women in the administration is shown.

Table 2.2.

Political composition of the administration of the Northern District

As a result of the analysis of personnel policies of the Northern District administration, the following problems can be designated:

Inappropriate qualifications of municipal employees (the lack of specialists in the field of municipal administration, employees have higher education in other areas);

The problem of the age structure of employees (the predominant share of workers between the ages of 40 and 60 years and more);

2.3 Assessment of career opportunities in the administration of the Northern District

Consider the career growth of the Deputy Head of Administration, Head of the Administration Office of the North Area.

In 2006, he entered the municipal service to the organizing department for the position of chief specialist-lawyer. During the work, I showed myself only from the positive side. In it, they note such qualities as: sociability, diligence, prospects and ability to convince others.

In 2007, attestation was successfully held, after which he received a cool rank municipal adviser class 3.

In 2010, after the change of power, the administration is appointed to the position of head of the administration's office.

Another example of career growth in the administration of the Northern District, Head of the Economy Department.

In 2004, he entered the municipal service as a leading specialist department of the economy. In the same year, she is assigned to the cool rank of municipal service 2 and 3 class.

In 2005, the excellent municipal service was assigned a cool rank - adviser to the municipal service 1 class.

In 2006, after a successful delivery of the qualifying exam, it occupies the main position in the department of the economy, after which they assign a cool rank-municipal adviser class 3.

In early 2010, after another successful certification and excellent indicators, the work is assigned a cool rank-municipal adviser in class 2.

3. Ensuring the career growth of the municipal employee

3.1 Decision personnel problems in the administration of the Northern District

municipal employee career administration

In the course of the analysis of personnel policy of the administration of the Northern region, I revealed two important problems:

1) the problem of age structure of employees;

2) Inappropriate qualifications of employees.

The first problem as we already know is connected with the prestigiousness of the service in local governments, weak motivation of the administration, with the result that young economists, lawyers, sociologists and other specialists choose work in the commercial sector. Thus, there is an outflow of young professionals from the area to more promising cities. Consequently, high attention to the motivation of managerial labor is activated by the influx of young specialists to the municipal service.

Motivation involves material incentives and social support. Currently, the basis of the mechanisms of material incentives is the question "How much to pay the municipal employee?", I think that the question should be "for what to pay a municipal employee?". It is necessary to create such conditions so that the administration's employee understand that his work, in particular the initiative in the implementation of strategic tasks, will be rewarded accordingly.

Providing social guarantees of municipal employees, in my opinion, implies two directions.

First, this is a concern for the health of the municipal employee. It is necessary to ensure the dispensarization of employees and ensure their sanatorium-resort treatment. It is also possible to acquire medical insurance policies with an extended service package. To ensure not only physical, but also psychological health, it is advisable to organize with the administration of psycho-emotional unloading.

Secondly, this is an improvement in housing conditions or providing temporary housing during service in local governments. To attract or encourage valuable specialists, partial support for the participation of employees in individual housing programs is possible.

You can also solve this problem by learning on the target direction. According to the 2004 law, the target training of specialists is conducted at the request of municipalities at the expense of the federal budget. A commission is created, which finds out which experts need to be needed to enterprises of the region, and accumulates this information. The municipality also finds applicants for target places. Work closely with the schools of the district and teach future specialists at the expense of the federal budget. It will be a good example for other institutions and enterprises of the area in order to rejuvenate personnel. From here, there is a lot of positive features not only for the administration, but also for the area as a whole, one of them is the influx of young people and, accordingly, an increase in the birth rate. Only one municipal institution, namely the Central District Hospital, works in the target learning area.

In solving the second problem, I think the most important thing:

First, training in the target direction. As already mentioned above, it is to prepare specialists at the expense of the federal budget. It can be seen that these two problems are interrelated.

Secondly, the problem is solved at the expense of the qualitative certification of municipal employees. In the administration of the Northern District, the certification of municipal employees has a number of shortcomings:

· The irregularity of the certification;

· Conducting the assessment of certified only on formal criteria (education, work experience);

· A slight percentage of municipal employees sent by the results of certification for retraining and advanced training, as well as enrollled in reserve for nomination.

To eliminate these drawbacks it is necessary to exclude the attitude towards certification as a formal event. This, in turn, requires use for certification of a wider arsenal of quantitative and qualitative assessment methods.

3.2 Professional training, as the path to improving the career growth of the municipal employee

The transition from various forms of professional preparation for improving its content today is relevant today. But, first of all, it is necessary to approach the selection of listeners to prepare for various programs, taking into account the requirements for their position and career opportunities. Importance has the development of individual training plans for both listeners with sufficient qualifications for the implementation of assigned functions and for employees (especially newly elected heads of municipalities) who have no necessary knowledge, experience in the field of state and municipal management.

In order to improve vocational training, it is necessary to analyze the effectiveness of training programs, retraining and advanced training, revise the content of training courses and programs for the purpose of their greater orientation in the practical orientation. Defining the elements necessary to prepare state and municipal employees, except those that they have for basic education, it is necessary to allocate:

- Practical and adapted knowledge of specific management elements: Financial management, material, human intellectual and temporary means

- Wide professional culture that goes beyond the required competence

- Personal deepening of knowledge of the system of universal communications

- Competence in the specific area of \u200b\u200bactivity

- The ability to use all the resources of computerization and modern information technologies.

In order for the head and middle rank head in the state and municipal service system, learned to think correctly and reasonably argue, logic courses and even philosophy, penetration into the depth principles of law, economics, psychology, etc. Professional retraining is also useful for narrow-controlled learning, and in this regard, the main task is to select listeners in the formation of groups by nature (close or interacting), and in the curriculum should be provided to study practical experience - i.e. The introduction of an internship system. Advanced training - short-term courses held at present for those categories of employees who cannot be included in the training and retraining programs, it is also necessary to provide and make part of the programs as additional training in specific areas of work on the basis of the knowledge already received within the framework of other programs. This is relevant in the formation of the composition of the participants in problem seminars.

In working with municipal services for the provision of methodological assistance, it is also necessary to move from control over the organization of permanent seminars and one-time departures on requests for the definition of priority problems, selection teams for their study and development of the development strategy of each territory.

However, it should be noted that none of the types of vocational training may not be sufficient, although everyone has its impact. Preparation in the form of specialized courses, and not integrated programs loses its important task - to encourage students (state-owned and municipal employees) the desire for self-improvement adapted to its own needs, which is possible only when passing through a clearly composed sequence of learning stages, and that Overalls thinking, approaches to assessing real situations, the vision of prospects. On the other hand, it should be fear that the stages of preparation absorbed alone after others will remain almost external or simply by side. Therefore, further it is necessary to develop all forms of training, improving the content, individually approaching everyone, taking into account the prospects for its use in the state and municipal service.

At the same time, the study itself cannot be effective without a personnel work system as a whole. Vocational training should precede a lot of work on qualitative estimate personnel. Professional professors are needed in all categories of employees, administrative posts, which are compiled on the basis of certification of work, and then - already evaluating staff, and not formal, namely professional fitness. And only according to the results of a professional assessment, the form of education is determined: advanced training, retraining in the event of a high assessment of intellectual and organizational abilities, as well as moral qualities. It must be considered:

- personal needs of participants in vocational training;

- Possible promotion;

- the needs of the management body in certain specialists.

The passage of training must be taken into account when planning a career, promotion.

For the effective career growth of municipal employees of the administration of the North Area, I consider it right to send them to special courses in Orenburg State University To improve in their business and the competence of the occupied place. Duration of courses 72 hours (18 days). At the end of the course of training, an exam is conducted in the form of a test and several situational tasks, after which the percentage of the exam is calculated and the characteristic is written on the municipal employee.

Course costs:

The amount of courses - 10000 thousand / rubles.

Accommodation in the hostel - $ 10 / day - the whole cycle of accommodation - 21 * 150 \u003d 3150 thousand / rub.

Nutrition - 200 rub / day - the whole cycle of power - 21 * 200 \u003d 4200 thousand / rub.

Travel - 1000rub

SAV \u003d 10000 + 3150 + 4200 + 1000 \u003d 18350 thousand / rub.

The effectiveness of this event is determined by the fact that lecture information is presented in such a way that even a lazy specialist will be interested. I believe if the municipal employee is interested in his career growth, he will listen to lectures with great attention and interest and thereby cultivate in his own business.

Conclusion

During the writing of the course project, I determined that municipal employee is a citizen of the Russian Federation, which has reached the age of 18, acting in the manner determined by the charter of the municipality in accordance with the federal laws and laws of the constituent entity of the Russian Federation, the obligations under the municipal position of the municipal service for the monetary remuneration paid at the expense of the local budget.

In the course of the analytical study, several problems related to personnel policies in the administration were identified, thereby affecting the career growth of the municipal employee.

In the project part of the course project, I proposed measures to overcome these problems and calculated the economic efficiency of the career growth of the municipal employee.

From here, I concluded that the main factors for the promotion of municipal employees on the career ladder are motivation, preparation and retraining and special qualifications courses.

Thus, it can be concluded that budgetary funds are spent on professional training of state and municipal employees, and, realizing that the most profitable investment is an investment in training, we believe that the efficiency of knowledge gained remains equally important. It is possible to achieve the effectiveness of professional training of municipal employees only in determining the principles and priorities of personnel policy and skillful management of the personnel potential of the region, thereby increasing the efficiency of the municipal service.

Career is a complex, multidimensional phenomenon, which is a process of official, professional and socio-economic development of an individual, expressed in the development of the career space, or in advancement in a particular career environment and based on potential opportunities, continuous education and motivational processes. Career is connected not only with the ascent on the steps of the career ladder (official growth), but also with professional development, expressing in the training and self-study of the individual, the desire to raise the level of their knowledge, skills and skills to maintain competitiveness in the labor market.

With a change in political, economic, legal conditions in Russia, local self-government is being revived. And now, in local government bodies, municipal employees are held, who structurally represent a special group of employees.

List of used literature

1.Federal Law "On the General Principles of Local Self-Government Organization in the Russian Federation" from 06.10.2003 No. 131-ФЗ

2. Municipal management system: Textbook for universities. 4th ed. / Ed. VB Zotova. - SPb.: Peter, 2008. - 512 p.

3. Constitution of the Russian Federation from 1993

4. FZ dated July 31, 1995 No. 119-FZ "On the basics of the State Service of the Russian Federation" (ed. Dated 27.05.2003).

5. Posternaya N. V. Municipal law. Textbook. M., 2006, p. 350.

6. Zamotheev A. A. Local self-government: Basic concepts and terms. M., 2004, p. 400.

7. On the municipal service in the Russian Federation: Federal Law of March 2, 2007 No. 25-FZ // Russian newspaper dated March 7, 2007 No. 47.

8. Vasilyev M. A. Local self-government. M., 1998, p. 512.

9. Sleptsov N.S. Problems of formation of state regional system preparation, retraining and advanced training of civil servants // Sociological support of civil service. - M.: Rags, - 2004. - № 10.

10. Sociological studies in the system of civil service, 2002-2004: Information and analytical materials of the department of state. Services and personnel policies of Rags under the President of the Russian Federation. M., 2004.

11. Sociological sketch of a collective portrait of civil servants // Sociology of power. 2004. No. 1.

12. Toropin A.Ya. PRINCIP of the professionalism of the civil servant of the Russian Federation: theoretical and legal characteristics / A. Ya. Toropin // Regionology.-1999. - No. 2. - P. 48-53.

13. Turchinov A.Profescionalism of the civil servant must be constructive: [conversation with the head. Department of State. Services and frame. Politicians of Rags A. Turchinov / Vel O. Chernysheva] / A. Turchinov // State. service. - 2001. - № 3. - P. 101-112.

14. Unpeeva A.A. INSTITUTE OF ETHICS OF THE STATE PERSONAL / A. A. Unpelev // Power and UPR. In the east of Russia. - 2004. - No. 1. - P. 128-129.

15. Management activities: decisions, trainings, assessments / K. D. Skypnik, M. N. Moocryanin, L. V. Vorobay, M. V. Shevchenko. - M.: Prior, 1999. - 128 p. - 20-90.

16. Management activities: structure, functions, staff skills / K. D. Skripnik, A. E. Gergelev, T. L. Kutasova, etc. - M.: Prior, 1999. - 192 p. - 24-90.

17. Fedulov Yu.G. Automated systems organizational management. - M.: Rags. - 2004.

18. Chahireva T.N. Development of methods of personal assessment of civil servants: author. dis. ... Cand. tehn Sciences / T. N. Chahireva; Sev.-Zap. Acad. State Services. - St. Petersburg., 2002. - 20 p. - B.TS.

19. Locaratan O.I. Russian Labor Culture and Management / O. I. Lavocatant // societies. Science and modernity. - 2003. - No. 1. - P. 30-54.

20. Locaratan O.I. Russian Labor and management culture / O. I. Slastan, V. V. Karacharovsky // World of Russia: Sociology, Ethnology. - 2002. - T. 11, No. 1. - P. 3-56.

21. Scharkovsky L.Ya. Image of a civil servant and media / L. Ya. Scharkovsky // Sociology of power: Inform.-Analyte. Bul. / Rags. - 2003. - № 2/3. - P. 193-213.

22. Shuvalova N. Loyalty - means loyalty? / N. Shvalova // Framework and staff. - 2004. - No. 1. - P. 39-42.

23. Kibanov A.Ya. Personnel management: labor regulation: studies. allowance / A. Y. Kibanov, G. A. Mamed-Zade, T. A. Rodkin; State University of UPR. - 2 ed., Pererab. and add. - M.: Exam, 2001. - 640 p. - 195-00: 124-73. Code of service behavior of officials: to be or not to be?: [Materials "Round Table"] // Official. - 2003. - № 3. - P. 14-23.

24. Komleva V.V. Professional ethics of civil servants in the conditions of reforming the public service / V. V. Comleva // Sociology of power. - 2004. - No. 1. - P. 96-115.

25. Queen M. Assessment of the quality of official activities of the civil servant / M. Korolev // State. service. - 2003. - № 5. - P. 91-95.

26. Kuzmichyev A. The problem of morality or rights [in civil service]? / A. Kuzmichyev // Frame service. - 2002. - № 1. - P. 63-66. The ending. Start SM.2001.-№12.

27. Mamed-Zade Mr. Regulation of the work of managers / Mamed-Zadeh // Servicebakadrov .-2002.-№9.-s.100-105.

28. Makhov E. Universal evaluation key: Professional - the most important tool Ex. / E. Mach // Frame service. - 2003. - № 6. - P. 33-38.

29. Mashukova N. Professional standards Change the situation: a model for building a project / N. Mashukova // Personnel service. - 2001. - № 7. - P. 28-32. - The ending. Start see 2001. - № 6.

30. Mezentseva A. Fair to appreciate the work of the official / A. Mezentsev // Frame service. - 2002. - № 1. - P. 67-73; # 3. - P. 57-61.

31. Menshova V.N. Assessment of public servants: problems and priorities / V. N. Menshov // State Service, 2003. - P. 142-149.

32. Mitin A.N. Methodology of modeling in preparation for the assessment of staff of public service / A. N. Mitin // Official. - 2002. - № 5. - P. 38-43.

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66. Management of the career of state (municipal) employees.

The main element in the career management of the HS is its development.

The development of a career is called the actions that the employee is taking to implement its plan. Planning and managing career requires an employee and from the authority of additional efforts, including:

Submissions an employee of professional growth opportunities, providing a higher level of his life;

A clearer definition of personal professional perspectives of the employee;

The possibility of targeted preparation for future professional activities;

Increasing the competitiveness of the employee in the labor market.

The main responsibility for the planning and development of your own career is serving. The head of the authority and management acts as a mentor or sponsor of the employee. Its support is necessary for successful career development, since it disposes of resources, manages the process of organizing all the activities of the labor collective. The personnel department, personnel management services play the role of consultants and organizers of the career development process of employees. They seek to solve two main tasks:

Form employee interest in career development;

Provide them tools to start managing your own career.

The next step is to develop a career development plan.

A career plan is a document that contains a professional development option and the official movement of a civil servant in the organization. The plan usually includes the stages of professional development of the civil servant and the name of posts on which the internship and temporary execution of the position can be conducted, as well as the appointment and necessary measures for this professional development.

Necessary Strictly perform the entire set of funds that ensure successful implementation of the plan:

The most important prerequisite for official promotion is the successful performance of official duties; cases of increasing not cope with their responsibilities of employees is extremely rare;

The employee should not only enjoy all available professional development, but also to demonstrate newly acquired skills, knowledge, maturity;

The implementation of a career development plan to a great extent depends on the effective partnership with the leader;

For successful promotion of an employee, the organization should be aware of its achievements and opportunities.

67. Personnel policy and mechanisms for its implementation.

Personnel policy - The strategic task that industrialized countries arise in front of them is the creation of conditions that are attractive to people thinking, talented, professionally trained. They are currently determined, and will determine the solution of key problems in the high-tech economy, science, social security, national security.

State Personnel Policy (GKP) It is to determine the strategy for working with personnel at the national level, the purpose of which is the formation, development and rational use of the country's labor resources.

Mechanisms of implementation State personnel policy is its instrumental and functional component, a complex social system intended for the transformation of conceptual, theoretical ideas into the real practice of formation, development and ensuring the cultivation of personnel potential of society.

As basic implementation mechanisms State personnel policies are:

Regulatory and legal and (Decrees of the President of the Russian Federation approved the Regulations on the Federal State Service, and the Council of Personnel Policy under the President of the Russian Federation, the Council on Public Services under the President of the Russian Federation);

Organizational (organizational support for the implementation of the SCP also includes the use of modern domestic and foreign technologies for working with personnel, strengthening the control over the activities of officials by the constitutional authorities of all levels and bodies of direct democracy.);

Scientific and informational (the development of the scientific basis and categorical apparatus of the SCP should be based on the system of indicators (indicators) of the country's personnel potential of the country, regions, federal and regional structures, and personnel changes forecasting technologies.);

Educational and methodical (should include all the links and retraining links, increase their qualifications.).

Problems:

1. One of the main problems is that serious socio-economic changes in our country led to restructuring not only the economic foundations of society, but also the value-semantic sphere, political thinking, etc. The views on labor collectives, values \u200b\u200bof life and labor, life prospects, etc. have changed. Therefore, those value principles that served as guidelines in the formation of personnel policies in past years are revised and complemented.

2. In the discrepancy of the request of citizens to the freedom to choose its activities and the growing needs of employers and society in certain types of work.

3. Definitions of the main objectives and priority areas in working with frames.

4. The problem of assessing the effectiveness of personnel policy, monitoring and analyzing those relations that are formed in society between subjects and personnel policies at all levels of its implementation.

An equally important link in the system of selection and placement of personnel in the civil service, along with the mechanism of admission to the State Civil Service, is the planning and management of the career of a civil servant. This is a question of choosing a direction that should focus its efforts, taking into account training, individual experience, strong and weak personal qualities, as well as their realizable opportunities1.

According to a prominent researcher of the development of the Institute of Public Service, V. V. Cherepanov, although the term "career" is not a legal nature, it is nevertheless widely applied and interpreted in scientific and practical terms. Career is a successful promotion of a person forward in a particular area of \u200b\u200bactivity; Achieving fame, fame, benefits.

A man's career, including employee, is usually understood in a wide and narrow sense of the word. In a wide understanding of the career - active promotion of a person in mastering and improving its way of vital activity, providing its sustainability in the stream of social life. We also add that here includes professional growth, the stages of the ascent of the employee to professionalism, the transition from some professional levels and positions to others.

In a narrow sense of career - an official promotion, the achievement of a certain job and social status in professional activities, the occupation of a certain position. Career in this case is a consciously chosen and implemented by employees the path of promotion, the desire to the outlined status - official, qualifying, social, which provides professional and social self-affirmation of the individual. Most often, it is positioned as the dynamics of the official, legal and socio-economic situation (status) of the person.

There is a concept of "careerism". How to treat him? Healthy, definitely, it should be encouraged. But perverted careerism turns into its opposite. This is an immoral quality characterizing the behavior and personality of a person who subordinates all its professional and personal activity only the goal of promotion. Careerist is ambitious and ready at any cost to fulfill the instruction of the bosses for the sake of improving its official position. It is selfish, it is actually characterized by indifference to the fate of the people around the people and the interests of the service.

Law No. 79-FZ allocates priority areas for the formation of public civil service personnel:

* Professional training of civil servants, their retraining, advanced training and internship in accordance with the programs of professional development of civil servants;
* promoting the official growth of civil servants on a competitive basis;
* Rotation of civil servants;
* Forming a personnel reserve on a competitive basis and its effective use;
* Assessment of the results of professional service activities through certification and qualifying exam;
* The use of modern personnel technologies when entering the civil service and its passage.

In the career planning, a number of formalized procedures can be applied, taking into account modern trends in organizational development and the requirements of management science.

The career planning program is based on the desire to combine the needs of the state body with interests (professional and personal) civil servants. For the state body, the calculation is more high level Resting civil servants interested in their careers, i.e. In the ability to achieve a certain official position (development vertical) or more substantive, diverse, better thanks to the professional interests of work (horizontal development).

One of the most important factors for the head is the responsibility for the development of subordinates, as well as for planning their careers. The initiative can go from the head or from the subordinate. But the head must encourage subordinates to the development of career and to develop individual career plans, although the participation in them is voluntary. He also owns the right to approve them or reject them, introduce the necessary, in his opinion, adjustments to the career plans of the civil servant.

Such an impact is implemented through the discussion of proposals made by civil servants, which are recommended to be carried out in a rather soft and frank form, acting by conviction, and not coercion.

When planning a career of the head, it is necessary to comply with the balance between the assessments of the contribution to the achievement of goals and in the development of subordinates

The mechanism of identifying candidates from various structural divisions of the Organization is important. In Western practice, it is commonly used in parallel:

* Evaluation and consideration of candidates for structural divisions;
* Less formal procedures of interviews held by the highest leadership;
* Checking managers by connecting them to various problematic groups (people are best revealed in the case when solving real problems);
* Open discussions on the discussion of candidates.

At the same time, as a rule, seek to have a large selection of candidates. In this case, there are guarantees from errors. So, before you take on the work of the management senior, the management conducts extensive training in several directions - sources of personnel. First of all, a group of promising candidates is selected in the structural unit in which it is planned to replace the manager. The second group of candidates is selected by the personnel service on the basis of checking the compliance of these employees with the requirements for the head of the Structural Unit (primarily on the nature of the previous experience). Finally, a group of candidates from the side can be selected (for each source approximately 5--10 people)

It is time to resume the principle of rotation of personnel: from the federal center send state civil servants to the regions, and from the regions to put forward to federal bodies in order to, firstly, regional personnel had an incentive to reach the post in Moscow, secondly, that young promising Frames from the federal center could be appointed for senior positions in subjects

Guided by Principles Based On International Best Practices. State Promotes Opportunity to Synergy, Alternative, Different Kinds of Risk Management Priorities in Different Situations WITH THE AIM - To Stimulate The Development of Agriculture in Russia, It Provides Measures for Stable and Sustainable Economic Growth. Risk Management Tools Help to Create New OpportUnities for Socio-Economic Growth, Especially in Conditions of Deepening Economic, Social, Political, Natural-Climatic, Educational and Foreign Volatility, Increasing International Sanctions, Intensifying Integration Trends.

Keywords: Risks and Improvement OpportUnities, Government Support, Agricultural Grain Market, Grain Market Conditions.

Modern directions and methods for improving the career development management of civil servants

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

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

(344002, Russia, Rostov-on-Don, ul. Pushkinskaya, 70/54) E-mail: [Email Protected]

candidate of Psychological Sciences, Associate Professor of the Department of Organizational and Age Psychology, Southern Federal University (344038, Russia, Rostov-on-Don, ul. Nagina, 13). Email: [Email Protected]

annotation

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

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

Currently, the State Service of the Russian Federation undergoes the transformation by bringing it to a new appearance. To create a promotion system for the service of civil servants, it is originally necessary to identify what promotion is in service, which affects the career of civil servants and contributes to their successful promotion through the career ladder.

Beklemishchev

Petrovich

Pankratova Irina

Anatolievna

However, the concept of career and careerism in everyday life is often negative, nevertheless it has, in particular, the decisive effect on the functioning of the armed forces. It is the competition when moving through a career ladder forces an officer to continuously increase the level of knowledge, improve professional skill and refrain from disciplinary misconduct. With the help of a properly built career (alternation of posts, jobs, training), the necessary official experience and the necessary knowledge are generated to perform higher positions.

For the implementation of all aspects of the career, the personnel selection system is intended. However, there is no clear regulation of the construction and operation of this system. The principles on which the selection should be carried out on higher positions is not legally defined. All this reduces the effectiveness of the selection system, makes it opaque. Often, people come to high positions who do not correspond to their business and moral qualities necessary requirements. All of the above led to the choice of the topic of our research.

The concept of "career" is known for a long time. His true content was changed and enriched together with the development of society. The analysis of scientific literature on the problems of the professional career makes it possible to conclude that modern science has a wide theoretical and empirical base that allows comprehensively to explore the phenomenon of professional career of civil servants of the Russian Federation.

The complexity and relevance of studying the career of civil servants as a social phenomenon determines the increased interest on the part of the researchers to this problem. Its studies are engaged in a number of social and humanities: psychology, economics, management, sociology, political science, history, legal sciences and others.

Career is an object of research of various scientific directions and schools. It was studied by sociologists and managers (E.P. Beklemishchev, V.M. Konstantinov, N.I. Diryakhlov, A.I. Kravchenko, A.I. Turchinov, E.A. Okhotsky, V.I. Doblensky, V. V. Scherbin et al.), Political analysts (R.G. Grigoryan, A.V. Grishin, G.I. Demin), specialists in the field of economics, labor and management (V.V. Goncharov, V.I. Kurbatov, I.M. Slepenkov et al.), In the field of psychology (K.M. Gurevich, S.T. Gianrayan Art., E.F. Zeeer E.F., I.A. Pankratova, E.E. Sandyuk E .E. Etc.).

Scientific research was widely used in which the authors use a categorical-conceptual apparatus, including such concepts as "career mobility", "official career", "social elevator", "career elevator", "career management". They examined the issues of intra-coroned career of various categories of workers, developed recommendations for managers to regulate career processes. Various aspects of the success of the professional career are investigated in the works of some modern Russian scientists. Among these aspects should be allocated for health savings, a rational lifestyle, an effective definition of a career strategy in the system of communications, in which the person of man comes.

Of particular interest in learning a complex of problems associated with a professional career has recently been shown by scientists and researchers from the Russian Academy of National Economy and Public Service under the President of the Russian Federation, incl. and the South Russian Institute of Management. Career questions carefully studied

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

The welfare of the country as a whole depends on the quality of the work of the public service, therefore, during the reform, it is acute the need to attract young, talented specialists. However, in fact, the paradoxical situation is coming out, on the one hand, the civil service is interested in serving and built career only the best, motivated personnel, on the other hand, cannot provide them with a clear further prospect of career growth. Therefore, the study of factors, problems, career improvement paths is particularly acute in modern Russia.

In most areas of human professional activities, the first place comes to combing, interests, individuals and organizations. It also affected the spheres of public service. If at the time of the Soviet Union, the personnel management system was organizational and administrative

(Administrative) Character and human actions were strictly regulated, the steps of his service promotion were dictated by higher authorities, then at present the main responsibility for the successful development of the career lies on the person itself. In the light of this, the term "career" has gained more significant value, clearer outlines. Russian servicemen learned that the service promotion process is subject to study, forecasting, management. Opened the opportunity to "do", career.

Currently, the increasing interest in management is caused by the process of regulating and managing career. Career management is one of the directions of personnel work in an organization focused on identifying the strategy and stages of development and promotion of specialists. This is the process of comparing potential capabilities, abilities and objectives of a person with the requirements of the organization, strategy and its development plans, expressed in the preparation of a program of professional and official growth.

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

However, in the public service a clearly formed career mechanism does not exist. For departments involved in personnel work, it is not provided for the work on consulting civil servants about the possibilities of official and career growth. Thus, we state the insufficiency of the realized career functions.

After spent S.M. Kuleshov comparative analysis quarry in the bank and in military service and, based on successful experience Career management of employees in the considered bank similar by the type of structures and features of the management system with government agencies, they have been formed recommendations for the development of career management in state and military service:

1. Reform the functions of the personnel department, or create an additional department that would have been engaged in the development of a career, held consultations on this issuewas the plans for the development of vocational growth.

2. To provide for the career planning mechanism in the career management model, in order for each of them to see possible options for their development.

3. Revise the deadlines for certification, making them more often, which will allow the most fully to assess the potential of the civil servant and adjust its career development plan.

4. Enter the practice of consultation with the personnel department and the direct supervisor on the results of certification and achievements, conducting a joint adjustment of the plan.

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

Professional career management in modern conditions is a relevant task, since individual characteristics, trends, directions of career processes began to manifest itself only recently, with the start of reforming and modernizing Russian society.

Currently, objective possibilities for managerial impacts on a professional career are being created. The implementation of the capabilities of this impact is an important reserve of improving the efficiency and quality of service, improvement and its upgrades. At the same time, the following circumstances are required.

First, as a professional career, being a social process manifests itself through professional activities, the management of this process is possible by promoting civil servants to necessary activities. Therefore, the control impact should include the creation of the necessary incentives encouraging individuals, entire categories of civil servants to relevant activities within state organization. In addition, a significant feature is that this problem is solved not only centrally, but also within the framework of individual institutions.

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

Thirdly, it is necessary to pay attention to the fact that the process of building a professional career may have different speeds. Managing this process is designed to ensure the optimal development of professional-meaningful qualities and skills for each person. At the same time, it is necessary to take into account the specifics of a specific type of professional activity.

In managerial activities, there are a number of technologies whose application ensures the effectiveness of the functioning of any organization. There is a need to solve problems related to personnel support of structural divisions, parts and institutions of the Russian Armed Forces. Similar technologies were called personnel.

Personnel technology acts as a means of controlling quantitative and qualitative characteristics of the personality. It is designed to ensure the achievement of the objectives of the organization, as well as its effective functioning. For the successful activity of any organization, individuals are required, which have specific professional abilities who have passed the appropriate training that have rich professional experience. However, one fact is not enough for such people. In order for human abilities to be implemented in his interest, in the interests of the organization, it is necessary to manage human resources.

The object of exposure to personnel technologies is the professional abilities of a person, the rational use of its professional experience in the organization, creating a condition for their full implementation. The result of their application, as a rule, is to obtain more complete information on human abilities, its further professional development, a change in official status in an organization, more adequate remuneration and other changes. At the same time, personnel technologies perform the functions of general managerial technologies, encouraging a person to change its role in the organization.

Thus, personnel technologies are organically incorporated into the management and regulation structure, have their own specifics and object of their impact.

Career management can be considered as "from outside" and "from the inside." Management of professional quarry "From the outside" includes three processes:

1) staff assessment (professional and personal competences);

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

3) Selection of career options, the formation of a learning system aimed at bringing the competencies of the employee and the requirements of the position that he will have to take in the near future.

As one of the grounds for career planning and analytical indicators of the process of career (official) promotion E.P. Beklemishchev, I.V. Konstantinov was proposed by the concept of "typical career". "Typical career" can be calculated (with the help of mathematic-statistical methods) in different ways, depending on the levels and branches of the authorities, education profiles, qualification groups (subgroups) of posts, qualification discharges, forms of replacement of posts (destination, election, competition); According to the analyzed contingents, they may be regulatory and abnormative; at the point of reference is the moment of entering work, to the state (municipal) or military service; obtaining vocational education, etc.

A typical model of the promotion of the judge of the Arbitration Court, named "Prosecutor's", was practically revealed by achieving this post.

Later Yu.V. Felling and S.N. Kuleshov proposed: when considering a professional career plan at the level of a particular serviceman, some of this document may have the appearance of a plan for obtaining regular military ranks for officers who begin their professional career "(see Table 1).

Table 1

Plan for obtaining military ranks of a graduate with a four-year learning date in the military university _

No. Officer's Age, years of military rank of service officer years in calendar proceedings Note

1p lieutenant 4

2 P + 2 Senior Lieutenant 6

3 p + 5 captain 9

5 p + 11 Lieutenant Colonel 15

6 p + 15 Colonel 19

These plans for obtaining military ranks for officers will be implemented in the case when during the period from the moment of receiving the military title to the term of receiving the next military title, the officer moved to the military office corresponding to the next rank.

Of course, in terms of professional career, all possible influence factors should be taken into account that will be accompanied by an officer during the service. Therefore, the specified document will expand, branch, and ultimately will have several applications.

The professional career plan at the level of a particular serviceman is subject to revision in the event of non-fulfillment of some items. At the same time, each officer must analyze the situation, adopt the most convenient decision for him.

The preparation and analysis of the professional career plan at the level of the personnel unit of the form of the Armed Forces of the Russian Federation is supposed to be carried out by the relevant officials of human resources. The primary career plan is the headquarters of the part. In close cooperation with commanders and supervisors, the control officers are planning a possible replacement of vacant positions with appropriate professional skills and qualities. In this case, the role of the attestation commission is increasingly working in part.

Suggested by Yu.V. Peeling and S.N. Kuleshov form plan for the acquisition of military ranks with servicemen, in fact, can be considered as a prototype of a standard typical career for officers; When refining in this form, actual data on the passing path of military personnel may reflect; With the corresponding mathematic-statistical processing of the array of data on military personnel, homogeneous by one or another sign (for example, according to the membership of the military unit), it is possible to design certain sample careers in relation to the armed forces.

As noted earlier, in the formation of social technology for managing a professional career, it is necessary to take into account the principle of systemity. In this regard, it is very important that scientific methodological approaches have been used to solve the complex problems of management of social processes to anticipate the results of decisions taken and reduce the risk and consequences of failures.

Office from the standpoint system approach There is a set of effects on the object chosen from a variety of possible impacts based on the object's behavior and condition external environment, for achievement

set target. The Office is a function of a system, directed or to preserve its basic quality (i.e., the set of properties whose loss leads to the destruction of the system), or the performance of a certain program that ensures the sustainability of the functioning and achieving a specific purpose.

Carrying out professional career, it is important to keep in mind that reasonable planning, development and career implementation have far-reaching consequences both for the individual motivation of the professional activity of the serviceman and the state of society as a whole. If there is a state organization effective system Social mobility, career development as a whole, it not only ensures the achievement of intra-organizational purposes, but at the same time supports the professional sustainability of the individual, contributes to the formation of a healthy social atmosphere.

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10. Beklemishchev E.P., Konstantinov V.M. Typical career as one of the manner formation indicators (on judges' materials arbitration courts Within the Southern Federal District) // Materials of the Scientific and Practical Conference "State and Municipal Service in the Region Management System". - Tver, 2002. - P. 271 -273.

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

Pushkinskaya St., Rostov-on-Don, 344002, Russian Federation). E-mail: [Email Protected];

Pankratova Irina Anatolevna, Candidate Of Psychological Sciences, Assistant Professor of Organizational Psychology and Age; Southern Federal University (13, Nagibina St., Rostov-On-Don, 344038, Russian Federation). E-mail: [Email Protected]

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

The ARTICLE DEALS WITH MODERN TRENDS TO IMPROVE THE MANAGEMENT CAREER DEVELOPMENT OF CIVIL SERVANTS. Different Approaches Management Career Civil Servants. The Attention Is Focused on the Need to Take IS Focount The Principle of Systems in The Formation of Social Professional Career Management Technology.

Keywords: Civil Servants, Career, Career Management, Typical Career, Career Plan Management Activities, Human Technology.

The problem of professionalism of personnel is one of the sharp in municipal management. The incompetence of managers, their professional unsuitability leads to great socio-economic losses, the growth of social tensions and alienation of the population from local authorities. In this situation, the problems of selection, assessment and certification, training, retraining and advanced training of personnel, the management of their labor career become one of the central administration of the administration of the municipality.

Like other control links, the selection of personnel should be planned. Moreover, the prospects for the selection and its continuity are most demanding a long-term approach. Nowadays, when selecting and evaluating, personnel are often guided by personal impressions without real estimate of the professional level and competence of candidates. We are talking about cases of family and protectionism. Obviously, such a strategy can hardly be considered effective. Subjectivism in evaluating and selection of personnel, promotion of promotion on the "service staircase" requires increased responsibility of employees of the personnel service. In this situation, it becomes necessary to study the professional and important qualities and activities of candidates through competitions and interviews using psychological methods and assessment procedures.

It is necessary to improve the procedure for nomination of a citizen to the post of Municipal Service: information about vacancies, candidates should become more accessible, procedures for discussion, appointment and introduction to the position should become more transparent. If you take each of these moments to apologize, then they seem not very significant. But in the aggregate they allow you to raise all the work on the selection of personnel and the management of their work career.

To increase the efficiency of the functioning of local governments, professional training of workers is important, the compliance of their knowledge and skills with the requirements of the management activities itself, the interest of municipal employees in the movement "on the service stairs". The leading characteristics of the employee's professionalism are largely dependent on the availability and development of professionally important qualities. The structure of the professional potential of municipal employees as a whole repeats the practice that has developed for the previous years. It characterizes the traditionally low level of specialists with higher education in the group of managerial specialties. Every third employee has a basic natural-technical vocational education. Such a distribution of municipal employees in the type of basic education does not meet the requirements of the professional qualification structure of the composition of employees of local self-government bodies. This circumstance, naturally, negatively affects the effectiveness of municipal management. At the same time, it is obvious that success in the development of market management and livelihoods can be achieved on the basis of ownership and application of modern knowledge of municipal management, economics, sociology, rights, psychology and other sciences.

To be a control professional, it is necessary to form and develop the appropriate abilities, differentiate "to recent" a large stock of knowledge, skills, skills in a specific area of \u200b\u200bactivity. They are needed not only for the successful performance of official duties, but also to learn purposefully and creatively use professional experience.

The growth of the professionalism of municipal employees, as a condition for successful activity, largely depends on their inclusion in the training, retraining and advanced training system. Analysis of the practice and research results show that the mechanism of professionalization of municipal employees through a higher education system is only formed. However, the lack of or deficiency in local budgets for the preparation and retraining of municipal employees significantly restrains the development of the system of personnel support of municipal authorities.

But for persons for the first time adopted on the municipal service, the advanced training should be obligatory. Among the persons working in municipal positions for less than a year, the overwhelming majority are those who occupy the younger and senior positions, so the main emphasis in the course of study should be made to gain knowledge and skills in management and administrative activities, mastering the knowledge of articles and provisions of the Constitution of the Russian Federation, and Also in the study of other necessary regulatory legal acts. Indeed, in the conditions of a market economy, in connection with the new requirements for management personnel, the significance of advanced training increases significantly. Scale professional retraining and advanced training clearly does not correspond to changes in the personnel apparatus. Quickly replace the personnel composition with new managers - the task is absolutely unreal. But the "new" manager with "fast" and non-standard thinking, with a set of modern knowledge, allowing you to quickly resolve any complex managerial problems, is needed today. Independently to master the employee of the power structures, the entire complex of the necessary sciences is practically impossible. Consequently, the only possible yield is the organization of regular, in a variety of types and forms, retraining and advanced training of municipal employees already working in the authorities.

The municipal employee, as a subject of activity, refers to the profession of type "Man-Man", "Society". The features of his performing and organizational labor are manifested in communications, body language and gestures (expressive movements, appearance); Cognitive activity and other elements of consciousness and behavior.

It is necessary to pay special attention to the level of vocational training of municipal employees, organizing their studies, retraining and advanced training. In order to greater individualization of training, the formation of groups to improve the qualifications of municipal employees and drawing up plans should be carried out with regard to their belonging to a certain level of municipal authorities, official category, field of activity, practical experience, the nature of preceding activities and basic education.

About understanding in the administration of Komsomolsk-on-Amur, the problems of vocational training and retraining of municipal employees show that since 2006, a promising plan for advanced training, retraining of municipal employees of the Komsomolsk-on-Amur administration is drawn up. Since 2006, funds in the budget of the municipality provide for funds for training municipal employees.

Previously, funds for the training of municipal employees of the Komsomolsk-on-Amur administration were not planned.

In Komsomolsk-on-Amur in 2003, on the basis of Komsomolsky-on-Amur of the State Technical University (KNAGTU), the specialty "State and Municipal Management" was opened.

An important criterion for assessing the professionalism of a modern official is its social intelligence. He manifests itself in the ability to listen to another person, to understand his inner world. The main advantage of representatives of this type of profession, of course, is not an acuteness of sight and hearing, but the social orientation of the mind and actions towards a person, the observation in the manifestation of feelings, behavior and actions, the ability to simulate his inner world, and not to attribute his own or stamped look .

In the set management Qualities This criterion falls like the responsibility of serving the results of its activities. It suggests the presence of a person's ability to control their activities in the performance of norms and rules of activity. Internal factors Responsibility are social and psychological mechanisms of self-regulation (sense of duty, discipline, obligatory, punctuality, etc.). Responsibility in the activities of the municipal employee acts as an integral part of delegation of authority. It means that the employee, at least in his understanding, gives all the tasks set before him. Thus understood responsibility can help meet the highest human needs of the employee in self-expression and self-esteem. In this sense, responsibility is voluntary obligations. It cannot be organized, formalized or prescribed. All this is also necessary to take into account when selecting specialists in the municipal service.

To further improve personnel work in the city administration, it is desirable to introduce a psychologist-a sociologist to improve the quality of personnel selection, the speedy adaptation of a new employee in the team, studying the moral and psychological climate in the team, to resolve and mitigate intrawictive conflicts.

It is necessary to pay more attention in the preparation of the reserve. Reserve is designed to identify the most worthy. At the same time, it is necessary to clearly regulate the total period of stay in the reserve so that there are no "eternal reservists". A well-defined period of finding in reserve will help the employee plan to plan their future.

The disadvantage of the personnel composition of the municipal service is the prevailing number of women. The tendency to reduce the number of managers in the authorities and, accordingly, their "non-police" into power structures is, in our opinion, the consequence of a number of reasons. First, in recent years, the prestige of managerial work in local governments has noticeably decreased. And this factor, as you know, has always been dominant in choosing a profession, especially men. Secondly, the low level of material remuneration is a serious obstacle to the selection of personnel of administrations. And, thirdly, uncertainty in the possibility of building an employment career in such a management structure as an administration.

In rapidly changing market conditions, managers and personnel services It is imbusably passively follow the processes occurring both in the municipality and in the management apparatus. Work on ahead is to actively influence the situation in the local government body through assessment, selection, competitive replacement of personnel, their training and retraining, specialization, development of local regulatory legal acts and other means of proactive management.