From the civil service personnel reserve. Personnel reserve of the President of the Russian Federation

This chapter updates the problem of professional competence - the development personnel reserve in Russia, which is achieved by considering the very concept of “personnel reserve”, and then its existence in the state system civil service.

The concept of “personnel reserve”

The concept of a personnel reserve is not something new and advanced for Russia - in organizations as early as Soviet times There was an annual reporting form that reflected the status of work with the personnel reserve.

To date, there is no established interpretation of this phenomenon in science. Table 1 presents the term “Personnel reserve” as used by modern theorists and practitioners in the field of personnel management.

Table 1. Definition of “personnel reserve”

AND I. Kibanov and V.N. Fedoseev believe that there are two types of personnel reserve:

1) reserve for promotion is a group of employees of the organization, each of whom has proven themselves to be capable and deserving of further career and professional advancement;

2) a reserve of managers is a group of employees of an organization identified as a result of formal selection who have the human capital necessary to occupy vacant management positions in the future.

A reserve should be created for all management positions without exception in the current management structure of the organization, taking into account its development strategy Fedoseev V.N. Personnel management: textbook. allowance. M.: MarT, 2006.P. 193. .

A.E. Lukyanenko, V.I. Lukyanenko, A.V. Novikov typify the personnel reserve according to the following parameters:

1. By type of activity:

a) development reserve - a group of specialists and managers preparing to work in new directions (with the diversification of production, with the development of new technologies, new goods and services). These workers can choose one of two career paths - either professional or managerial;

b) functioning reserve - a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on a professional career.

2. By appointment time:

a) group A - candidates who can be nominated to higher positions at the present time;

b) group B - candidates whose nomination is planned in the next 2-3 years.

3. According to the level of specificity and range of requirements:

a) potential reserve - managers, specialists who meet the basic requirements for the level of education, specialty, age, or are able to satisfy them in the near future. This is a contingent of promising employees of the organization;

b) preliminary reserve - a narrower stratum from the previous category, the composition of which is determined based on comparative assessments of the candidates’ managerial qualities;

c) the final reserve, which includes only those employees who best meet all selection criteria. Here the defining indicator is a comprehensive assessment of the candidate’s qualities and the results of his activities Lukyanenko A. E. Personnel management of government bodies: a system of organization and functioning. M.: Nauka, 1999. P. 280..

N.V. Fedorov and O.Yu. Minchenkova uses the term “reserve of employees for promotion,” meaning by it specially trained workers who, based on their professional and personal qualities, taking into account the need, can be promoted to higher planned positions Fedorova N.V. Personnel management of an organization: textbook. allowance. M.: KNORUS, 2005. P. 404..

Yu.E. Melikhov and P.A. Maluev study the personnel reserve in two main aspects: intra-organizational and extra-organizational. In the first case, the personnel reserve is a potentially active and trained part of the organization’s personnel, capable of filling higher positions, and it is also part of the personnel undergoing systematic training to occupy jobs of higher qualifications. In the second case, the personnel reserve is a set of candidates for a vacant position who are not employees of the organization, but take part in many company projects, including training programs; The organization cooperates with such people as potential employees, and therefore is interested in their knowledge, skills and abilities.

1) reserve for promotion is a part of the staff, each representative of which deserves to be moved to a higher position along the career and professional ladder;

2) the manager’s reserve is a formally selected set of employees who have knowledge, skills and abilities adequate to occupy management positions in the future Melikhov Yu. E. Personnel management: a portfolio of reliable technologies: educational and practical work. allowance. M.: Dashkov and Co., 2008. P. 132..

It can be assumed that the indicated two-pronged approach to the personnel reserve certainly deserves attention. Nevertheless, it should be noted that the concept of “extra-organizational reserve” is ambiguous. This refers to a certain target group of a certain segment of the labor market, to which the marketing efforts of the organization are directed to attract representatives of the group to certain positions within the company. From our point of view, it is not entirely legitimate to call this group of workers “reserve”, since they are not directly included in the organization and cannot be the object of personnel management; rather, as we indicated above, they will be the target group for personnel marketing. Perhaps, over time, as organizational boundaries blur, the point of view of Yu. E. Melikhov and P. A. Maluev will be more in line with reality, however, within the framework of established approaches to defining the subject area of ​​personnel management, it does not seem entirely correct.

In all of these approaches, the personnel reserve within an organization is considered as a set of individuals united in an artificial formation, isolated by the subject of personnel management for the purpose of convenience of analysis and management, within which there are no interactions between its elements. In fact, reservists are united only by membership in the personnel reserve. Therefore, the reserve itself as a whole is not able to act as a structural unit that has its own goals and objectives within the organization. Due to the fact that the personnel reserve is relatively fragmented, managing it as a whole is difficult, since to effectively influence it requires targeted actions aimed at each individual reservist, which leads to an increase in transaction costs.

The theoretical research carried out made it possible to formulate a fundamentally different approach to determining the personnel reserve, which makes it possible to predetermine reserve management mechanisms that will lead to a reduction in transaction costs and partially free up the personnel service to solve other problems facing it. The proposed approach is to ensure that within the organization the personnel reserve becomes a full-fledged social group, which, according to R. Merton, should have three main features: interaction, membership, unity Radugin A. A. Sociology: a course of lectures. M.: Center, 1999. P. 65.. From our point of view, the personnel reserve is a social group whose members are selected according to criteria known throughout the organization and interact with each other to solve the problems of the organization and their development within the framework of project teams.

The personnel reserve, formed and managed in accordance with this definition, is characterized by:

1) sustainable interaction between reservists, which contributes to the strength and stability of the existence of the personnel reserve as a social group in space and time;

2) a relatively high degree of cohesion;

3) clearly expressed homogeneity of composition, i.e. the presence of characteristics inherent in all individuals included in the reserve. Moreover, the presence of signs is identified in accordance with a system of criteria recognized by the entire organization;

4) joining the organization as a broader social community as a unique structural formation.

With this approach to determining the personnel reserve and managing it, the reserve will be structured into a certain social group within the organization, which will be homogeneous in one way or another, which will simplify its management. If, within the framework of previously existing approaches, the personnel service drew up an individual development plan for each reservist, trained him separately, and so on, then within the framework of the proposed approach, part of the efforts to develop reservists can be centralized and reduced in cost.

The fact that reservists working in the organization both in their immediate positions and within the framework of organization-wide projects will be aware of belonging to the reserve as a specific social group will unite them as a team within a team, which will facilitate their retention within the organization.

The main goal of forming a personnel reserve is to create a composition of managers prepared for management in the new conditions. Personnel management: textbook. / total ed. A. I. Turchinova. M.: Publishing house RAGS, 2002. P. 373.. The author's approach to determining the reserve aims to facilitate its management through a more adequate identification of the management object. The institution of reserve itself has a number of important constructive social functions:

Ensuring the continuity of control and functioning of the organization;

Ensuring the preservation, accumulation and growth of managerial professional experience, the professional environment of the organization;

Ensuring renewal of personnel and professional culture of the organization;

Strengthening the mechanism of demand for talented managers Turchinov A.I. Institute of the reserve of managers of Russia in the system of state personnel policy: problems of theory and practice // Personnel reserve as a factor in the development of the management potential of Russia. M.: Publishing house RAGS, 2010. P. 15..

In modern research, the concept of “personnel reserve management” is not fully understood. It is important here not to confuse the concepts of “reserve management” and “career management”. The latter covers the system of career and professional promotion of employees of the organization, while personnel reserve management is a system of identifying, selecting and training employees who have the potential for promotion and who are striving for this Melikhov Yu. E. Decree. op..

The proposed approach, based on transforming the reserve into a social community that has all the characteristics inherent in a small group, leaves a significant imprint on the understanding of the process of managing the personnel reserve. In this work, personnel reserve management is understood as a multifaceted process of targeted influence of personnel management subjects on the social group of workers included in the reserve, for their development and effective use for the benefit of the organization and themselves.

Using the personnel reserve to fill key positions, from our point of view, is more expedient than inviting people from outside, since existing employees do not need social adaptation to the extent that newcomers need it. Of course, it would be wrong to say that when using a personnel reserve to fill key positions, an organization can ignore social adaptation. Schneider B. Personnel for the organization: a scientific approach to the search, selection, evaluation and retention of employees. SPb: Economy. school, 2004. P. 178.. It is more correct to interpret it this way: the problems of getting used to a new position will be less acute if the vacant position is filled by a person already working in the organization, and not someone who comes from outside. Among the advantages of using internal reserve sources we include the following:

1. Reducing the adaptation period. Current employees, especially in a relatively small organization, are aware of the organization itself and how it functions. They know the conditions under which the compensation system operates, what goals and objectives the organization faces, and what the features of the corporate culture are.

2. Increased likelihood of success upon assignment. An organization that has an effective personnel assessment process, selecting a candidate from among its employees, has much more full information than when hiring staff from outside. In the context of the existence of a personnel management system, based on extrapolation of an individual’s previous and current behavior, one can predict his future behavior and the possibility of achieving success. It is worth noting that this depends on how complete and timely the employee assessment information used at the time of selection of candidates from the pool is, and how much it reflects the similarity between current and future responsibilities. Therefore, the main principle of personnel policy in this regard should be the principle of reward for performance and promotion based on abilities. Hammer M. Reengineering the Corporation: Manifesto of a Revolution in Business / trans. from English Yu. E. Kornilovich. M.: Mann, Ivanov and Ferber, 2006. P. 98..

3. Reducing the cost of filling a key vacancy. Filling a key position from the personnel reserve is cheaper than searching for a worthy candidate outside the organization, which is especially true when we're talking about about managerial positions, the search and selection of which is expensive. These costs include, in addition to recruiting, costs associated with selection, training, and adaptation. One should also consider the psychological benefits that the company could gain if the vacancy were filled from the talent pool. In other words, an organization can significantly reduce staff turnover if it promotes existing employees up the career ladder.

The existence of a personnel reserve in an organization in itself places high demands on the processes of personnel selection and assessment and the entire personnel management system. Employees of the company should have no doubt about the fairness of the personnel decisions made, and the criteria that the organization uses when promoting someone should be accepted by all employees, since people who believe that they were treated unfairly when there was an opportunity for promotion can create significant problems for the organization. At the same time, one should not instill hopes in people for career advancement if this is impossible for objective reasons. You also need to plan realistically with your employees about what opportunities will be available to them and how they can prepare to take advantage of them.

From our point of view, effective management personnel reserve is closely interconnected with the processes of intra-organizational personnel development. This correlation is largely due to the role played by the personnel reserve in the company, as well as reserve management technologies based on the new approach proposed by us.

In our opinion, effective management of the personnel reserve should be of a project nature. In other words, reservists should not be static objects, which are subject to specialized procedures that allow, from the point of view of the subjects of reserve management, to prepare workers to fill key positions. Rather, on the contrary, they should be involved within project activities within the organization, receiving complex tasks and building competencies. It is the use of the reserve for the needs of the organization as an internal consulting unit that can catalyze the processes of intra-organizational development, which will have an impact on the state of competencies of not only reservists, but also all personnel as a whole.

Effective management of the personnel reserve will speed up the processes of intra-organizational development due to:

1) ensuring the dissemination of cross-functional ideas within the company, where reservists serve as “relays” of ideas gleaned while working on consulting projects;

2) dissemination of new high standards of performance of job duties, which will be carried out by members of the reserve after working with the “elite” of the organization;

3) the formation of stable teams of reservists, where interactions are established and roles are distributed, which over time will allow the formation of several capable teams of top-level managers;

4) establishing interaction between different generations of managers, as a result of which managers currently managing the organization, getting acquainted with the solutions of reservist consultants, receive compiled versions of all innovations in the industry and management technologies. It should also be noted that the development of interactions between different generations of managers generally increases the stability of the entire management system.

Thus, the ambivalence existing in science in the interpretation of the concepts of “personnel reserve of an organization” and “personnel reserve management” complicates the practice of forming and developing a personnel reserve in a modern organization. Our proposed approaches to the interpretation of these terms will help optimize the work on personnel development in organizations.

1.2 State civil service

The acquisition of a professional nature by managerial work and its special responsibility forced the attention of state leaders in almost all periods of history. The main point of these appeals was to find time-appropriate ways and ways to ensure the diversity of spheres of society, including government controlled, people trained and capable of solving management problems Turchinov A.I. Professionalization and personnel policy: problems of development of theory and practice. - M.: Moscow Psychological and Social Institute, Flint, 1998. P. 134..

According to current legislation, the state civil service (hereinafter referred to as the civil service) is a type civil service, which represents the professional work activity of citizens Russian Federation in positions of the state civil service of the Russian Federation. Its task is to ensure the execution of the powers of federal state bodies, state bodies of the constituent entities of the Russian Federation, persons holding government positions in the Russian Federation, and persons holding government positions in the constituent entities of the Russian Federation.

Based on the domestic experience of the civil service, analyzing its organization, nature, content, we can say that as a professional activity it has its own specifics in relation to other types of professional activity. This specificity lies, first of all, in its regulatory, managerial, communicative and public nature.

Recognition of the civil service as a professional activity reflects the required quality and complexity of the content of work to ensure the execution of the powers of government bodies. This is at the same time a statement of the degree of development of objectified forms (positions, work forms), the degree of complexity of work in this area, which requires a person to have deep knowledge, abilities, skills and relevant professional experience in a specific subject area, in accordance with the functions, tasks, areas of activity of the state services.

Due to the fact that the civil service is a professional activity that requires special knowledge and skills for its implementation, one of the most important principles for the construction and functioning of the public civil service is the principle of professionalism and competence. This principle is enshrined in the Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service of the Russian Federation.”

When considering the state civil service as a professional activity in general terms, it can be argued that this is a specialist who has mastered high level professional activity, consciously changing and developing himself in the process of work, making his individual contribution to the profession, finding his individual purpose, stimulating interest in society in the results of his professional activity and increasing the prestige of his profession in society.

B.G. Ignatov believes that the professional orientation of a civil servant should be based on the interests of the service, a healthy desire for success in official activities, and the desire to make a career. At the same time, an important quality of a professional is the ability to make decisions with elements of reasonable risk and the ability to take responsibility Ignatov V.G. Public service. - M.: ICC “MarT”, 2004..

A.A. Derkach notes that the professionalism of an individual depends on the level of professional development important qualities, i.e., such personality qualities that affect performance. A true professional, who has high standards for the quality of professional activities and relationships, forms a strict system of normative regulation that encourages him to constantly adhere to these standards and standards. These norms act as a moral regulator of behavior and relationships Derkach A. A. Acmeological foundations of the development of a professional. - M.: Publishing house of the Moscow Psychological and Social Institute; Voronezh: NPO "Modek", 2004..

From the point of view of E.V. Okhotsky, the professionalism of a civil servant is a thorough knowledge of his business and the most effective implementation of his official activities. It is in professionalism that all the qualities of an employee: special business, personal, moral Okhotsky E.V. Service career. - M., 1998. .

An axiom of state building at all times has been the formation of professional bureaucracy corresponding to the tasks of the state, its goals, political structure and functions.

In Russia today we are talking about public service as a qualitatively new social phenomenon. The processes of humanization, modernization of Russian society, transfer of the Russian economy to an innovative path of development, strengthening the foundations of the constitutional system, raising the standard of living of society, the implementation of human rights and freedoms and, as a result, ensuring the country’s competitiveness in the global world depends on professionalism, competence, education, general culture, civil responsibility of state civil servants.

On March 1, 2017, the President of the Russian Federation issued Decree No. 96, which approved the Regulations on the personnel reserve of the federal government body (hereinafter referred to as the Regulations). The need to issue such a decree arose from Article 64 of the Federal Law “On the State Civil Service of the Russian Federation” in its original version in 2004, but in the end the Regulations were approved only 12 years after the law came into force.

The regulation regulates the issues of forming a personnel reserve, working with the personnel reserve and excluding citizens and civil servants from the personnel reserve. However, it concerns only the personnel reserve of a federal state body (the law on the civil service also provides for the existence of a federal personnel reserve, a personnel reserve of a constituent entity of the Russian Federation and a personnel reserve of a state body of a constituent entity of the Russian Federation.

The Regulations indicate the goals and principles of forming a personnel reserve. It also determines that information on the formation of a personnel reserve and work with it is posted on the official websites of the federal government body and state information system in the field of public service on the Internet information and telecommunications network in the manner determined by the Government of the Russian Federation.

As for the procedure for forming a personnel reserve, in this aspect the Regulations basically repeat the norms of Art. 64 of the Federal Law “On the State Civil Service of the Russian Federation”. Among the few important novelties in this section are:

Clarification that civil servants (citizens) who did not win the competition to fill a vacant position in the federal civil service, but whose professional and personal qualities were highly appreciated by the competition commission, on the recommendation of this commission, with their consent, are included in the personnel reserve for filling positions the federal civil service of the same group to which the vacant position of the federal civil service belonged, for the replacement of which a competition was held;

The ban on inclusion in the personnel reserve cannot include civil servants who have disciplinary sanctions provided for in paragraph 2 or 3 of Part 1 of Art. 57 or clause 2 or 3 of Art. 59.1 of the Federal Law "On the State Civil Service of the Russian Federation".

At the same time, the Regulations for the first time regulate in detail the procedure for holding a competition for the personnel reserve. The competition must be held in accordance with the unified methodology for holding competitions for filling vacant positions in the state civil service of the Russian Federation and inclusion in the personnel reserve of state bodies, approved by the Government of the Russian Federation (at present this has not yet been approved).

The competition is conducted by a competition commission formed by a federal government agency. It consists of assessing the professional and personal qualities of each civil servant (citizen) who has expressed a desire to participate in the competition and is admitted to participate in it (hereinafter referred to as the candidate), based on the qualification requirements for filling the relevant positions in the federal civil service.

The regulation provides for the mandatory placement on the official websites of the federal government body and the state information system in the field of public service on the Internet of an announcement about the acceptance of documents for participation in the competition, as well as other necessary information about the competition.

The decision on the date, place and time of the competition is made by the employer’s representative. The competition is held no later than 30 calendar days after the deadline for accepting documents for participation in the competition. The federal government body, no later than 15 calendar days before the date of the competition, places on its official website and the official website of the state information system in the field of civil service on the Internet information about the date, place and time of its holding, as well as a list of candidates and sends relevant messages to candidates.

When holding a competition, the competition commission evaluates candidates on the basis of documents submitted by them, as well as on the basis of competitive procedures using methods for assessing the professional and personal qualities of candidates that do not contradict federal laws and other regulatory legal acts of the Russian Federation, including individual interview, questioning, conducting group discussions, writing an essay or testing on issues related to the performance of official duties for positions in the federal civil service, for inclusion in the personnel reserve for which candidates are applying.

Competitive procedures and meetings of the competition commission are held if there are at least two candidates.

The decision of the competition commission is made in the absence of candidates and is the basis for including the candidate (candidates) in the personnel reserve for filling positions in the federal civil service of the corresponding group or refusing to include the candidate (candidates) in the personnel reserve.

Messages about the results of the competition are sent to writing candidates within 7 days from the date of its completion. Information about the results of the competition is also posted within the specified period on the official websites of the federal government body and the state information system in the field of public service on the Internet.

Based on the results of the competition, no later than 14 days from the date the competition commission makes a decision, a legal act of the federal government body is issued on the inclusion of the candidate (candidates) in the personnel reserve in respect of whom the corresponding decision was made.

Issues of organizing work with the personnel reserve (which in practice cause greatest number issues) are resolved very briefly in the Regulations. In fact, it only establishes that the professional development of a civil servant who is in the personnel reserve of a federal government body is carried out by this body on the basis of the approval of individual plan professional development of civil servants. In addition, the Regulations state that for each civil servant (citizen) included in the personnel reserve, the division of the federal government agency for public service and personnel issues prepares a certificate in a form approved by the Government of the Russian Federation. This certificate reflects all information about activities for the professional development of a civil servant.

Finally, the Regulations provide for the first time an exhaustive list of grounds for the exclusion of civil servants and citizens from the personnel reserve (personal statement; appointment to a position in the federal civil service in the order of promotion; commission of certain disciplinary offenses; death; achievement age limit tenure in the state civil service of the Russian Federation, etc.).

Many organizations are wondering how to quickly and efficiently select personnel and fill vacancies. After all, they need not just workers, but specialists who meet a certain level, have professional qualities, necessary skills and abilities.

A personnel reserve is nothing more than a database of successful candidates. When an organization has a need, you can start your search with this list.

In state and municipal organizations, work on forming a database of candidates is regulated by Decrees of the President of the Russian Federation No. 112 of 02/01/2005, No. 96 of 03/01/2018, as well as federal laws No. 58-FZ of 05.27.2003, No. 79-FZ of 07.27.2004. The Federal Civil Service Personnel Reserve is under the patronage of the President of the Russian Federation; however, the procedure for including candidates requires the creation of a special mechanism. It must take into account the specifics of training management personnel with practical experience.

• timely training of highly qualified personnel;
• prompt closure of vacancies;
• employee motivation;
• development of mentoring programs;
• ensuring stable activities of the organization.

How to form a personnel reserve for municipal and public service

The base is being formed in stages. This process is quite complicated in terms of building an integral system, as well as in terms of compliance with deadlines and regulations. To obtain high results, it is necessary to take into account the strategic objectives of the organization and its financial capabilities.

For the civil service, the base is formed exclusively from government civil servants and employees state corporations and organizations. This allows us to simplify the selection procedure to some extent.

When forming for each position, the number of potential candidates is calculated, usually it ranges from 2 to 4 people.

During competitive tests, it is determined how well candidates meet the requirements established by law, and the level of their professional qualities, education, and work experience is assessed. But not only these characteristics are taken into account. Great attention is paid to knowledge of the basics of management, the ability to direct, coordinate and control the work of subordinates, the ability to quickly navigate the environment and make decisions. In addition, it is necessary to take into account business qualities: responsibility, determination, demanding of oneself and subordinates, and so on. To evaluate internal and external candidates use different methods: testing, cases and the like. This helps to form a maximum understanding of the level of professional and personal qualities of candidates.

Problems of formation

Forming a personnel reserve in the state civil service has a number of difficulties. They are associated with the lack of regulation at the legislative level. This applies, for example, to the procedure for preparing a personnel reserve, entering the state civil service without a competition, time spent in the reserve, and holding a competition.

Forming a personnel reserve for a municipal organization often causes difficulties, which are most often associated with employee dissatisfaction due to a lack of information regarding regulatory regulation, the absence of competitive procedures in regulatory legal acts, and the insufficiently serious attitude of managers to the selection of candidates.

At the federal level, the issue of allocating funds for the training of reservists has not been resolved, which does not provide opportunities for development. This issue can be resolved by involving reservists in various events, such as city competitions, festivals, and so on.

It is necessary to highlight one more problem - the participation of the personnel service in the formation of a candidate base for the civil service. The HR department sometimes does not have a clear understanding of the professional activities of other structural units, which leads to poor selection of candidates at the initial stage. Excessive bureaucratization for the formal implementation of the procedure or, on the contrary, a lack of understanding and understanding of the tasks at each stage of formation leads to the appearance of employees on the ground who do not have sufficient knowledge or professional qualities. HR employees must not only be highly competent, but also ready to innovate.

How to effectively work with personnel reserve

To form a personnel reserve for the civil service, it is necessary to increase the level of professionalism, develop the necessary competencies among reservists, which will allow them to be considered for several vacancies and will make it possible to prepare a plan for their career development in advance.

Particular attention should be paid to employees who are interested in personal development, have leadership qualities and certain potential. We must not forget about the motivation of reservists not only at all stages, but also after moving to another position.

The Federal Law “On State Civil Service” practically replaces the Labor Code of the Russian Federation for state civil servants. Action labor legislation and other acts that contain labor law norms for civil servants are distributed with the features that are provided for by federal laws and other regulatory legal acts of the Russian Federation on the state civil service and its subjects.

These features that are installed Federal law on the civil service, in fact replaces the norms contained in the Labor Code. In general, this is justified, since the concept labor Relations and relations that are associated with public service are shared by the state. The norms of the Labor Code that are being replaced are for the most part similar or have minor changes to the Federal Law on Civil Service.

But at the same time, some provisions of the Labor Code are not reflected in the Federal Law due to their specificity, these include: labor protection, social partnership in the sphere of labor, protection labor rights, features of regulation of labor rights of certain categories of workers.

In any specific situations when regulating relations in the public service, it is possible to use the norms of the Labor Code, including provisions on labor protection, protection of labor rights, wages and others. In turn, the Federal Law on Civil Service establishes the regulation of certain relations that do not exist in Labor Code. For example, relations regarding civil service positions and their classification, the financing of the civil service, and the formation of civil service personnel have been further regulated.

Any head of government agencies faces the issue of forming personnel. Thus, when selecting personnel, they take into account the level of education, business qualities in professional activities, service achievements, and others. Data individual characteristics Employees can most often be identified by the documents submitted by applicants to the employer when applying for a job.

Overwhelmingly, civil servants work closely with their superiors, subordinates, colleagues, as well as citizens. Despite the highly qualified and experienced composition of the team, situations arise in which problems arise in interpersonal communication, which lead to personal or professional conflicts, which in turn affects work efficiency. Consequently, when forming personnel, the subjective characteristics of the selected employees should be taken into account.

Modern personnel technologies include the method of selection, assessment, decision specific situations, conducting certification and qualification exams. These technologies assess the job qualifications of employees, but there are also those aimed at assessing the psychological and other compatibility of employees. These include testing, didactic, psychological methods and HR practices. The use of these technologies helps the employer evaluate one or another characteristic of an employee and make a decision about hiring him.

In the private sector, the employer has the right to make decisions based on personal experience, the experience of HR employees, or with the help of intuition, without explaining the reasons to the employee.

When entering the civil service, such freedom is categorically unacceptable. Part 4 of Article 32 of the Constitution of the Russian Federation states that citizens of the Russian Federation have equal access to public service. In addition, every manager performing official duties expects the adequacy of employees both professionally and personally and has the right to this.

Article 22 of the Federal Law on Civil Service establishes that civil service positions are filled based on the results of a competition, with the exception of certain cases. Wherein existing order

holding a competition for filling a position helps to attract a wide range of people willing to take part in the selection. Holding a competition requires time, organizational and material costs. A fairly certain amount of time passes from the moment a vacancy is created to the moment it is filled, which is to some extent a limitation for the exercise of the powers of a government body.

The personnel reserve is formed taking into account the Consolidated Register of Civil Servants and received applications from civil servants, as well as citizens on a competitive basis, the composition of citizens who have passed competitive professional selection, who have proven themselves as trained individuals and therefore have the right to fill civil service positions without competition, as well as the right directions for professional retraining, advanced training or internship.

The basic principles of forming a personnel reserve and working with it are:

Objectivity in assessing professional, business and personal qualities, results of service (labor) activities of candidates;

Professionalism and competence of persons included in the personnel reserve, creating conditions for their professional growth;

Transparency in working with the personnel reserve.

Subclause 4 of clause 2 of Article 60 of the Federal Law on Civil Service defines the formation of a personnel reserve on a competitive basis as a priority direction for the formation of personnel in the civil service.

In addition, the law does not prohibit the formation of a personnel reserve without a competition. There are two approaches to forming a personnel reserve:

Selection a certain number persons from existing civil servants in the organization and preparing them to fill positions;

Inclusion of those who do not work in this organization into the personnel reserve based on the results of the competition.

In the first approach, the personnel reserve serves as a means for implementing such an area of ​​formation of personnel in the civil service as promoting the career growth of civil servants on a competitive basis.

Such a requirement for job growth also means that the personnel reserve includes persons who are already in positions in the civil service. Thus, the personnel reserve becomes a proven and sustainable organizational resource of the state apparatus. At the same time, with the help of a qualification exam and certification, the assessment of the results of professional activities in the public service is determined. This provision should be interpreted together with the principles of personnel formation, and more specifically: taking into account service merit and in professional service activities and in improving the professional skills of civil servants.

In addition, it should be taken into account that, on the basis of subparagraph 2 of paragraph 4 of Article 62 of the Federal Law on Civil Service, being in the personnel reserve is the basis for sending a civil servant for professional retraining, internship or further qualification. Another approach can be used to evaluate individuals who meet all the formal requirements for admission to the civil service and serve as the basis for selection during a competition, in the event that it is not possible to evaluate the applicant based on his work in a team or in solving certain assigned tasks. government agency In fact, we are talking about persons who, at the time of the competition or inclusion in the reserve, did not work for a government agency or in similar structures. The formation of such a personnel reserve can be used as planned preparation for filling positions that may become vacant only in the future. In this case, the employer, if necessary, has the right to use the existing personnel reserve and, with the consent of the persons included in this reserve, conduct various tests, assign them temporary work, use other opportunities and involve these persons in the decision certain tasks

, which will be assigned to the employee in the future. Also, a person who passes all the tests has proper training can be hired immediately after the vacancy is opened without a competition. It is not necessary to select a candidate to fill vacant positions only from the personnel reserve; the employer can also use it according to his own interests, adhering to his own ideas about its feasibility, but this does not mean that the use of the personnel reserve should be turned into a mechanism for “bypassing” existing requirements when filling a position .

Persons who are included in the personnel reserve can fill positions in the civil service that do not require a competition, but they can be included in the personnel reserve only based on the results of the competition. This option for using a personnel reserve to resolve employment issues should be used in cases where the performance of employee functions will be largely dependent on skills proper communication

According to paragraph 8 of Article 64 of the Federal Law on Civil Service in the Russian Federation, when filling vacancies in the state civil service, it is necessary to be guided by the Regulations on the personnel reserve in the civil service, approved by the President of the Russian Federation, as well as the Regulations on the personnel reserve of the subject of the Russian Federation, approved by the relevant regulatory legal act of the subject Russian Federation.

The personnel reserve of the state civil service is necessary for the effective implementation of its tasks. The stability of the work of any federal body depends on the quality of human resources. Selection for the civil service personnel reserve is carried out on the basis of a professional competition. This principle allows for timely replacement vacant positions and provide federal structures with highly qualified specialists.

From this article you will learn:

• How is the civil service personnel reserve formed?
• What are the criteria for selecting specialists for the state personnel reserve?
• what methods are used when selecting for the personnel reserve of the state civil service?

Civil service personnel reserve

The state personnel reserve is civil servants who have the potential to fill a vacant position in a government agency. It consists of candidates who have successfully passed a strict competitive selection process. During the selection process, not only professional level specialists, but also compliance of this level with the qualification requirements established for civil service positions.

The selection of candidates with the necessary knowledge, professional characteristics, personal qualities, practical skills for productive performance of the duties of a civil servant.

Normative base

The formation of a personnel reserve in the civil service is regulated by federal laws No. 58-FZ “On the civil service system of the Russian Federation” dated May 27, 2033 and No. 79-FZ “On the state civil service of the Russian Federation” dated July 27, 2004. The regulatory framework also includes regulatory legal acts adopted in furtherance of their provisions.

Currently, the civil service personnel reserve exists at several organizational levels:

• federal;
• federal government agencies;
• subjects of the Russian Federation;
• state bodies of the constituent entities of the Russian Federation;

Principles of forming a personnel reserve for the civil service

Work with the state personnel reserve is carried out in accordance with the following principles:

• absence of discrimination, equal access to civil service for all categories of citizens;
• transparency during selection on a competitive basis;
• taking into account the actual and future needs of government agencies;
• objectivity in the selection of applicants;
• professionalism and competence of specialists included in the state personnel reserve;
• equality of opportunity for applicants during selection;
• systematic approach: involvement of managers, HR specialists in the work process, educational institutions;
• strategic management of the development of applicants, taking into account current competency requirements;
• regular monitoring;
• making timely management decisions based on monitoring results;

Goals and objectives of the civil service personnel reserve

The state personnel reserve is formed to promptly fill vacancies that open in government agencies. Its main purpose is to prepare professional staff for federal bodies, to develop the most sought-after competencies in them, to improve their qualifications to the required level. The State Reserve allows you to solve the following problems:

• prepare potential government employees for management in constantly changing conditions;
• ensure continuity of management and its succession;
• improve management by selecting the most promising candidates, training and promoting them;

The main areas of work with the personnel reserve of the civil service include:

• training and retraining, advanced training of employees;
• promotion of career growth;
• rotation of civil service employees;
• efficient use human resources;
• regular certification to evaluate the performance of civil servants;

Selection of candidates for the state personnel reserve

The selection of candidates for the civil service personnel reserve takes place on the basis of a competition. The candidate’s performance results, business and personal characteristics are assessed.

In some cases, certification commissions may take part in the formation of the state reserve. Based on the results of certification of civil service employees, the employer makes an informed decision on the inclusion of a candidate in a particular federal body. Note that established order requires a competition, therefore, the manager’s decision will be more of a advisory nature.

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Who can get into the civil service personnel reserve?

To the personnel reserve civil service include applicants who have the necessary level of knowledge and practical experience to fill an open vacancy in short terms. According to federal law, the following may apply for a position:

1. All citizens who have passed the relevant competition;
2. Those who have passed the competition to fill a vacant civil service position;
3. Employees filling a vacant position in order of promotion (based on the results of the competition);
4. Successfully certified specialists in order of job advancement;
5. Civil servants dismissed due to reduction or abolition of government agencies;
6. Employees whose contract is terminated due to circumstances beyond the control of the parties.

The state reserve is formed taking into account requests from civil servants. Adult citizens who meet the qualification requirements and speak Russian have the right to participate in the competition.

The regulation on the competition for filling a vacant position in the state civil service of the Russian Federation, approved by Decree No. 112 of the President of the Russian Federation dated February 1, 2005, determines the list of documents required to participate in the competition.

These include: personal statement, completed application form, copy of passport, educational documents, copy work book. In some cases, you may need a medical certificate confirming the absence of diseases that interfere with the performance of official duties. If a citizen does not have the required level of qualifications, he may not be allowed to participate in the competition.

When can a candidate be excluded from the civil service personnel pool?

The length of stay of a citizen in the state personnel reserve depends on the position for which he expects:

• highest group - 4 years;
• main and presenter - 3 years;
• eldest and youngest - 2 years;

If the specified period has expired and the candidate has not been accepted for the desired position, the head of the civil service may extend this period or exclude the employee from the state reserve. Please note that extension of the deadline is allowed only once. To exclude an applicant before the expiration of the established time, other grounds will be needed.

A citizen may be excluded from the personnel reserve of the state civil service:

• based on a personal statement;
• when obstacles arise as provided for by the Federal Law “On State Civil Service”;
• when committing a disciplinary offense resulting in disciplinary action;
• when a position is reduced due to the abolition of a government agency;
• after reaching the age limit;
• by decision certification commission about the inadequacy of the position being filled;
• upon expiration of the period of stay in the state personnel reserve;
• due to non-compliance with the individual training plan or refusal to improve qualifications;

Methods of selection into the personnel reserve of the state civil service

To select applicants for the state personnel reserve, methods are used that allow assessing the candidate according to various criteria:

• testing;
• business games;
• case solving;
• passing qualifying exams;
• writing an abstract;
• group discussions;
• certification;

The selection process is in many ways similar to the traditional selection of candidates for employment. At the first stage, the applicant undergoes an interview. The list of questions asked during the interview is usually approved by management. In some cases, to assess communication skills and psychological characteristics The applicant successfully uses didactic and psychological technologies.

The personnel reserve of the state civil service consists of professionals selected on the basis of a competition, who have undergone special training and have the necessary professional and personal competencies. Selection for the state reserve is carried out using the most modern techniques. Its formation occurs exclusively in accordance with legal requirements.

All this allows you to select the best specialists to work in government agencies, effectively and timely fill vacant positions, and provide federal structures with professional employees.