The purpose of the thesis is to analyze the essence, mechanisms and strategic directions of the organization and improvement of the career growth of municipal employees. The analysis of theoretical sources, questioning, methods of mathematical and statistical data processing, comparative data analysis are defined as research methods. The study was conducted in the Administration of the Southern Administrative District of Orenburg.
The diploma work consists of three chapters. The first chapter examines the essence, concept, classification and stages of a career, and develops an idea of the picture that has developed in the field of career management. The second chapter describes the activities of the Administration of the South Administrative District, followed by the development of recommendations for the improvement and development of career growth.
Introduction…………………………………………………………………………5
1 Theoretical aspects of career management
municipal employees ........................ .......................... .... .........................7
1.1 Concept, classification and stages of career growth…………………… 7
1.2 Career management……………………………………………15
1.3Period of municipal service………………………..26
1.4Professional and job development of the municipal
employee and management………………………………………………..33
2 Career management analysis of municipal
employees of the Administration of the Southern District…………………………………41
2.1 General characteristics of activities - Administrations
Southern District……………………………………………………………. ..41
2.2Municipal Career Research
employee of the Administration of the Southern Administrative District……...42
2.3Problems of development of municipal employees
Administration of the Southern Administrative District…………………....49
3 General recommendations for improvement and development
career development of municipal employees ……………………….…...51
3.1 Personnel development of the personnel of the municipal service……………....51
3.2 Establishing an effective management system
career growth of employees of the Administration of the Southern
administrative district ........................ ................................ ...... ......................56
Conclusion…………………………………………………………………..59
List of used sources……………………………………....62
Annex A Structural and logical scheme of the diploma
work…………………………………………………….……… …...……..64
Appendix B Old and new career conditions……………………...…65
Appendix B Schematic diagram of interaction
municipal service and an employee in the process of managing it
career………………………………………………………………………...66
Annex D Questioning of candidates for a vacant position ... ..67
Introduction
Since Russia embarked on the path of democratic reforms, in most areas of human activity, the combination of the interests of the individual and the organization has come to the fore. At the turn of the 20th and 21st centuries, the problem of human adaptation in a rapidly changing world became the most acute. To fit into the system of social and economic relations, while maintaining the integrity and uniqueness of the individual, is a very difficult and contradictory task. This also affected the sphere of state and municipal service. If in the days of the Soviet Union the personnel management system was of an organizational and administrative (administrative) nature and the actions of a person were strictly regulated, the steps of his promotion were dictated by higher authorities, then at present the main responsibility for successful career development lies with him. In light of this, the term "career" has acquired a more significant meaning, a clearer outline. Russian employees have learned that the process of career advancement is subject to study, forecasting, and management. The opportunity to "make" a career has opened up. The consequence of this was an increase in interest in the issue of career growth.
The relevance of this thesis is due to the need for each person to plan their future, based on their needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the prospects for career development and opportunities for professional development in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full strength, does not seek to improve his qualifications and considers the organization as a place where you can wait for some time before moving on to a new, more promising job.
A person must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this.
The object of study of the thesis is the Administration of the Southern Administrative District, namely those employees who took part in the author's study. The subject of the diploma project is the features of the career growth of the Administration employees.
The purpose of the thesis is to analyze the essence, mechanisms and strategic directions for improving and organizing an employee's career. In accordance with the goal in the thesis, it is necessary to solve the following tasks:
- to reveal the essence, concept, classification and stages of the career of a municipal employee;
- describe the mechanism of professional and official development of a municipal employee and his management;
- identify the main problems facing state bodies and municipal employees in the organization of career planning, and determine the strategic directions for organizing a career.
The practical part of the thesis includes the author's study, the purpose of which was to consider the realities of the career process in modern conditions, to study the attitude of potential and real municipal employees of the Administration of the Southern Administrative District to their future career, and a comparative analysis of their views.
1 Theoretical aspects of managing the career growth of municipal employees
1.1 Concept, classification and stages of career growth
In a broad sense, a career is defined as a general sequence of stages of human development in the main areas of life (family, work, leisure). At the same time, a career is represented by the dynamics of the socio-economic situation, status-role characteristics, forms of social activity of the individual. In a narrow sense, the concept of a career is associated with the dynamics of the position and activity of the individual in labor activity.
The essential component of the concept of career is promotion, i.e. forward movement. Such definitions as growth, achievement, transition, etc. are also used, which, in essence, again means progress. In this regard, a career is a process that is defined as a passage, a sequence of states of systems /22/.
A young specialist is included in a constantly ongoing, endless stream of events, he is forced to constantly move in it, find ways to adapt to it, to change himself in this process and change its components. And the faster the general movement, the more dangerous is the slowdown or stoppage of a person’s life arrangement in it due to the threat of turning into a toy of the elements, the more necessary it is for a person to prepare himself for a meeting with future events. Hence the understanding of a career - in the broad sense of the word - is the active advancement of a person in mastering and improving the way of life, ensuring his stability in the stream of social life. / 25 /.
Thus, a career is a process of professional, socio-economic improvement of a person, expressed in his advancement through the levels of positions, qualifications, statuses, remuneration and fixed in a certain sequence of positions occupied at these levels.
A career is a successful progressive promotion of an employee up the career ladder, a change in abilities, qualifications and remuneration associated with his activities. This is moving forward along the once chosen path, which is based on the subjective awareness of the employee's own judgments about his labor future /12/.
In other words, a career is the development of a person and the development of social space by him (if we are talking about an interorganizational career) or the expansion of a person in the organizational space of a particular enterprise (if an intraorganizational career is considered).
The need for career management is due to its important role in human life, the activities of the organization, as well as in the development of society as a whole /30/.
Significant changes have also been made in the management's view of career growth and ways of influencing the professional development of an employee. There has been a rejection of traditional views on the professional success of an employee, determined by his place in the corporate hierarchy. There has been a shift in understanding that what matters most is how employees themselves interpret their careers, what they mean by it, how they could better manage it, and what would be the best models for the relationship between the company and employees. In addition, modern researchers and theorists tend to consider career growth in the context of changes affecting both the employee of the company, the company itself, and the environment in which the company operates. The meaning of the term "career" is rapidly changing /6/.
In traditional concepts, a career is understood as the promotion of an employee through the ranks of an organization within the scope of his professional activity.
As a rule, people opted for any profession, sometimes after youthful "immature" hesitation.
After that, they tried to find a municipal service in which their work would be in full demand. In response, she was supposed to provide them with an opportunity for career growth /19/.
Both in choosing a profession and in choosing a particular company, people tried to do so that they would not have to return to this issue for the rest of their lives. An employee's career was seen as a "ladder" or "path", "road". The first of these metaphors (career as a "ladder") implied growth, subsequent promotion to leadership positions. The second and third (career as a "way", "road") - the possibility of planning a career as a kind of path that has already been passed by some employees before.
As a rule, by choosing each other, the municipal service and the individual entered into an implied "psychological" contract, which assumed:
- the municipal service, for its part, provides a guarantee of employment and the possibility of professional and career growth;
- the employee, for his part, in exchange for this takes an obligation to show personal devotion to the organization, loyalty.
Employees who already had a clear idea of the structure of the service, its products or services, as well as the market, were appointed to "adherents". It is not surprising that in the atmosphere of a stable market situation and with a steady increase in market share, many services became a kind of club establishments /24/.
The environment in which commercial transactions take place has changed radically in recent years. A summary of the changes that have taken place is given in Appendix B.
The reason for the changes is competition - a tendency to reduce costs.
Competition has contributed to the spread of the general trend to reduce production costs, in order to thus achieve a superior position in relation to competitors. As a result, a whole layer of the management apparatus of enterprises - the middle management - turned out to be unused in the new scheme, and many managers were fired. A similar situation is observed in relation to specialists whose professional skills are no longer required by enterprises.
Causes:
- replacement of human labor by machines, computers;
- integration of functions, the same work is now performed by third-party organizations or specialists invited by the enterprise to work under a contract.
Another consequence of increased competition has been increased management attention to issues such as the quality of products and services provided. This led to the fact that the management of enterprises had to assign more responsibility and authority to those employees who were directly involved in the process of manufacturing products or providing services; they have been given the necessary leeway to ensure that products and services meet all consumer needs. As a result, the traditional function of management, which consisted in control and coordination, was no longer in demand in production to the same extent as before /10/.
Various trends have had a strong impact both on the careers of individual employees within the municipal service and on the structure of professional development.
The multi-level pyramid of the municipal service structure began to level out, and the flatter scheme became dominated by a large number of one- and two-level structures. Consequently, the difference between the first level and the second has increased dramatically. Now, in order to advance, an employee needs not so much a quantitative as a qualitative leap in development /13/.
Now, the promotion of an employee within the framework of the municipal service is carried out not so much up the career ladder, but from one department of the enterprise to another, which can be explained by the small number of remaining opportunities for promotion and the requirement for more experience than before. For example, in order to be in charge of a company's international operations, an employee must be highly experienced /21/.
The consequences of the influence of external factors:
- instead of predictable progress, modern workers are forced to face the unpredictability of their official position;
- workers no longer have confidence that they will work in the same specialty and professional activity for which they were prepared;
- employees cannot be sure of maintaining their place in the organization, not to mention promotion to new posts and positions;
- Workers are offered a variety of alternative employment contracts, and none of them involve full and permanent employment. The appearance of contracts of this kind is explained primarily by the fact that with their help companies reduce costs.
The only asset of an employee is the ability to choose this or that job within or outside of this or that organization. As they improve their professional skills in the domestic and foreign labor market, they improve their career opportunities. Now the middle class is as insecure about job security as the working class; their position to the same extent began to be determined by the unstable and unstable labor market /13/.
As for the modern interpretation of career management, in the changed situation the following question becomes quite appropriate: does the use of the term "career management" still make any sense?
There are several reasons why we can keep the concept of "career management" and extend its meaning beyond such a narrow usage as progress within a profession or organization.
First, the ideas that we put into the concept of career management are constantly changing. This concept allows individuals to reflect on their professional development.
For example, they can use it to compare the characteristics of their current work with previous experience and draw the necessary lessons in the light of which they can more realistically assess their possibilities in the future.
Secondly, this concept still retains meaning for the leadership of the municipal service. If it seeks to achieve more tangible business results, it will strive to fully exploit the potential of its employees. The idea that there is an opportunity to manage their "career development" in such a way as to develop potential has an unusually attractive force for leaders. The prospects that open up in this regard can determine the main parameters of the management strategy.
So, we see that the management of the career growth of an employee by the leadership of the municipal service can become an element of the human resource management strategy, and ultimately contribute to the achievement of the company's commercial goals /11/.
However, studies show that these techniques are, to put it mildly, used differently. This is due to the fact that at present only a few companies can boast of having a long-term and consistent business strategy. Companies tend to introduce new systems (such as performance-based pay) into their work practices, usually incrementally rather than through the adoption of a strategic program.
Organizational structures have changed so much that it is now simply impossible to plan any consistent line of personnel positions through which these "promising" personnel would have to pass. And since there is a great temptation before their cohort to go to work in another organization, no one will undertake to assert that such personnel will become a stable source of new and fresh strength for the top management of the enterprise.
So, in the end, most organizations prefer to place the responsibility for training employees on special educational institutions and the specialists themselves - they themselves must take care of their professional training /28/.
The career growth of an employee employee is not carried out by moving from one post to other posts and positions within the organization, and thus, the employee can hardly expect to take the highest position in the management of the enterprise. Career growth can be carried out only through the acquisition by an employee of the necessary competence, which would allow him or her to take new, higher positions in the municipal service and reach a fundamentally new level of responsibility /27/.
There are two types of career: professional and intraorganizational.
A professional career is characterized by the fact that an employee in the course of his professional activity goes through various stages of improvement: training, employment, professional growth, retirement. A particular employee can go through these stages sequentially in different organizations. Along with a professional career, an intra-organizational career should be distinguished. Under the "intraorganizational" career refers to the definition of the long-term prospects of each employee in a given municipal service. An intra-organizational career is important both for the employee and for the employer, but its significance is manifested in various aspects. As a rule, thinking about the prospects of his work in the organization, the employee pursues, first of all, personal goals. These include material well-being and the degree of satisfaction with the duties performed. At the same time, management is primarily concerned with the performance of the staff. Ideally, the interests of the employee and the organization coincide. That is, when predicting possible career steps, employees think not only about their own benefits, but also about the needs of the business. It covers the successive change of stages of development of an employee within the same organization.
Intraorganizational career is realized in three main directions:
-vertical, i.e. rise to a higher level of the structural hierarchy;
-horizontal - meaning either moving to another functional area of activity, or performing a certain service role at a stage that does not have a rigid formal fixation in the organizational structure (for example, playing the role of the head of a temporary target group, programs, etc.); a horizontal career can also include the expansion or complication of tasks at the previous level (as a rule, with an adequate change in remuneration);
centripetal - movement towards the core, the leadership of the organization. For example, inviting an employee to meetings that were previously inaccessible to him, meetings of both a formal and informal nature, getting an employee access to informal sources of information, trusting relationships, certain important assignments from management, gaining authority from colleagues /14/.
The desire of a person to manage his career is explained by the great importance that a career has for his life.
A career acts as a kind of context for a person’s working life, structuring his work experience (by the way, an essential part of the general life experience) by a sequence of certain steps, due to which professional life is seen not as a continuous incoherent mass of actions and events, but takes on the form of development ordered by these steps / 12 /.
Careers can also be classified on various grounds: by the possibility and time of implementation, by the nature of the career strategy.
Let's consider some of these varieties mainly on the example of official career.
According to the "possibility of implementation" official career can be divided into potential and real.
A potential career is a work and life path personally built by a person based on his plans, needs, abilities, plans. This is a dream career, a desire career. It can significantly affect the actions, behavior of a person and be fully implemented, partially or not implemented at all. In other words, it is individually planned.
A real career is what a person managed to realize over a certain period of time in the corresponding type of activity in a particular organization. Studies show that even by retirement age, by the end of their official and professional careers, only every fifth municipal employee believes that he has achieved his goal in career growth /9/.
A significant part of municipal employees in old age admitted that their plans for career growth remained a career - a dream, a career - a desire. The reason for the low indicators of a successful career of municipal employees should be sought in the fact that this work is almost absent in organizations. It is not secured either from the legal, or from the scientific and methodological, or from the organizational side. There are not enough specialists who could deal with this difficult task.
According to the "time of implementation" official career can be divided into normal, high-speed, airborne and slow.
A normal career is a gradual promotion of a specialist to the top of the job hierarchy in accordance with his constantly developing professional experience. The limit of this job development is due to the level of professional incompetence of a specialist.
A high-speed career characterizes a rapid, but still consistent positional movement along the vertical of the organizational structure. This is usually the career of gifted, talented, outstanding individuals in science, industry, entrepreneurship and business.
The landing career represents a predominantly spontaneous replacement, as a rule, of leadership positions in the organizational structure. People with such a career, like a lifesaver, are always ready to take any position and follow the predetermined instructions. For representatives of such a career, it is not the process of doing something that is important, since the vast majority of them do not differ in professional competence, but the fact of filling a position. Most often, the last two varieties of career are found in crisis periods of social development or in wartime. It is during these periods that society, by objective necessity, is forced to turn to rational, balanced steps, thoughtful actions, often to risky extraordinary proposals, extraordinary personalities. All this, as a rule, is accumulated by outstanding organizers, managers, creative people - in a word, professionals.
Slow career growth is characterized by a long stay in one position. The reasons for this promotion can be very diverse. Most often they are associated with the professional or personal characteristics of a municipal employee, his relationship with other employees, management /5/.
A career can also be considered in terms of "the nature of its implementation." In this case, the implementation of both professional and job career strategies can take a number of forms:
- typical: achieving the heights of professionalism, recognition in the professional community, occupying the highest official status in the organizational structure are associated with the reproduction of the full cycle of a person's professional life - from professional self-determination to the deobjectification of experience in one professional area.
- stable: characterized by relative constancy in professional activity and promotion.
- discontinuous: characterized by the instability of professional and job promotion, repeated changes in the profile and form of activity, working in numerous organizations and filling positions that did not correspond to the acquired experience of a specialist. This career strategy leads to dispersion of human efforts /17/.
For the municipal service, the priority should be a typical and sustainable form of an individual career strategy. This can be achieved if there is a system and mechanism for managing the career of the personnel of the municipal service. They are designed to ensure and determine the determination of the career of personnel solely by the level of professionalism, personal qualities and performance results.
The desire of an employee to manage his career is explained by the great importance that a career has for his life. A career acts as a kind of context for a person’s work life, structuring his work experience (by the way, an essential part of the overall life experience) by a sequence of certain stages, due to which professional life is seen not as a continuous incoherent mass of actions and events, but takes on the form of development ordered by these stages. At different stages of a career, a person satisfies various needs /27/.
The preliminary stage includes schooling, secondary and higher education and lasts up to 25 years. During this period, a person can change several different jobs in search of a type of activity that satisfies his needs and meets his capabilities. If he immediately finds this type of activity, the process of self-affirmation of him as a person begins, he takes care of the safety of existence.
Then comes the stage of formation, which lasts about five years from 25 to 30. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion occurs and there is a need to establish independence. He continues to be concerned about the safety of existence, concern for health. Usually at this age, families are created and formed, so there is a desire to receive wages, the level of which is higher than the subsistence level.
The promotion stage usually lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, promotion. There is an accumulation of practical experience, skills, a growing need for self-affirmation, achieving a higher status and even greater independence, self-expression as a person begins. During this period, much less attention is paid to meeting the need for security, the worker's efforts are focused on increasing wages and caring for health.
The conservation stage is characterized by actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a peak in the improvement of qualifications and its increase as a result of vigorous activity and special training, the employee is interested in transferring his knowledge to young people. This period is characterized by creativity, there may be an ascent to new service levels. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself and others who have reached their position through honest work. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, but there is an increasing interest in other sources of income (for example, participation in profits, capital of others with organizations, shares, bonds).
The completion stage lasts from 60 to 65 years. Here a person begins to seriously think about retirement, to prepare for retirement. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis, and such people are less and less satisfied with work and experience a state of psychological and physiological discomfort, self-expression and respect for themselves and other similar people reach their highest point for the entire period of their career. They are interested in maintaining the level of wages, but seek to increase other sources of income that would replace the wages of this organization when they retire and would be a good addition to the pension benefit /12/. At the last, retirement stage, a career in this municipal service (type of activity) is completed. There is an opportunity for self-expression in other activities that were impossible during the period of work in the organization or acted as a hobby (Painting, gardening, work in public organizations, etc.). Respect for oneself and fellow retirees stabilizes. But the financial situation and state of health in these years can make constant concern for other sources of income and health.
It should be noted that the age of a person, the formation of his career are closely related to the content of the stages of career growth and the level of development of professional experience /31/.
1.2 Career management
At the turn of the 20th and 21st centuries, the problem of human adaptation in a rapidly changing world became the most acute. To fit into the system of social and economic relations, while maintaining the integrity and uniqueness of the individual, is a very difficult and contradictory task. Changing position in society, role in various areas of life, attitude to core values, realization of opportunities and life plans are associated with professional growth, managing one's own career.
Choosing and planning a career is one of the most difficult problems of a person. Status in society, social circle, quality of life, “I” - concept, self-esteem, emotional state of a person /30/ depend on this.
For effective career planning, you need to identify your vision and follow it. To do this, sometimes it is enough to have the relevant information. Career planning involves designing one's own activity on the basis of reliable ideas and concepts, assessing one's professional aspirations, searching for the possibility of their implementation, the ability to predict the future, assess existing reserves, and increase competence in accordance with changing demands for activity.
Of particular importance is the planning of one's own personal development. It is based on the idea of self-development, self-regulation, social adaptation, stimulating self-knowledge, self-acceptance, self-control and self-realization. The inclusion of psychological structures in the activity allows one to successfully adapt to changing circumstances, respond flexibly to them, improve the quality of thinking, enterprise, and the ability to make non-standard decisions. Designing a professional career involves an active attitude to the present and future, understanding the prospects, creating goals, motivation, finding ways, means, methods, technologies for achieving the goal. Career planning is a movement along an individual trajectory, determined by the person himself in accordance with an adequate assessment of his own desires, their implementation, and the search for previously unknown opportunities for this. Planning your own personal development is not limited to career advancement by any means. Career growth involves civilized forms of transition to new levels of professional activity /22/
Career is a controlled process. Career management is one of the areas of personal life problems.
The need for career management is due to its important role in human life, the activities of the organization, as well as in the development of society as a whole /17/.
Thus, in a career, the action of the universal mechanism of degression finds expression, which "makes possible the highest development of plastic forms, fixing, consolidating their activities, protecting tender combinations from their rough environment ... not allowing the entire content of our experience to blur into infinity-uncertainty." Including "the employee's own judgments about his/her work future, expected ways of self-expression and job satisfaction". A career builds the path of human development, introducing certainty into working life, orienting a person in time and space, making the past clear for him, the present meaningful and the future expected.
Career growth occupies an important place in the structure of the needs of a modern person, thereby influencing his satisfaction with work and life in general. A successful career provides a person with material well-being, satisfaction of his higher psychological needs, such as the need for self-realization, respect and self-respect, success and power, the need for development and expansion of the space of destiny. The desire of a person to optimize career development with the help of management is also connected with the peculiarities of the current situation in the development of Russian society. Democratization contributes to the creation of conditions for free self-determination, self-realization of each person, independent choice by him of the ways of his movement in the social structure, social space of society. But this freedom gives rise to competition, which confronts each person with the problem of his competitiveness, achieving personal success against the background of being ahead of others.
The municipal service is also interested in managing the careers of its staff. If for a person a career is development and advancement in the organizational space, then from the point of view of the organization it is, first of all, a matter of fullness, integrity of this space, which is especially important for its professional and official component, that is, the organizational structure. The career growth of an employee in the municipal service consists of the desire of the employee himself to realize his own professional potential and the interest of the municipal service in promoting this particular employee. Municipal services, whose leaders understand the importance of managing the business career of their employees, are taking a serious step towards their own prosperity. Career management makes it possible to "grow" a specialist or leader within the walls of your organization. Employee career management is not only about setting goals, but also about determining the means to achieve these goals. The costs of career planning and training, advanced training should be considered as an investment in employees, and therefore in the success of the municipal service /22/.
At first glance, it may seem that career management requires a lot of time and money and is clearly inferior in terms of efficiency to hiring an already established highly qualified specialist. But with a more detailed analysis, it becomes clear that these costs are fully justified. On the one hand, an employee who has gone through all the stages of professional growth in one municipal service knows better its specifics, strengths and weaknesses. This is what makes his work more productive. Unlike someone who comes to the municipal service "from the street", he will not need time to assimilate the corporate culture: he is already part of it. On the other hand, the behavior of such an employee is easier to predict. It can be said with confidence that the management of an employee's career growth is an active interaction of three parties: the employee, management and the personnel management service.
Employee career management is an event that requires certain material costs on the part of the municipal service. But these costs are more than compensated by the competitive advantages that the organization receives in return. Personnel is perhaps the most important resource available to any municipal service. Consequently, the costs of its development are nothing more than an investment in a stable and successful "tomorrow" /9/.
Career management of a municipal employee is one of the most complex personnel technologies. As a result of its application, it is important to achieve such a situation that what people have or can have as individuals, as carriers of professional abilities, experience, is included in the labor process in the interests of the individual and in the interests of the municipal authority. For this, it is necessary that the structure of the most important social career management tools be formed in the municipal service: the system, mechanism, and process of managing the career of the personnel of the municipal service is shown in Figure 1.1
Figure 1.1 - The structure of career controls
The personnel career management system is a set of personnel management subjects, their functions, powers and responsibilities, a set of principles, legal norms and a management mechanism that are necessary for a targeted impact on the management object shown in Figure 1.2. We are talking about creating such a career management system that would be based on legal norms that fix the mechanism of responsibility of management subjects for creating favorable conditions for a career environment for professional and career growth of personnel, the demand for their professional experience. When solving personnel issues, this system would rigidly determine the actions of managers and personnel services (personnel management services) in accordance with the principles of the municipal service, primarily professionalism and competence, equal access of citizens to the municipal service in accordance with their abilities and professional training.
Figure 1.2 - The main elements of the career management system of a municipal employee
The career management system should ensure the formation of the most optimal typical schemes of career movement, starting from the lowest positions, as well as from the moment citizens enter the municipal service, their openness for acquaintance, promotion conditions, material and moral rewards. In addition, it is important to provide in the career management system for the personal responsibility of the heads of personnel services for creating and maintaining an impeccable reputation of the municipal authority and, in general, the authority of the state in case of violation of established procedures and career management rules.
The career management mechanism is designed to activate the career management system - a system of functions, powers and responsibilities of subjects and objects of career management through specific forms and methods of working with personnel - and thereby ensure the achievement of the goals of personnel career management. In fact, it is a coordinated set of means and methods that provide qualitative changes in the professional potential of the individual and adequate ways to implement it in the interests of both the individual and the municipal authority. This is a set of means of influence, primarily personnel technologies, which ensure the management of the professional experience of personnel in the organization, the implementation of their career strategy.
There are many means of influencing a person in the municipal service, and it is very difficult to draw a strict boundary separating the impact of one and the other means on a person in the process of implementing even such a specific technology as career management. However, the key elements of the personnel career management mechanism can still be identified. They are such personnel technologies as selection, assessment (testing, qualification exam, attestation, etc.), staff training, as well as work with a personnel reserve, internships and a number of others.
This should also include technologies for continuous study of the content, nature and working conditions of employees, with the aim of promptly solving problems of organizational development: timely changes in the organizational structure, staffing, job descriptions, professiograms of municipal employees, correction of professional qualification requirements, development of proposals for changes in the Register municipal service positions, vocational training programs, etc.
The career management mechanism as an element of the career management system is based on the principles of management, legal norms that strictly regulate the procedure for applying, organizing and using the results of personnel technologies and the means and methods of working with personnel used. The main elements of the career management mechanism are shown in Figure 1.3
Figure 1.3 - The main elements of the career management mechanism
An analysis of the practice of working with the personnel of the municipal service shows that the significance of many of these technologies is not rejected, but their results are not the basis for making final decisions on personnel issues. In the practice of official promotion, appointment from the reserve, for example, is no more than 7%, competitive selection - 12%, implementation of certification conclusions - 13.7%. An analysis of the personal files of municipal employees indicates that the use of personnel technologies is not documented in the vast majority of them.
Thus, at present, we can only talk about the formal recognition of the importance of the means that represent the content of the mechanism for managing the career of personnel. But it is not possible to talk about the mechanism itself, especially about its effective functioning. Figure 1.4 shows a career management scheme for municipal service personnel
Figure 1.4 - Career management scheme for municipal service personnel
An equally difficult problem in the implementation of a career strategy for personnel is the process of career management, i.e., a logically connected and consistently implemented set of actions, from which the required impact is formed. In fact, this is a carefully planned, thought out, coordinated and performed by specific people set of actions that allow, within the framework of the established system and the adopted career management mechanism, to achieve the goal.
The career management process includes:
- identification of the needs (current, prospective) of the municipal
authority, organization (we are talking about structural professional experience) in the composition of the staff and assessment of its current professional capabilities, i.e. the structure of the existing professional experience of the staff: a model of needs and a model of opportunities;
- development and decision-making on the career strategy of the organization and
introduction of career management technology in a public authority;
-implementation of the decisions made and the implementation of career plans for the organization's personnel.
In the process of career management, two interrelated tasks are solved. Firstly, the task is to ensure that the professional experience of the personnel is consistent with the required, project, structural professional experience. Secondly, the development and rational use of the professional abilities of the staff. Their solution allows to achieve highly efficient work of the organization. The career management scheme for municipal service personnel may look like the one shown in Figure 1.4.
In this understanding of a career, well-built career management is important for the functioning and development of an organization, being a factor in increasing the efficiency of its activities, a condition for its sustainability and viability of an enterprise in a changing environment, a driving force, a mechanism for its development.
Career planning addresses such important issues as staff satisfaction with work in the municipal service and related productivity; continuity of professional experience and corporate culture; ensuring uninterrupted and rational replacement of key positions; adaptability and maneuverability in conditions of rapid changes in the content and division of labor, in conditions of crises; finally, it is connected with the issues of internal increment of professional potential and external growth of the enterprise in the environment /13/.
All this is all the more relevant today, when the market economy forces organizations to independently take care of providing their activities with the necessary human resources, determine the goals, directions, priorities of personnel policy, and the global humanization trend is reflected in a shift in values, emphasis in the direction of increasing the role of the human factor in development. economy, increasing the importance of the personnel management subsystem in the organization's management system. Under these conditions, at the level of the economy as a whole, the management of the development of human resources comes to the fore, and at the level of an individual enterprise, the management of the development of personnel, the development of the resources of each individual person, and the management of his promotion within the organization.
The state is also not indifferent to the fate of its citizens, since the degree of their satisfaction with growth and advancement in work affects the reduction or intensification of social tension in society, and the professional potential of each affects the dynamism and quality of reforms in general.
This is especially true for the development of management personnel. In turn, the effectiveness of the manager's managerial development within the framework of the municipal service is inextricably linked with the success of his career management /14/.
And so, the necessity and expediency of career management is obvious, since it contributes to the merger and implementation on a mutually beneficial basis of human needs, interests and society as a whole. But it is also important to understand whether the management of the career of a municipal employee is successful.
First of all, it should be noted that although both the employee and the municipal service are interested in career management, the municipal service should be the initiator as the carrier of the career space, without which the development of a person will remain just development, not manifesting itself in the external movement, without thereby gaining career quality. Of course, without the desire and readiness of a person, career growth will not take place either, but nevertheless, it is much easier to create motivation for career growth than a career space /30/.
The general purposeful impact on the nature of the course and the content of the process of a person’s career development should be implemented through the combined efforts of career management on the part of the organization and career self-management on the part of the person, as well as with the assistance of the state.
One of the main conditions for successful career management by the municipal service - and in a general sense it consists of managing the development, selection and promotion of personnel within the organizational space - should be mandatory participation, the inclusion of each manager in managing his career, creating an atmosphere of dialogue in the organization . In other words, career management should be participatory.
Career management should be scientific and conceptual, and therefore be based on modern achievements in management theory, psychology (in particular, the psychology of managerial career), sociology in the field of knowledge of the main patterns, driving forces and mechanisms, factors and determinants of career development.
Given the complexity and multidimensionality of the management object, career management should be comprehensive, i.e., take into account or, as far as possible, influence numerous factors related to the personality of the career leader (psycho-physiological, psychological, professional, socio-demographic, etc.). characteristics), and with its non-organizational (family, friends, etc.) and organizational (corporate culture, strategy, structure, personnel policy, relations with the immediate supervisor, etc.) components of the microenvironment, and career development macroenvironment factors /25/.
As part of an integrated approach, career development management should mobilize the driving forces of career development, that is, needs, values and related motives for development and advancement, and also contribute to the formation of an employee's image of a career trajectory, a managerial path. Among the features of career growth, it is important to know the features of the nature of its course, depending on the age of the employee, his length of service in the municipal service or in a particular position. Knowledge of the temporal model of career periodization makes it possible not only to rationally use periods of rising human activity, but also to predict points and periods of crises. In this regard, career management should be anti-crisis, that is, to prevent the occurrence or mitigate the course of crises associated with the contradiction between the increased opportunities of a municipal employee and the requirements of the old position, with the beginning, middle and end of a career, crises of overall human development.
Career management is strategic in its essence, as it is characterized by aspiration to the future, focus on long-term benefits, long-term goals. But it should also be strategic, that is, it should assume the presence in the municipal service of a common value setting that determines the procedure and content of decisions on the development and promotion of managerial personnel, as well as penetrating other areas of the enterprise. In the modern domestic theory of personnel management, the term "career strategy" has already been established / 28 /.
Career planning is also a delicate issue. A career affects the prestige of a person in the eyes of the environment, its success is a measure of well-being, a source of pride.
People value their careers as if it were their honor. Therefore, it is important not to “harm” a person, to prevent him from “losing face” because he failed to cope with his duties at the next official level. Is it possible to achieve this by coercion? The question is quite rhetorical. Consequently, the impact on the career process in the whole organization should be implemented in promoting the development of individual careers of employees, and the management of an employee's career should be motivational, and therefore based on the priority of motivation over management, socio-psychological methods of influence /19/.
Career management requires the involvement of certain human, time and financial resources. Therefore, its important characteristic should be efficiency based on expediency and regularity. At the same time, behind each career, development and advancement in the society of a particular person is his unique, inimitable life situation, his fate, and uniqueness should be reflected in the project approach in relation to managing the individual career of each municipal employee.
Finally, career management of an employee should be systemic, which implies the presence of a certain set of components that are closely interconnected, coordinated with each other, serve the same purpose and form a single integrity that has properties that are not inherent in each component separately. Such elements should be the system, mechanism and process of career management, built and implemented on the basis of the above approaches.
The career management process should be the result of the interaction of the system and the mechanism and include a sequence of actions aimed at achieving the goals of development, selection and promotion of personnel within the organizational space: setting goals, analyzing the actual situation, identifying problems (discrepancy between the desired and the actual) and planning and implementation of measures for their constructive solution /24/.
Thus, planning a career of a municipal employee and managing the career process as a whole is a complex, complex, multifaceted activity, to match the very object of management - career growth. A person has always tried to manage his career, the current reforms have only catalyzed this process, giving it dynamism.
Domestic business practice has rich experience in managing the professional promotion of employees, working with a reserve for promotion, and many of the approaches to career management that were mentioned above are already being used today as part of the activities of the personnel management services of Russian enterprises. /thirty/.
The state policy in the field of human resource management already today provides for career guidance, psychological support programs that contribute to "the socio-professional self-determination of the individual in the course of the formation of his abilities, value orientations and self-awareness, increasing its competitiveness in the labor market and adapting to the conditions for implementing its own professional career" .
In short, you don't have to start from scratch. It is only necessary to combine all the factors, to unite the efforts of all parties.
Undoubtedly, in order to ensure successful management of the career process as a whole and the individual career of each municipal employee in the municipal service, it is necessary to develop a special career management concept that would incorporate all previous positive experience, as well as the listed and other constructive approaches and principles. Only if such a concept is followed is it possible to fully realize the mission of career management - achieving harmony between the interests of the organization and human needs is presented in Appendix B.
Improvement and management of career development require certain additional efforts from the employee and from the municipal service, but at the same time provides a number of benefits, both to the employee himself and to the organization in which he works. For an employee, this means:
- a higher degree of satisfaction from work in the municipal service, which provides him with opportunities for professional growth and raising the standard of living;
- a clearer vision of personal professional prospects and the ability to plan other aspects of one's own life;
the possibility of purposeful preparation for future professional activity.
The municipal service receives the following benefits:
- motivated and loyal employees who associate their professional activities with this organization, which increases labor productivity and reduces labor turnover;
- the ability to plan the professional development of employees, taking into account their personal interests;
- a group interested in professional growth, trained, motivated employees for promotion to key positions /48/.
Thus, the main point of personnel career management is to ensure that everything valuable that a person in an organization possesses or can possess, namely his ability for professional activity, be effectively used to achieve the goals of the municipal service and satisfy the interests of the individual.
1.3 Period of municipal service
Admission to the municipal service is carried out in accordance with the legislation of the Russian Federation on labor, taking into account the specifics provided for by this Law.
Citizens of the Russian Federation who meet the qualification requirements for a substituted position in the municipal service have the right to enter the municipal service.
When entering the municipal service, as well as during its passage, it is not allowed to establish any direct or indirect restrictions and advantages depending on race, gender, nationality, language, social origin, property status, attitude to religion, beliefs, belonging to public associations created in the manner prescribed by the Constitution of the Russian Federation and federal law.
When entering the municipal service, a citizen presents:
- passport or other identity document;
- work book;
- insurance certificate of state pension insurance;
- military registration documents;
- a document on education, qualifications or special
knowledge;
- other documents, if it is provided by federal laws.
Qualification and other requirements for positions of the municipal service are established by federal laws, laws of the Orenburg region and adopted in accordance with them by the regulatory legal acts of local governments.
The qualification requirements for employees filling municipal positions in the municipal service include requirements for the level of professional education, taking into account the group and specialization of municipal positions in the municipal service, for the length of service in the municipal service, as well as for length of service and work experience in the specialty, the level of knowledge of the Constitution of the Russian Federation, federal laws, regulatory legal acts of local self-government bodies necessary for the performance of official duties for the occupied municipal position of the corresponding group of positions.
The following qualification requirements are established for employees holding municipal positions of the municipal service:
a) To the level of vocational education:
1) for the highest, main, leading and senior municipal positions of the municipal service - higher professional education in the specialty "State or municipal administration" or in the specialization of municipal positions of the municipal service;
2) for specialists of the first category of a senior municipal position and junior municipal positions of the municipal service - secondary vocational education in the specialization of municipal positions of the municipal service or education that is considered equivalent.
b) to the length of service of the municipal service, as well as to the length of service and work experience in the specialty:
1) for a valid municipal councillor:
Class 1 - experience of municipal service in the main and leading municipal positions for at least five years or two years in the highest municipal position, or work experience in the specialty for at least five years;
2 classes - experience of municipal service in the main and leading municipal positions for at least four years or one year in the highest municipal position, or work experience in the specialty for at least five years;
3 classes - experience of municipal service in the main and leading municipal positions for at least three years or three years in the main municipal position, or work experience in the specialty for at least five years;
b) for a real councilor of the municipal service:
Class 1 - experience of municipal service in leading and senior municipal positions for at least three years or two years in the main municipal position, or work experience in the specialty for at least three years;
Grade 2 - experience of municipal service in leading and senior municipal positions for at least three years or one year in the main municipal position, or work experience in the specialty for at least three years;
Grade 3 - experience of municipal service in leading and senior municipal positions for at least three years or three years in a leading municipal position, or work experience in the specialty for at least three years;
2) for a municipal councillor:
1st class - at least three years of experience in municipal service or two years in a leading municipal position, or at least three years of work experience in the specialty;
Class 2 - at least three years of experience in municipal service or one year in a leading municipal position, or at least three years of work experience in the specialty;
Grade 3 - at least three years of experience in municipal service or three years in a senior municipal position, or at least three years of work experience in the specialty;
3) for an adviser to a municipal service:
1st class - experience in municipal service for at least two years or two years in a senior municipal position, or work experience in the specialty for at least three years;
2 classes - experience of municipal service for at least two years or one year in a senior municipal position, or work experience in the specialty for at least three years;
3 classes - experience of municipal service for at least one year or work experience in the specialty for at least three years;
4) for the referent of the municipal service:
1 class - experience of municipal service for at least two years or work experience in the specialty for at least three years;
2 classes - experience of municipal service for at least one year or work experience in the specialty for at least three years;
Grade 3 - without presenting requirements for work experience.
The decision to recognize education as equivalent is made by the attestation commission.
There are three categories of municipal employees. In this case, we are talking about a category of persons who are exclusively in the municipal service. The legislation on municipal service involves legal norms that regulate in relation to persons in the municipal service, both public law and private law aspects of their legal status. Thus, the legislation on municipal service covers the legal regulation of elected officials (group B), municipal officials (group A), as well as those in the municipal service, hired workers and employees.
The qualification requirements for positions of the municipal service include the requirements:
a) by the level of vocational education, taking into account specialization in the position of the municipal service;
b) by seniority and work experience in the specialty;
c) according to the level of knowledge of federal legislation and the laws of the Orenburg region, the charter and other regulatory legal acts of the municipality in relation to the exercise of the relevant official powers.
Municipal employees who replace municipal positions of the municipal service of the corresponding group, in accordance with the legislation of the Russian Federation, are assigned the following qualification categories:
? active municipal councilor of the 1st, 2nd, 3rd class - by a municipal employee replacing the highest municipal positions of the municipal service (group 5);
? active councilor of the municipal service of the 1st, 2nd, 3rd class - by a municipal employee replacing the main municipal positions of the municipal service (group 4);
? municipal councilor of the 1st, 2nd, 3rd class - by a municipal employee replacing the leading municipal positions of the municipal service (group 3);
? councilor of the municipal service of the 1st, 2nd, 3rd class - by a municipal employee replacing senior municipal positions of the municipal service (group 2);
? referent of the municipal service of the 1st, 2nd, 3rd class - a municipal employee replacing junior municipal positions of the municipal service (group 1).
The highest class in the corresponding group of municipal positions of the municipal service is the first class, the lowest - the third class.
Assignment of qualification ranks is carried out in sequential order in accordance with the qualification and other requirements for municipal positions of the municipal service of the corresponding group, and taking into account the length of stay in the previous qualification rank.
To assign the next qualification category to municipal employees, the following periods of stay in the qualification categories are established:
? for active municipal councilor - three years of municipal - service in each class;
? for active councilor of municipal service - three years of municipal service in each class;
? for a municipal councillor, three years of municipal service in
every class;
? for a councilor of the municipal service - two years of municipal service in each class;
? for the referent of the municipal service - one year of municipal service in each class.
The period of stay in the qualification category is calculated from the date of assignment of the corresponding qualification category. The day of assignment of the qualification rank is considered the day of issuance of the administration's order "On the assignment of a qualification rank to a municipal employee."
When appointed for the first time to a municipal position, the issue of assigning a qualification rank may be considered after a year from the date of entry into the municipal service based on the results of the qualification exam.
At the request of the head of the structural unit, a municipal employee, if he has his consent for the successful and conscientious performance of his official duties, the performance of tasks of particular importance and complexity, the right to pass a qualification exam may be granted after 6 months of municipal service.
The qualification category is assigned in the next or in an extraordinary order.
To assign the next category, the HR specialist prepares the necessary documents and submits them to the certification commission.
The submission on the assignment of the next qualification category is made by the head of an independent structural unit on the basis of an application from a municipal employee after the expiration of his stay in the corresponding qualification category.
The next assignment of a qualification category to a municipal employee is made on the basis of the results of attestation or a qualification exam:
? after the expiration of the established period of stay in the previous qualification category within the same group of positions in the municipal service;
? when transferring a municipal employee to the position of a municipal service of a higher group of positions in the municipal service.
At the request of the immediate supervisor, after the expiration of the established period of stay of a municipal employee in the qualification category of the 1st class for special merits, he may be assigned the qualification category of the 3rd class of a higher group of positions in the municipal service without transferring him to another position of the municipal service.
Extraordinary assignment of a qualification rank to a municipal employee is carried out based on the results of a qualification exam no more than once during the period of his service in the positions of the municipal service of each group of positions of the municipal service after half the term of the municipal employee's stay in the previous qualification rank:
- at the initiative of the municipal employee;
The qualification category assigned on an extraordinary basis cannot exceed the qualification category of the 1st class of the group of positions to which the position of the municipal service occupied by a municipal employee belongs.
The head of the administration, on the proposal of the immediate head of the municipal employee in the manner of encouragement for special distinctions when a municipal employee passes the municipal service, has the right, in agreement with the attestation commission, to decide on the assignment of a qualification category to the municipal employee without conducting a qualification exam.
Without passing the qualification exam in an extraordinary manner, a qualification category can also be assigned to a municipal employee who has received an academic degree.
The qualification examination is carried out by the attestation commission.
The Certification Commission conducts a qualification exam for the assignment of a qualification category in the following cases:
- at the initiative of a municipal employee;
- upon appointment for the first time to a municipal position;
- when transferring a municipal employee to a municipal position of a higher group of positions;
- on the initiative of the direct head of the municipal employee as an encouragement.
The procedure and forms of conducting the qualification exam are established by the decision of the administration.
The form of the qualification exam is determined by the qualification requirements for the relevant municipal positions of the municipal service.
Conducting a qualification exam in the absence of the examined municipal employee is not allowed.
In case of non-appearance of the examined municipal employee for the qualification exam for a good reason, the date of the qualification exam is postponed to the next meeting of the commission.
The following are not eligible for the qualifying exam:
- municipal employees replacing municipal positions of the municipal service during the probationary period;
- persons temporarily replacing municipal positions of the municipal service;
- municipal employees recognized by the attestation commission as not corresponding to the substituted municipal position of the municipal service;
- municipal employees who hold municipal positions for less than one year;
- municipal employees who have disciplinary action.
Municipal employees who have a disciplinary sanction, as well as those who have not passed the certification, are not presented for the assignment of the next qualification category until the penalty is lifted and they are recognized in the certification procedure as corresponding to their position.
Based on the results of the qualification exam, one of the following decisions is made:
was passed;
- qualification exam for the assignment of a qualification category
not delivered.
In case of unsatisfactory passing of the qualification examination, the next application for holding the qualification examination may be submitted one year after the unsatisfactory passing of the qualification examination.
The results of the qualification examination of a municipal employee are entered in the examination sheet. The results of the exam are communicated to the municipal employee on the day of the exam.
The attestation commission, no later than seven days after the qualification exam, sends the documented results of the qualification exam to the head of the district administration for making a decision on the assignment of a qualification category.
If a municipal employee has passed the exam, then the head of the administration, no later than ten days from the date of passing the exam, taking into account the qualification requirements for the municipal position being occupied, decides on awarding him a qualification rank.
The decision to assign a qualification category to a municipal employee is drawn up by order of the district administration and is stored in the personal file of the municipal employee along with the examination sheet and the decision of the certification commission. An appropriate entry is made in the work book and personal file of the municipal employee.
Registration and registration of documents on the assignment and preservation of qualification ranks by municipal employees of the municipal service, accounting of all municipal employees with qualification ranks, is carried out by specialists in personnel work of the administration.
Legal acts, as well as actions (inaction) of local self-government bodies, their independent structural divisions and their officials on issues related to the assignment and preservation of qualification categories, may be appealed to the court by a municipal employee.
The qualification rank of a municipal employee is retained in the following cases:
- upon termination of municipal service;
- upon re-entry to the municipal service, if the new municipal position belongs to the same group of positions for which he was previously assigned a qualification rank;
- upon admission to the position of the municipal service of a lower or higher group of positions before the assignment of a qualification rank corresponding to the new position to be occupied;
- when transferring a municipal employee to another body of local self-government, a public authority of the region /2/.
The qualification category (class rank), previously assigned to a citizen on the basis of legislation on municipal service of other constituent entities of the Russian Federation, is retained when he enters the municipal service in the administration. In this case, the amount of payments is established in accordance with a similar qualification category for municipal positions of the municipal service in the administration.
If a municipal employee is transferred to a lower position based on the results of certification, then by the decision of the head of administration, he is assigned the appropriate qualification category in the group of positions to which the position replaced after the transfer belongs.
For a municipal employee reinstated in the municipal service after a period of interruption of the municipal service associated with illegal dismissal, this period is counted in the term of stay in the municipal service in the same qualification category. Upon termination of the municipal service due to retirement, the municipal employee of the administration is considered retired; and the qualification category assigned to him is retained for life, which is recorded in the work book.
1.4 Professional and official development of a municipal employee and his management
Today it is already obvious that it is not enough to have highly professional and trained personnel in an organization. Improving the management efficiency of any organization, including municipal ones, depends entirely on how wisely the wealth, the value that constitutes the professional capabilities of people, is used. Success, regardless of the form of ownership and affiliation of the organization, depends on how thoughtfully the management of both actual and potential professional opportunities, professional experience of people is carried out. If this does not happen, if the manager is not able to realize his role, and besides, he does not allow the personnel management service to take practical steps in this direction, then no matter how highly professional the staff may be, a creatively and productively working organization is unlikely to succeed / sixteen/.
The concept of "professional and official development of personnel" is inextricably linked with the concept of "official career". The professional and official development of personnel is the content of those changes that are noticeable, serve as a necessary and sufficient basis for official transfers.
etc.................
The career management process is two-way. Its basis is left by the relationship between the subject and the object of management. The object is a career as an increase in the value of human capital, in our case, a state and municipal employee. The subject of management can be either himself or his leader. In a situation where the subject is the employee himself, one should talk about managing a personal career, if the manager is a manager, then we are talking about managing a business career.
Career management involves establishing the correspondence between the individual career plans of employees and the development objectives of the region.
Career planning for a municipal and civil servant involves identifying their individual capabilities, inclinations, meeting development needs, which in itself does not guarantee career advancement, but promotes professional growth, increases their significance and self-esteem.
In managing the career of state and municipal employees, methods of managing career growth are used: administrative, economic, sociological, managerial, psychological (Table 1).
Table 1
|
Ways to manage career growth |
Methods of influence |
|
|
Administrative |
Laws, decrees, resolutions, state standards, regulations approved by state bodies. Instructions. Organizational charts, in the process of operational management. Selection, assessment, placement and training of municipal and state employees. |
|
|
Economic |
Financial incentive. Motivation of labor activity. Salary. economic sanctions. promotion. |
|
|
Social |
Use of the social management mechanism (relationships in the team, social needs). The use of informal factors, the interests of the individual, the team. |
|
|
Psychological |
Orientation to a specific person, strict personification. Appeal to the inner world of state and municipal employees, their experience, intelligence. Disclosure of the internal potential of state and municipal employees. Planning on a diagnostic basis of the goals of individual development. Identification of criteria for the effectiveness of the activities of state and municipal employees. |
|
|
managerial |
Evaluation of the communicative culture of state and municipal employees. Assessment of their competence. Identification of problems at work. Organization of schools of excellence, young state and municipal employees. Studying the professional opportunities of state and municipal employees |
The effectiveness of managing the career growth of state and municipal employees is measured by the degree of achievement of the goals set at predetermined costs for the career advancement of state and municipal employees, whose income, other things being equal, increases with an increase in investment in their creative and intellectual potential, which ensures an increase in the quality of work.
I present to your attention a model for managing the career growth of state and municipal employees (Fig. 4.1).
The managerial competence of the leader is a fundamental element of the model. It lies in the principles and methods of influencing the motivation of employees by management.
Individual needs for self-development and self-realization is one of the main principles of business career management, since the mismatch of personal needs with the business career management plan does not contribute to professional growth and the achievement of management goals.
The needs and interests of the public authorities: attracting candidates for vacant positions, helping employees achieve the required standards, facilitating their entry into public authorities, identifying differences between candidates and selecting candidates that best meet the requirements of the position.
Building career plans: determining the quantitative and qualitative needs for personnel, career planning (career promotion).
A large number of employees associate their activities with the desire to realize themselves in the managerial sphere (37%) and take a worthy place in society (24%). In state and municipal authorities for many employees such values as respect for people (92.4%), creative nature of work and self-realization of abilities (87.3%), reputation (64.4%) are of priority importance.
It is these interests of modern officials that the existing system of motivation is oriented to. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Modern man himself is changing. And along with it, motivational technologies should also change.
Fig.4.1 Career growth model for state and municipal employees
- INTRODUCTION
- Chapter 1. Business career, its stages and types
- 1.1 Career definition
- 1.2 Stages of a business career
- 1.3 Career types
- Chapter 2. Legislative framework for the professional development of state and municipal employees
- 2.1 Professional development of municipal employees
- 2.2 Professional development of civil servants
- Chapter 3
- 3.1 Planning
- 3.2 Career development
- Chapter 4. Suggestions for Business Career Management
- 4.1 Strategic development plan
- 4.2 Operational career development plan
- 4.3 Career management model for municipal and state employees
- Conclusion
- Bibliographic list
Ways to manage career growth | Methods of influence | ||
Administrative | Laws, decrees, resolutions, state standards, regulations approved by state bodies. Instructions. Organizational charts, in the process of operational management. Selection, assessment, placement and training of municipal and state employees. | ||
Economic | Financial incentive. Motivation of labor activity. Salary. economic sanctions. promotion. | ||
Social | Use of the social management mechanism (relationships in the team, social needs). The use of informal factors, the interests of the individual, the team. | ||
Psychological | Orientation to a specific person, strict personification. Appeal to the inner world of state and municipal employees, their experience, intelligence. Disclosure of the internal potential of state and municipal employees. Planning on a diagnostic basis of the goals of individual development. Identification of criteria for the effectiveness of the activities of state and municipal employees. | ||
managerial | Evaluation of the communicative culture of state and municipal employees. Assessment of their competence. Identification of problems at work. Organization of schools of excellence, young state and municipal employees. Studying the professional opportunities of state and municipal employees |
The effectiveness of managing the career growth of state and municipal employees is measured by the degree of achievement of the goals set at predetermined costs for the career advancement of state and municipal employees, whose income, other things being equal, increases with an increase in investment in their creative and intellectual potential, which ensures an increase in the quality of work.
I present to your attention a model for managing the career growth of state and municipal employees (Fig. 4.1).
The managerial competence of the leader is a fundamental element of the model. It lies in the principles and methods of influencing the motivation of employees by management.
Individual needs for self-development and self-realization is one of the main principles of business career management, since the mismatch of personal needs with the business career management plan does not contribute to professional growth and the achievement of management goals.
The needs and interests of the public authorities: attracting candidates for vacant positions, helping employees achieve the required standards, facilitating their entry into public authorities, identifying differences between candidates and selecting candidates that best meet the requirements of the position.
Building career plans: determining the quantitative and qualitative needs for personnel, career planning (career promotion).
A large number of employees associate their activities with the desire to realize themselves in the managerial sphere (37%) and take a worthy place in society (24%). In state and municipal authorities for many employees such values as respect for people (92.4%), creative nature of work and self-realization of abilities (87.3%), reputation (64.4%) are of priority importance.
It is these interests of modern officials that the existing system of motivation is oriented to. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Modern man himself is changing. And along with it, motivational technologies should also change.
Fig. 4.1 Career growth model for state and municipal employees
Conclusion Human resource management is one of the most important activities of the organization and is considered the main criterion for success, even ahead of the improvement of the technical process in importance). You can have excellent technology, but with all this unskilled employees, the work will be ruined. Thus, the key component is the management of a business career, the technology of managing employees. Planning and monitoring a human career lies in the fact that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs . An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion. Business career management allows you to achieve employee dedication to the interests of the organization, increase labor productivity, reduce staff turnover and more complete disclosure of human abilities. Any employee plans his future, based on his needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the career prospects and opportunities for advanced training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of the command becomes weak, the person does not work at full strength, does not seek to improve his qualifications and considers the organization as a place where you can wait for some time before moving on to a new, more promising job. The current stage of the scientific and technological revolution, as already mentioned , led to a qualitative change in the role of man in management, turning him into a decisive factor in the latter. Today's worker must have strategic thinking, enterprise, wide erudition, high culture. This put on the agenda the demand for continuous development of a business career, i.e. carrying out activities that contribute to the full disclosure of the personal potential of state and municipal employees and the growth of their ability to contribute to the activities of the organization. As a result, we can state that the "human factor" plays a decisive role in managing a business career. Technologies of the personnel management process are of decisive importance for the results of the work as a whole. Bibliographic list1. Aleksandrov I.M. Management psychology: Textbook. - M.: ITC "Dashkov and K", 2004. - 288s.
2. Aleksandrov I.M. Management system of the Russian Federation: Textbook. - M.: ITK "Dashkov and K", 2007. - 486s.
3. Astakhov S. What do civil servants want? // Russian business newspaper. - 2007. - No. 24. - P.5.
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Features of personnel management in municipal authorities. Organizational structure of the administration of the city of Kemerovo. Analysis of the performance of the administration, the structure and dynamics of the workforce and the management system of the business career of employees.
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Ministry of Education and Science of the Russian Federation
Federal State Budgetary Educational Institution of Higher Professional Education
Kuzbass State Technical University named after T.F. Gorbachev
Department of State and Municipal Administration
COURSE WORK
in the discipline "Personnel Management"
Managing the business career of municipal employees (on the example of the administration of Kemerovo)
Done: student
group MUb-141 Ermolaeva T.S.
Checked by: Candidate of Economics Associate Professor N.M. Anferova
Kemerovo 2016
INTRODUCTION
1.2 The concept and stages of a career
2.2 Characteristics of the organizational structure of the Administration of the city of Kemerovo
2.3 Analysis of key performance indicators of the Kemerovo City Administration
2.4 Analysis of the structure and dynamics of the workforce of the Administration of the city of Kemerovo
CONCLUSION
BIBLIOGRAPHY
INTRODUCTION
Every organization has a staff. Therefore, no organization can do without a service that deals with work with personnel. With the development of social production and management, the personnel service developed and transformed. Currently, there are various approaches to the role, functions of the personnel service in the organization. They depend on the size, goals of the organization, the nature of management and understanding of the role of personnel in the activities of the organization.
In the structure of municipal government, the personnel service is an important element of the system. The systematic achievement of the established goals of the municipality depends on the activities of the personnel of the municipal service: achieving the intended final results with the optimal use of resources, creating a favorable moral and psychological climate for the team, increasing the effectiveness of incentive tools and improving working conditions. As a result, we get an increase in the efficiency of the work of municipal employees, an increase in job satisfaction.
The professionalism of the personnel determines the prospects of the municipality, the achievement of its mission and the parameters of the standard of living of the population of this municipality.
The personnel service of the local government should organize the work of the staff in such a way as to get the maximum return. This is the relevance of studying this topic of the course work.
The object of the study is the Administration of the city of Kemerovo. The subject of the study is the role and functions of the personnel service in the structure of local governments.
The purpose of the work is to study the organization of the personnel service and their functions in local governments.
Work tasks:
To study the theoretical issues of organizing the work of the personnel service in the structure of local governments
Conduct an analysis of the activities of the Administration of Kemerovo
To study the structure and functions of the personnel service in the Administration of Kemerovo, to identify the main problems;
Suggest directions for solving the identified problems.
This course work is based on the use of publications of domestic scientists on the topic of work, materials of local governments, the Administration of the city of Kemerovo.
The structure of the work includes an introduction, three chapters of the main part, a conclusion, a list of references.
The introduction substantiates the relevance of this work. Shown: subject, object, purpose and objectives of the study.
The first chapter discusses the features of the organization of the work of the personnel service in the structure of local governments.
The second chapter presents the materials of the analysis of the activities of the Administration of the city of Kemerovo, conducted by the author.
The third chapter presents the study of the subject of research of this work based on the materials of the personnel service of the Administration of Kemerovo.
In conclusion, the main conclusions are made and the results of the work are summed up.
The list of references contains a list of sources used in the course of the course work
staff municipal management career
1. THEORETICAL FOUNDATIONS FOR MANAGING THE BUSINESS CAREER OF STAFF IN MUNICIPAL GOVERNMENTS
1.1 Features of personnel management in municipal authorities
The municipal service is a relatively new institution of public authority for Russian reality, which is on the way of formation and further development. The practice of the activities of municipalities and municipal employees on the ground gives new impetus to change, supplement and improve the entire municipal service. The end result of this whole process should be the functioning of an effective system of local self-government.
The important role of the municipal service as an institution of local self-government determined the legislator's attention to regulating the issues of its organization. On June 1, 2007, Federal Law No. 8-FZ of January 8, 1998 “On the Fundamentals of Municipal Service in the Russian Federation” became invalid due to the entry into force of Federal Law No. 25-FZ of March 2, 2007 “On Municipal Service in the Russian Federation”. Federation". The completion of the transitional period of the local self-government reform coincided with changes in legal regulation and municipal service.
The legislation defines the municipal service as a professional activity of citizens, which is carried out on a permanent basis in the positions of the municipal service, filled by concluding an employment contract (contract).
The basic principles of municipal service are formulated in Art. 4 of the Federal Law of March 2, 2007 No. 25-FZ "On Municipal Service in the Russian Federation" and include:
1) priority of human and civil rights and freedoms;
2) equal access of citizens who speak the state language of the Russian Federation to municipal service and equal conditions for its passage, regardless of gender, race, nationality, origin, property and official status, place of residence, attitude to religion, beliefs, membership in public associations, and also from other circumstances not related to the professional and business qualities of a municipal employee;
3) professionalism and competence of municipal employees;
4) stability of the municipal service;
5) availability of information about the activities of municipal employees;
6) interaction with public associations and citizens;
7) the unity of the basic requirements for municipal service, as well as taking into account historical and other local traditions in the course of municipal service;
8) legal and social protection of municipal employees;
9) responsibility of municipal employees for failure to perform or improper performance of their official duties;
10) non-partisanship of the municipal service.
These principles leave an imprint on the processes of formation and functioning of the team in the structure of the local government.
In the composition of municipal employees, there are: employees who hold municipal positions and workers who hold positions in the municipal service.
A municipal position is a position provided for by the charter of a municipal formation in accordance with the law of a constituent entity of the Federation, with established powers to resolve issues of local importance and responsibility for the exercise of these powers, as well as a position in local government bodies formed in accordance with the charter of a municipal formation, with established range of duties for the execution and provision of the powers of this body and responsibility for the performance of these duties.
Municipal offices are divided into two types:
1) elective municipal positions occupied as a result of municipal elections (deputies, members of an elected body of local self-government, elected officials of local self-government), as well as substituted on the basis of decisions of a representative or other elected body of local self-government in relation to persons elected to the composition of these bodies in the result of municipal elections;
2) other municipal positions filled by concluding an employment contract.
Employees filling positions of the municipal service - an employee who performs, in the manner prescribed by the charter of the municipality in accordance with federal and regional laws, the duties of a municipal position of the municipal service for a monetary reward paid from the local budget.
Persons who do not replace municipal positions of the municipal service and perform the duties of technical support for the activities of local governments are not municipal employees.
A feature of local self-government is its proximity to the population. In carrying out their official duties, municipal employees must deal with issues of local importance, solve them in the interests of the population of the municipality. First of all, impartiality, neutrality, law-abidingness, strict discipline are required from a municipal employee. Its activities are carried out within the framework of regulatory legal acts. This largely predetermines the characteristics of personnel management in the civil service.
The local self-government body in its activities should be guided by various interests:
a) for the interests of the municipality;
b) on the interests of the system of power and administration.
These directions can often contradict each other in the process of performing official functions.
A specific feature of the mechanism for the formation and functioning of the collective of the local government is determined by the presence of a patriotic component in it.
The level of awareness of the social significance of the municipal employee of their own activities, the combination of the results of its activities with the needs of society and the state distinguishes the team of employees of the municipal government, municipal organizations.
Features of the organizational culture of personnel, which are characteristic of state and municipal governments, are due to the following factors:
1) special status characteristics of employees of state and municipal government bodies and the state and municipal organizations themselves;
2) a high degree of orientation towards bureaucratic methods;
3) the dependence of municipal organizations on the all-Russian trends in state and municipal administration;
4) a significant influence of the traditions of relationships within the organization, characteristic of the Russian bureaucracy;
5) the presence of a greater spiritual and moral component than in the business environment.
Thus, considering the features of personnel management in state and municipal administration and management of the business career of a municipal employee, we note that there are no fundamental differences in this area from other organizations. At the same time, the existing features that are inherent in the system of state and municipal government leave their mark on the nature of the interaction of employees, the relationship and organizational culture of the team of the local government, as well as on all the work of managing a business career.
To form a management system for the business career of a municipal employee, therefore, it is required to take into account the peculiarities of the work of personnel in municipal government bodies:
Existing regulatory restrictions on employment and activities;
Significant regulation of labor processes;
1.2 The concept and stages of a career
In the system of municipal government, it is important to take into account various aspects of career formation.
Career is the result of a conscious position and behavior of a person in the field of labor activity, associated with official or professional growth. A career - the trajectory of his service movement - a person builds himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes. There are several fundamental trajectories of a person's movement within a profession or organization that will lead to different types of careers.
1. Professional career - the growth of knowledge, skills and abilities. A professional career can go along the line of specialization (deepening in one line of movement chosen at the beginning of the professional path) or transprofessionalization (mastery of other areas of human experience, rather associated with the expansion of tools and areas of activity). The professional career of a municipal employee is formed throughout the entire period of work of a specialist in local governments and other organizations.
2. Intra-organizational career - associated with the trajectory of a person in the organization. She can go along the line:
* vertical career - promotion;
* horizontal career - promotion within the organization, such as work in different departments of the same level of hierarchy;
* centripetal career - advancement to the core of the organization, the control center, ever deeper involvement in decision-making processes. Let us present a brief description of the career stages (Table 1).
Table 1 Career stages
|
Career stage |
Age period |
a brief description of |
Features of motivation |
|
|
1. Preliminary |
Preparing for work, choosing a field of activity |
Safety, social recognition |
||
|
2. Becoming |
Mastering work, developing professional skills |
Social recognition, independence |
||
|
3. Promotion |
Professional Development |
Social recognition, self-realization |
||
|
4. Completion |
after 60 years |
Preparing for retirement, finding and training your own shift. |
Retention of social recognition |
|
|
5. Retirement |
after 65 years |
Engaging in other activities |
Search for self-expression in a new field of activity. |
When meeting with a new employee, the immediate supervisor of the municipal organization, the personnel specialist should take into account the career stage that he is currently going through. This can help clarify the goals of professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation.
To assess the characteristics of a person, optimize the choice of a field of professional activity at the beginning of a professional path, it is important to take into account the type of personality of a person choosing a field of activity. The most operational for this purpose is the typology of personalities by J. Holland (Table 2).
Table 2 Typology of personalities
Although according to Holland's concept one of the types always dominates, a person can adapt to conditions using strategies of two or more types. The closer the orientations of the dominant and the second (third) orientations, the closer the personality types. Given the content of dominant and non-dominant orientations, one can choose those activities that are closer to a person and in which he will be more successful. If the dominant and following orientations are far from each other, it is more difficult to choose a career.
Another typology that can be used for career selection purposes is the typology of E.A. Klimov. All activities are divided by subject of labor:
Type P - "man - nature": the leading object of labor is plants, animals, microorganisms.
Type T - "man - technology": the leading subject of labor is technical systems, material objects, materials, types of energy.
Type H - "man - man": the leading object of labor is people, groups, teams, communities of people.
Type 3 - "a person is a sign": the leading object of labor is conventional signs, numbers, codes, natural or artificial languages.
Type X - "a person is an artistic image": the leading subject of labor is artistic images, the conditions for their construction.
As a rule, when hiring a specialist for a municipal service, the head is faced with an already determined professional, but it is important to know how a person made his choice. There are the following main situations of choosing a profession:
The question of choice did not arise due to tradition, customs (Tradition);
The choice happened by chance due to some event (Chance);
The choice of a profession is connected with the idea of duty, of one's profession, calling or obligations to people (duty);
The choice is associated with the conscious determination of the goals of professional activity, based on an analysis of real problems and ways to solve them (until the moment of choice, he knows about his future professional activity).
The career stage (as a point on the time axis) is not always associated with the stage of professional development. A person who is at the stage of advancement in another profession may not yet be a high professional. Therefore, it is important to separate the career stage (the time period of personality development) and the professional development phases (periods of mastering activities).
In accordance with the phases of professional development, there are:
optant (option phase). A person is preoccupied with questions of choice or a forced change of profession and makes this choice. There can be no exact chronological boundaries here, as in relation to other phases, since age characteristics are set not only by physiological, but also by multifaceted conditions of culture;
adept (adept phase). This is a person who has already embarked on the path of commitment to the profession and is mastering it. Depending on the profession, this can be a long-term or very short-term process (for example, a simple briefing);
adaptant (phase of adaptation, getting used to work by a young specialist). No matter how organized the process of training a particular professional in an educational institution, it never fits “like a key to a lock” for production work;
internal (internal phase). An experienced worker who loves his work and can quite independently, more and more reliably and successfully cope with the main professional functions, which is recognized by his colleagues at work, by profession;
master (ongoing mastery phase). An employee can solve both simple and the most difficult professional tasks, which, perhaps, not all colleagues can handle;
authority (the authority phase, like the mastery phase, is also summed up with the next one). A master of his craft, already well known in the professional circle or even outside it (in the industry, in the country). Depending on the forms of certification of workers adopted in this profession, he has certain high formal indicators of qualification;
The phases of professional development can be represented by a diagram (Fig. 1.).
Rice. 1. Phases of professional development
1.3 Career controls
One of the areas of personnel work in municipal governments, focused on determining the strategy and stages of development and advancement of specialists, is career planning.
This is the process of comparing the potential capabilities, abilities and goals of a person with the requirements of the organization, the strategy and plans for its development, which is expressed in the preparation of a program for professional and job growth.
The main career planning activities specific to different planning subjects are presented in Table. 3.
Table 3 Career planning activities
|
Employee |
Primary orientation and choice of profession |
|
|
Choice of organization and position |
||
|
Orientation in the organization |
||
|
Assessing prospects and designing growth |
||
|
Realizing Growth |
||
|
HR manager |
Job evaluation |
|
|
Determination for the workplace |
||
|
Evaluation of the work and potential of employees |
||
|
Selection for the reserve |
||
|
Additional training |
||
|
Reserve programs |
||
|
Promotion |
||
|
New planning cycle |
||
|
Direct supervisor (line manager) |
Evaluation of labor results |
|
|
Motivation assessment |
||
|
Professional Development Organization |
||
|
Incentive proposals |
||
|
Growth Suggestions |
The list of professional and job positions in the organization (and outside it), fixing the optimal development of a professional to occupy a certain position in the organization, is a career chart, a formalized idea of what path a specialist must go in order to obtain the necessary knowledge and master the necessary skills to work effectively in a particular location. Career planning in municipal government bodies can be handled by the personnel manager, the employee himself, his immediate supervisor (line manager).
Among the objective conditions of a career:
* the highest point of a career is the highest position that exists in a particular organization under consideration;
* career length - the number of positions on the way from the first position occupied by an individual in the organization to the highest point;
* position level indicator - the ratio of the number of persons employed at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is at a given moment in his career;
* an indicator of potential mobility is the ratio (in some specific period of time) of the number of vacancies at the next hierarchical level to the number of persons employed at the hierarchical level where the individual is located.
Depending on the objective conditions, an intra-organizational career can be promising or dead-end - an employee can either have a long career line or a very short one. The HR manager, already when accepting a candidate, must design a possible career and discuss it with the candidate, based on individual characteristics and the specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the effectiveness of their future activities.
Recently, in municipal governments, special attention has been paid to planning the career of their employees, because the correct use of internal human resources becomes more profitable than attracting personnel from outside - this is due to the need to both include a new employee in the corporate culture, and the mandatory additional training of the employee for the beginning of work in the organization, since specialization, given by the specifics of a particular in-house technology, is becoming increasingly important.
To create an effective employee career management system in the municipal government, three interconnected subsystems within the organization should be created:
1) the subsystem of performers - contains information about the abilities, interests, motives of employees.
2) work subsystem - contains information about all kinds of tasks, projects, individual roles, the execution of which is necessary for the organization.
3) management information support subsystem - combines information about the performers, work and accepted practice of moving employees, assigning them to certain types of work and positions.
The presence of these three subsystems makes it possible to create an intra-corporate labor market, hold open competitions for the selection of performers for certain types of work and provide employees with open information about the possible trajectories of their movement in the organization. The implementation of this approach to career planning will be implemented in various scenarios and types of personnel events. But the need for the organization itself to conduct internal monitoring of staffing needs, focused on meeting constantly changing requests for new types of work, becomes important.
2. ANALYSIS OF THE ACTIVITIES OF THE ADMINISTRATION OF THE CITY OF KEMEROVO
2.1 General characteristics of the Administration of the city of Kemerovo
The main activity of local self-government bodies of the city of Kemerovo is determined in accordance with the main task - improving the quality of life of the population of the city of Kemerovo.
The charter of the city of Kemerovo defines the following structure of city government:
1) Kemerovo City Council of People's Deputies - a representative body of the municipality,
2) The head of the city of Kemerovo - the head of the municipality,
3) The Administration of the city of Kemerovo is the executive and administrative body of the municipality,
4) The Chamber of Control and Accounts of the city of Kemerovo is the control and accounting body of the municipality.
Thus, the Administration of the city of Kemerovo is an important link in the system of local governments.
The city administration is the executive and administrative body of the municipality, endowed by the Charter of the city with the authority to resolve issues of urban importance and the authority to exercise certain state powers transferred to city governments by federal laws and laws of the Kemerovo region.
City administration:
1) exercise the authority to resolve issues of urban importance in the interests of the population of the city, with the exception of those referred by federal laws, the Charter and the laws of the Kemerovo region, this Charter to the powers of the City Council;
2) exercise certain state powers delegated in accordance with the established procedure;
3) draws up a draft city budget;
4) executes the budget of the city;
5) acts as a customer for the supply of goods, performance of work and provision of services related to the solution of issues of urban importance and the exercise of certain state powers;
6) develops draft plans and programs for the integrated socio-economic development of the city and organizes their implementation;
The considered subjects together form the system of local governments, which operates in the city of Kemerovo.
2.2. Characteristics of the organizational structure of the Administration of the city of Kemerovo
The organizational structure of management is an ordered set of divisions of the Administration, links between divisions and subordination.
The organizational structure is built in such a way that municipal employees can effectively carry out their official functions. At the head of the Administration - the Head of the city. He has under his command six functional deputies, each of whom heads a certain block of work, with the corresponding subdivisions.
In the structure of the Administration, Territorial Administrations are allocated - in accordance with the territorial and spatial organization of the city of Kemerovo. Territorial administrations are located in their districts. The heads of territorial administrations are deputies of the Head of the city. Also, the structure of the Administration includes departments that are directly subordinate to the Head of the city.
The organizational structure diagram is shown in Figure 2.
Rice. 2. Structure of the Administration of the city of Kemerovo
The structure of the city administration includes functional, sectoral and territorial bodies - structural units.
Separate structural subdivisions of the city administration are registered as legal entities on the basis of the decision of the City Council on the establishment of the relevant structural subdivision and the approval of the regulation on it by the City Council.
The Collegium of the City Administration is an advisory permanent body under the Head of the city. The Board conducts a collective open discussion of various issues of urban importance. The composition and work procedure of the Collegium of the City Administration is determined by the legal acts of the city administration.
Other advisory, expert, scientific and methodological bodies may be created in the city administration. These bodies are permanent or are created to solve specific problems.
The organizational structure of the City Administration is of a linear-functional type, it covers all the numerous activities of the structural subdivisions of the section and the relationship between them. Effective management is organized in all areas of activity. The existing management system of the City Administration has a branched structure, a complex composition and corresponds to the goals and objectives of the functioning of the institution, no duplicating functions in structural divisions have been identified. It can be stated that the organizational structure is capable of carrying out strategic and tactical planning and implementation of plans.
2.3 Analysis of the main performance indicators of the Administration of the city of Kemerovo
The analysis of the main performance indicators was carried out on the basis of a study of data on the execution of the budget of the city of Kemerovo for 2014 and 2015. The data is collected in Table 4.
In 2015, in the city of Kemerovo, the budgets of various levels received taxes, fees and other obligatory payments in the amount of 25267.9 million rubles.
In 2015, the city budget received revenues in the amount of 17,895.4 million rubles, which is 16.0% more than in 2013.
In 2015, the city budget was executed with a deficit of 651.4 million rubles.
Table 4 Dynamics of the main indicators of the execution of the budget of the municipality of the city of Kemerovo, thousand rubles.
|
Name |
Abs. deviations, +, - |
Relates deviations, % |
|||
|
Income, incl. |
|||||
|
Own budget revenues, incl. |
|||||
|
tax income |
|||||
|
non-tax revenues |
|||||
|
Donations |
|||||
|
Expenses, incl. |
|||||
|
social sphere |
|||||
|
National economy |
|||||
|
Public administration |
|||||
|
National security |
|||||
|
other expenses |
The budget's own revenues for 2015 increased by 5.7% compared to 2013 and amounted to 7,144.8 million rubles. While the share of own budget revenues in the overall revenue structure decreased from 43.8% in 2013 to 39.9% in 2014.
In 2015, the amount of tax revenues decreased by 7.1% compared to the level of 2013 and amounted to 4,699.6 million rubles. The main and most stable source of the formation of the revenue part of the city budget remains the personal income tax: in 2014, the amount of personal income tax receipts amounted to 3,040.3 million rubles, which is 12.3% less than in 2013. Small business tax payments to the city budget (single tax on imputed income) increased by 45.9% compared to 2013 and amounted to 440.5 million rubles. Land tax receipts for 2014 amounted to 994.3 million rubles, which is 14.8% less than in 2013.
The amount of non-tax revenues increased by 43.9% compared to 2014 and amounted to 2,445.2 million rubles. The share of non-tax revenues in the structure of own revenues of the Kemerovo city budget also increased from 25.1% (2013) to 34.2% in 2015.
Rice. 3 Structure of own revenues of the Kemerovo budget for 2014, %
In 2014, there was an increase (by 23.9% compared to 2013) in subsidies and subventions from budgets of other levels up to 10,750.6 million rubles. At the same time, the share of gratuitous transfers in the structure of city budget revenues amounted to 60.1%.
The expenditure part of the city budget for 2015 was executed in the amount of 18,546.8 million rubles, or 114.7% of the 2014 level.
Rice. 4 Structure of Kemerovo budget expenditures for 2015, million rubles
The largest share in the budget expenditures of the city of Kemerovo is spent on the social sphere - more than 60%. In 2014, spending on the social sphere increased by 13.5% and amounted to 11.9 billion rubles, of which 7.8 billion rubles. accounts for education, 2.2 billion rubles - for the implementation of the laws of the Russian Federation in the city of Kemerovo (subventions for housing and communal services for certain categories of citizens, monthly child benefits, etc.), 0.8 billion rubles - for social protection of the population.
Significant in terms of volume are the costs of housing and communal services. In 2014, Kemerovo city budget expenditures on housing and communal services increased by 25.6%, amounting to 3.2 billion rubles.
Expenditures on the national economy (2.5 billion rubles) account for 13.5% of the total cash expenditures of the local budget, 2.7%, or 0.5 billion rubles, accounted for by public administration 2.0%, or 0, 37 billion rubles, 0.3%, or 0.05 billion rubles, for national security and 2.0%, or 0.37 billion rubles, are other expenses.
2.4 Analysis of the structure and dynamics of the workforce of the Administration of Kemerovo
The composition of the labor resources of the Administration of the city of Kemerovo is characterized by indicators of staff and payroll.
Table 5 Dynamics and composition of employees of the Administration of the city of Kemerovo
The total number of employees in the Administration of Kemerovo according to the staffing table in 2014 is 1120 units, which is 1 unit less than in the previous year.
As can be seen from the table, the composition of municipal employees includes workers replacing municipal positions - 3 people (Head of the city, etc.), the number of this category of workers has not changed.
At the same time, the number of employees replacing municipal service positions decreased by 1 person. The number of other employees who are not municipal employees has not changed.
Distribution of staff units of municipal employees by positions:
1) Managers, including consultants - advisers - 330 units. - 32%, of which:
Heads in the city administration - 223 units;
Managers in TU, KUMI and the health department - 107 units.
2) Chief and leading specialists - 677 units. - 65%, of which:
Chief and leading specialists in the city administration - 487 units;
The main and leading specialists in TU, KUMI and the health department - 190 units.
3) Specialists of the 1st and 2nd categories - 29 units. - 3% of them:
Specialists of the 1st and 2nd categories in the city administration - 12 units;
Specialists of the 1st and 2nd categories in TU, KUMI and the health department - 17 units.
On average, in the city administration, there is 1 head for 2 municipal employees.
Age composition of city administration employees:
Up to 30 years - 219 people. (29.2%);
From 30 to 40 years old - 205 people. (27.4%);
From 40 to 50 years old - 147 people. (19.7%);
From 50 to 60 years old - 158 people. (21.0%);
From 60 to 65 years old - 16 people. (2.1%);
From 65 years and older - 4 people. (0.6%).
Based on the data presented, we can say that more than half (56.6%) of the employees of the city administration are young specialists under the age of 40.
The age composition of employees of TU, KUMI and the health department is as follows:
Up to 30 years - 61 people. (20.5%);
From 30 to 40 years old - 92 people. (30.9%);
From 40 to 50 years - 70 people. (23.5%);
From 50 to 60 years old - 67 people. (22.5%);
From 60 to 65 years old - 7 people. (2.3%);
From 65 years and older - 1 person. (0.3%).
Thus, 153 people. (51%) belong to the age group from 20 to 40 years, 145 people. (49%) to the age group of 40 years and older.
The average age of all working municipal employees is 39 years. It can be concluded that the age composition of workers is characterized by an optimal balance of young and experienced workers.
The average work experience in administration is 6 years.
14% of those employed by the city administration have periods of work that are counted in the experience of municipal service (military service, state civil service, municipal service in other local governments).
In terms of indicators, the city administration has the most employees from one year to 5 years and the least - over 25 years.
Based on the results of the second chapter, we note that the Administration of the city of Kemerovo is an executive body of local self-government. The organizational structure of the City Administration is of a linear-functional type, it covers all the numerous activities of the structural subdivisions of the section and the relationship between them. Effective management is organized in all areas of activity. The existing management system of the City Administration has a branched structure, a complex composition and corresponds to the goals and objectives of the functioning of the institution, no duplicating functions in structural divisions have been identified. It can be stated that the organizational structure is capable of carrying out strategic and tactical planning and implementation of plans.
The analysis of the main performance indicators of data on the execution of the budget of the city of Kemerovo for 2013 and 2014 showed that the structure of the revenue and expenditure parts of the budget is aimed at solving the needs of local government and the development of the city of Kemerovo in all parameters of its functioning, as well as the implementation of certain state powers transferred to to the municipal level.
Based on the results of the analysis of personnel, we can state sufficient staffing.
3. MEASURES TO IMPROVE THE MANAGEMENT OF THE BUSINESS CAREER OF THE MUNICIPAL EMPLOYEES OF THE ADMINISTRATION OF THE CITY OF KEMEROVO
3.1 Analysis of the existing career management system
The administration of the city of Kemerovo is working on the formation and training of a reserve of managerial personnel in the city of Kemerovo. By order of the city administration dated February 24, 2010 No. 678 “On approval of the managerial personnel reserve of the city of Kemerovo”, the composition of the managerial personnel reserve of 54 people was approved.
The reserve of managerial personnel is formed for the following target positions:
First Deputy Mayor.
Deputy Mayor.
Head of the territorial administration of the city administration.
Head of the structural division of the city administration.
Head of municipal institution and enterprise.
The selection criteria for inclusion of candidates in the reserve of managerial personnel are:
The presence of a completed higher professional education;
Compliance of the candidate's experience with the qualification requirements for the position of the municipal service for which he is proposed to be included;
The effectiveness and efficiency of the candidate's labor activity: the presence of indicators of positive changes that have occurred in the activities of the structural unit, organization, under the leadership or with the participation of the candidate, the presence of projects and programs successfully implemented by him;
High level of professional and personal competence - the candidate has:
Knowledge of the Constitution of the Russian Federation, federal and regional legislation, the Charter of the city of Kemerovo and municipal legal acts in relation to official duties corresponding to the position for which the candidate is supposed to be included in the reserve;
Experience in managerial activity, documented (entry in the work book, service contract, employment contract, certificate of the governing body of a political party, social movement or organization, institution of higher professional education): for targeted positions (First Deputy Head of the City, Deputy Head of the City) - not less than 3 years, for targeted positions (head of the territorial department of the city administration, head of a structural unit of the city administration, head of a municipal institution and enterprise) - at least 1 year;
Leadership qualities, active citizenship, initiative, the ability to objectively evaluate their work and the work of the team, conscientiousness, high efficiency, sociability, correctness, decency.
The nomination of citizens as candidates for inclusion in the reserve of managerial personnel is carried out on the proposal of: deputies of the Head of the city and heads of structural divisions; other local self-government bodies of the city; political parties and other public associations; higher educational institutions with state accreditation; large enterprises and other organizations of the main sectors of the economy; by self-nomination of citizens with managerial experience and (or) holding leadership positions.
In 2011, the Regulations on the reserve of managerial personnel of the city and the Regulations on the city commission for the formation and training of the reserve of managerial personnel were approved on the basis of the Decree of the city administration dated March 25, 2011 No. 36 “On approval of the Regulations on the reserve of administrative personnel of the city of Kemerovo and the Regulations on the city commission for and preparation of a reserve of managerial personnel.
As of December 31, 2017, there were 44 people in the management personnel reserve, including:
By sex Men - 19 people; Women - 25 people.
By age up to 35 years - 6 people; from 35 to 45 years old - 16 people;
from 45 to 55 years - 17 people; over 55 years old - 5 people.
By level of education: higher professional - 35 people; two or more higher - 9 people. Number of persons with a scientific degree -1 person
In 2014, 14 reservists improved their qualifications through temporary fulfillment of duties for the position proposed for replacement, advanced training in educational programs. 6 reservists have been appointed to higher management positions.
In accordance with the list of instructions of the Deputy Governor for Economics and Regional Development, based on the results of competitions for socially significant projects in municipalities for 2014, a list of candidates from among its winners was prepared for consideration by the city commission for the formation and training of a reserve of managerial personnel to include them in the reserve of managerial personnel of the city and the Kemerovo region. In 2014, packages of documents of 10 candidates were sent to the Administration of the Kemerovo Region for inclusion in the managerial personnel reserve of the Kemerovo Region.
3.2 Suggestions for improving career management
In addition to the existing measures for the formation of a personnel reserve in the course work, it is proposed to introduce a system of work with young professionals in career planning.
To increase the motivation for creative work of young qualified specialists, it is proposed to introduce a system for planning the business career of municipal employees.
Career planning is a correlation of the following parameters: the professional interest of a young specialist, his personal potential, real achievements in his position, the needs of the organization, the scheme of a standard career. The career plan is developed on the basis of a thorough analysis of these parameters, as has a strong motivating effect and should take into account both the interests of the institution and the employee.
The business career plan must be approved by the head of the Administration and agreed with the head of the unit and directly with the specialist himself.
At the end of the year, information about the real successes and achievements of young professionals is the recall of the management of the unit. It is possible to identify specialists and managers from among the employees, especially young, competent, independent, meeting the requirements and having a number of qualities (organizational, creative, communicative, working capacity, stress resistance, responsibility, etc.) through their gradual development and movement in order to prepare for appointment to high and responsible positions.
The image of a professional future young specialist based on the data of psychological diagnostics, the recall of the manager and the scheme of a standard career is drawn up by a young specialist in the process of psychological counseling.
Career planning, taking into account all the above parameters, is carried out by the immediate supervisor.
The implementation of a business career plan involves:
Acquiring the qualifications required to occupy the desired position through vocational training, internships, and advanced training courses;
Acquisition of the necessary personal competence through self-education, participation in various trainings and seminars;
Enrollment in the personnel reserve for promotion to managerial positions, mandatory training in the system of continuous learning according to individual plans;
Consistently occupying positions in which work experience is necessary to work in the target position.
There are various career advancement options. On fig. 5 and 6. exemplary business career plans for a specialist in the Administration of Kemerovo are presented.
Rice. 5 Scheme of a vertical business career of a municipal employee
Rice. 6 Scheme of a horizontal business career of a municipal employee
These diagrams show the most developed business career of a specialist. Depending on a number of reasons, as well as the degree of ability, success and other factors, a business career can end at any of the stages of this scheme.
Promotion is determined not only by the personal qualities of the employee (education, qualifications, attitude to work, the system of internal motivations), but also by objective ones.
Depending on the objective conditions, an intra-organizational career can be promising or dead-end - an employee can either have a long career line or a very short one. When accepting a candidate, the manager and the HR specialist should design a possible career and discuss it with the candidate, based on individual characteristics and the specifics of motivation. The same career line for different employees can be both attractive and uninteresting, which will significantly affect the motivation and, consequently, the effectiveness of their future activities.
Nevertheless, the list of professional and job positions in the organization, which fixes the optimal development of a professional to occupy a certain position in the organization, allows you to have an idea of what path a specialist must go in order to gain the necessary knowledge and master the necessary skills to work effectively in a particular place.
The creation of such a system will make it possible to implement such an approach to personnel, within which it becomes possible to combine the interests of employees, focus on the realization of their interests and needs, with the interests of the institution.
CONCLUSION
Activities in the direction of organizing and managing the business career of a municipal employee are part of the overall personnel management system. Business career management and promotion of employees is carried out with the help of forms, methods and means of the organization based on the formation of a training system and the movement of employees through the levels of professional skills, taking into account the interests of the employee and the needs of production. In municipal institutions, the work of managing the business career of a municipal employee is an element of the overall system of work with personnel.
The right to career advancement in the municipal service is given to municipal employees who conscientiously fulfill their duties in their position within the prescribed period. Promotion in the municipal service is carried out by replacing a higher municipal position of the municipal service on a competitive basis or in the order of appointment to the position.
Promotion, including the transition to the civil service, can also be used as an incentive to stimulate the work of a municipal employee.
In this course work, the processes of managing the business career of a municipal employee in the Administration of the city of Kemerovo were investigated.
The Kemerovo City Administration is the executive and administrative body of the municipality. To ensure the functioning of the Administration, its organization, an organizational structure was formed, which was approved by the City Council in accordance with the presentation of the Head of the City. An analysis of the organizational structure showed its ability to ensure effective interaction with the environment and the achievement of the intended goals.
Based on the analysis of the personnel situation in the Administration, it was concluded that the local self-government body was adequately provided with labor resources, as well as a high level of organizational support for the work of the Administration of Kemerovo.
The course work also studied the aspects of managing the business career of a municipal employee in the Administration of the city of Kemerovo.
Career formation is carried out through a reserve of managerial personnel. Participation in the reserve enables specialists to take leadership positions, improve their level, and carry out career advancement. At the same time, individual work is also required with young specialists in shaping career growth and career planning. The course work proposes career planning activities for municipal employees.
LITERATURE
1. Federal Law of March 2, 2007 No. 25-FZ “On Municipal Service in the Russian Federation” [Electronic resource] - Access mode: http://www.consultant.ru /document/cons_doc_LAW_165978/ Consultant Plus, 1992-2014 .
2. Federal Law No. 131-FZ of October 6, 2003 (as amended on July 21, 2014) “On the General Principles of Organizing Local Self-Government in the Russian Federation2 (October 06, 2003) [Electronic resource] - Access mode: http://www .consultant.ru /document/cons_doc_LAW_165978/ Consultant Plus, 1992-2014
3. Decree No. 137. On approval of the concept of the development of the city of Kemerovo until 2021 / Annex to the resolution of the Kemerovo City Council of People's Deputies of the fourth convocation dated April 27, 2007 No. 137 The concept of the development of the city of Kemerovo until 2021 [Electronic resource] - Access mode http://www.kemgorsovet.ru/ pravovyie-aktyi/zasedaniya-gorodskogo-soveta/arxiv/2007/archive_2007_995/archive_2007_996/archive_2007_997/archive_2007_1016.html
4. Agaptsov, S. Reforming the education system is a long-term task. Expecting quick results is an illusion / S. Agaptsov - http://www.eurekanet.ru/ewww/promo/19317.html
5. Gazizov R.R. Innovative approaches to personnel management and their implementation from the standpoint of management functions // Living standards of the population of regions of Russia. - 2013. - No. 9. - P. 90-95.
6. Galayda O.V. Economic aspects of foreign experience in the provision of educational services and the possibility of its use in the Russian Federation / O.V. Galayda - Author's abstract ... Ph.D. - M., 2009. - 23 s
7. Kara A. Assessment of the competitiveness of specialists based on a comprehensive system of indicators / A. Kara // Problems of theory and practice of management - 2011. - No. 7. - P.36-44.
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The concepts of "career" and "career growth" considered in the first paragraph give us the opportunity to concretize the area of our study and establish its scope. In this paragraph, we will consider a person’s career in the conditions of work in a state / municipal authority, outline the stages of career planning, and also find out if there is a discrepancy between the theory and practice of managing the career of a state and municipal employee.
The state and municipal service is one of the most socially important and responsible activities that pose complex challenges both to the state and to people involved in this area. On the part of the state, a large investment of time and money is required to build a well-coordinated and efficient apparatus that would serve as an intermediary between the state and its citizens, and on the part of a person entering the service of the state, not only professional knowledge is required, but also high moral and ethical qualities.
The definition of the concept of "public service" is given in the Federal Law No. 58 "On the system of public service of the Russian Federation". The public service of the Russian Federation is the professional service activity of citizens of the Russian Federation to ensure the execution of the powers of the Russian Federation; federal government bodies, other federal government bodies; subjects of the Russian Federation; public authorities of the subjects of the Russian Federation, other state bodies of the subjects of the Russian Federation; persons filling positions for the direct execution of the powers of federal state bodies On the system of public service of the Russian Federation. Federal Law No. 58 dated April 25, 2003. URL: http://www.consultant.ru/popular/gossluzh/.
The concept of "municipal service" is defined in Federal Law No. 25 "On Municipal Service in the Russian Federation" and KZ No. 1244 "On the Municipal Service of the Krasnodar Territory". Municipal service is the professional activity of citizens, which is carried out on a permanent basis in the positions of the municipal service, filled by concluding an employment agreement (contract) on municipal service in the Russian Federation. Federal Law No. 25 dated February 7, 2007. URL: http://base.garant.ru/12152272/.
The profession of a state (municipal) employee has received official recognition and is now one of the most prestigious. Civil and public service positions are subdivided into categories and groups and established in the apparatus of state and municipal authorities. You can find the correspondence of groups and class ranks of state and municipal employees in Appendix D; the ratio of positions and groups - in Appendix D.
A clearly structured, legislatively fixed hierarchy of positions of state and municipal employees, the ratio of groups and class ranks enables employees to see the prospects for their activities and strive for career growth.
As a rule, throughout his professional activity, a state (municipal) employee occupies not one, but several positions. The process of career advancement for some people is the implementation of a long-term plan, for others it is the result of a fortunate combination of circumstances. It is necessary to start the process of building a career even at the moment when a person chooses a profession and an educational institution. Knowing the situation on the labor market, we can objectively assess employment opportunities after graduation. It is no secret that the profession of civil servant is prestigious in the eyes of young people. This is shown by the research of FOM Staroverov E. 42% of Russians want to work in the civil service. Article dated March 10, 2010 URL: http://www.trud.ru/article/10-03-2010/237760_42_rossijan_xotjat_truditsja_na_gossluzhbe.html: in 2010, 42% of Russians considered the civil service more attractive than business and most of all valued stable wages and social guarantees. Valery Fedorov, general director of the All-Russian Center for the Study of Public Opinion, explains this by the specifics of the mentality of Russians: our compatriots are sometimes interested not in the work itself, but in what it brings - money, other material values, prestige, fame, power. And it does not matter that the work of an official is difficult and of little interest to anyone, the main thing is what opportunities open up.
According to Rosstat, in Russia the number of officials for 5 years (2005-2010) has grown by almost 200 thousand people Labor and employment in Russia. 2011: Stat.sb. / Rosstat - M., 2011. S. 201, 203 .. At the beginning of 2012, the number of state and municipal employees in the country amounted to 1.1 million people On the number and remuneration of civil servants of federal state bodies ( central offices of ministries and departments) in 2011. Reference. URL.:. http://www.gks.ru/bgd/free/b04_03/IssWWW.exe/Stg/d03/rab_god2011.htm;
On the number and remuneration of state civil and municipal employees at the regional level for 2011. Help URL: http://www.gks.ru/bgd/free/b04_03/IssWWW.exe/Stg/d02/192.htm. In connection with the growth in the number of state and municipal employees and the lack of improvement in the quality of their work, President of the Russian Federation Dmitry Medvedev issued a decree on reducing the number of officials On optimizing the number of federal civil servants and employees of federal state bodies. Decree of the President of the Russian Federation N 1657 of December 31, 2010. URL: http://www.rg.ru/2011/01/02/optimizacia-site-dok.html. By 2013 they should be reduced by at least 20%.
The focus on reducing the number of officials does not reduce the interest of university graduates in this field of activity. The staffing of state and municipal authorities with employees varies from 64 to 92%. Reference. URL: http://www.gks.ru/bgd/free/b04_03/IssWWW.exe/Stg/d03/rab_god2011.htm;
On the number and remuneration of state civil and municipal employees at the regional level for 2011. Reference. URL: http://www.gks.ru/bgd/free/b04_03/IssWWW.exe/Stg/d02/192.htm, and there will always be a job for young employees; this is especially true for junior positions in the state and municipal service. As practice shows, not all employees of government bodies have specialized education (the direction of state and municipal policy). Graduates-economists, psychologists, social educators also have a chance to find a job. In the process of work, they can receive additional education, as well as acquire the knowledge and skills necessary for employees, already at the workplace.
Who is most often hired? According to the materials of an expert survey (November-December 2008, 270 experts) of the Russian Academy of Civil Service, preference is given to graduates of specialized universities and former employees of government bodies Tavokin E. The quality of managers for the quality of management: an analysis of the personnel of the federal state civil service. Public service. -2010, No. 1.S. 43.. A table with the results of the answer to this question is placed in Appendix E.
So, the young man passed the competition, and he was hired by the government. Further, according to the concept of E.A. Klimova Zeer E.F. Psychology of professions. A textbook for universities.: GRIF, 2008. S. 155-157, the stage (phase) of the adept is coming - a person has already embarked on the path of commitment to the profession and is mastering it. Depending on the field of activity, this can be a long-term or very short-term process. After that comes the adaptant stage (the phase of adaptation, getting used to work by a young specialist). After graduation, the adaptation process is necessary, because. university graduates experience some difficulties, which are called "reality shock" See paragraph 1.1 of this chapter, p.18.. It is characterized by a mismatch between the graduate's expectations from work and the real situation.
In addition to the “shock from reality”, the problem of the discrepancy between the knowledge and skills obtained at the university and the knowledge and skills required by the employer from the graduate is relevant. Before starting work, a young specialist has a lot to learn.
The process of training a young specialist can take place in different ways. There are a large number of methods for developing professional knowledge and skills. All of them can be divided into two large groups - training directly at the workplace and training outside the workplace (in the classroom).
Shekshnya S.V. in his work “Human Resource Management of a Modern Organization” he cites such methods as instruction, rotation, mentoring, lectures, study of cases (practical situations), business games, psychological training, self-study Shekshnya S.V. Personnel management of a modern organization. Educational and practical guide. M.: CJSC "Business School "Intel-Sintez", 2002. P. 237-245 .. We presented the pros and cons of each method in the table (Appendix I).
Workplace training is distinguished by its practical orientation, direct connection with the production functions of the employee, provides significant opportunities for repetition and consolidation of the newly learned. In this sense, this type of training is optimal for developing the skills required to perform current production tasks. All forms of training in the workplace have one limitation: they do not give the employee the opportunity to look at their activities from the outside, to go beyond the traditional behavior. To abstract from everyday life and go beyond the usual behavior, training programs outside the workplace will help - lectures, case studies, business games, trainings, self-study. With the right organization of a training program for specialists, you can achieve high results and raise the spirit of employees, which will also affect the attitude to work.
As studies of the RAGS show, Yurasov I.A. Professional career of civil servants. Modern management and personnel technologies at the stage of adaptation (regional aspect). "Public Service", No. 5, 2010. P. 47. Assistance in mastering new job duties and adaptation in the team in most cases is provided by the immediate supervisor (51.7%) and employees of the team (48.3%), then - the curator (mentor) (17.2%). 6.9% of respondents believe that no one should help a new employee of a government body to adapt.
An employee who has successfully passed the adaptation stage is ready for fruitful work and planning his career in this institution. At this point, he will need the help of a manager and a personnel specialist. The role of the immediate supervisor is very important: he acts as a mentor to the employee. His support is necessary for successful career development, since he manages resources, manages the process of organizing all the activities of the workforce. The personnel department, personnel management services play the role of consultants and organizers of the career development process for employees. They seek to solve two main tasks: to create an interest in career development for employees and to provide them with the tools to start managing it Public service: theory and organization. Under total ed. E.V. Okhotsky, Rostov-on-Don, "Phoenix", 1998. From 570 ..
At this stage, when considering the role of the head of the organization and the personnel service in the process of planning the career of a civil servant, it is advisable to mention the needs of employees and the motivation system that exists in public authorities.
First of all, let's define the concept of "motive". A motive is a motive for a person’s behavior and actions, arising under the influence of his needs and interests and representing an image of a person’s desired good, which satisfies needs, provided that certain labor actions are performed Egorshin A.P. Motivation of labor activity. Uch. allowance, M: INFRA-M, 2006. P.10 ..
The structure of labor action motives is formed from three main components:
1) a person's awareness of his needs, the satisfaction of which is possible through labor (activity);
2) an idea of the benefits that a person can receive as a reward for work;
3) the mental construction of the process through which the connection is made between needs and those final goods that satisfy them.
A person's choice of behavior depends not only on the expected reward, but also on the price that he must pay for the results.
Motivation is the process of inducing a person to act in order to achieve goals. The influence of motivation on human behavior depends on many factors, it is very individual and can change under the influence of motives and feedback from human activities. When analyzing motivation, it is necessary to focus on the factors that motivate and reinforce actions.
In management theory, there are two groups of motivation theories Vikhansky O.S., Naumov A.I. Management: Textbook. M.:Ekonomist, 2004.S. 142: content theories related to the identification of human needs and their satisfaction (A. Maslow, D. McClelland, F. Herzberg) and process theories that explain how people behave, taking into account their perception and cognition (expectation theory, justice theory, the Porter-Lawler model, the theory of "motivational profile" by S. Ritchie and P. Martin).
In our work, we will rely on the motivation theory of American HR specialists, Sheila Ritchie and Peter Martin. They identified twelve basic employee needs that can be used as motivators in a work environment. To determine an individual combination of the most and least relevant needs for a particular person, an individual motivational profile is compiled, consisting of the following motivational factors Richie S., Martin P. Motivation management. Per. from English. ed. Klimova E.A. M.: UNITI, 2004. S. 24-26:
1) The need for high wages and material rewards; desire to have a job with a good set of benefits and allowances.
2) The need for good working conditions and a comfortable environment.
3) The need for a clear structuring of work, the availability of feedback and information to judge the results of their work, the need to reduce uncertainty and establish rules and directives for the performance of work (a measure of the need for leadership and certainty).
4) The need for social contacts: communication with a wide range of people, a slight degree of trust, close ties with colleagues. This is an indicator of the desire to work with other people, which should not be confused with how well a person treats his colleagues. This factor can have a very low value, however, a person can be socially adapted.
5) The need to form and maintain long-term stable relationships, a small number of work colleagues, a significant degree of closeness of relationships, trust (need for closer contacts with others). As in the case of factor 4, its low value does not indicate weak social security and lack of social skills.
6) The need to win recognition from other people, so that others appreciate the merits, achievements and successes of the individual.
7) The need to set ambitious goals for yourself and achieve them; an indicator of the need to follow the set goals and be self-motivated (an indicator of the desire to set and conquer complex, promising frontiers).
8) The need for influence and power, the desire to lead others, the persistent desire for competition and influence. This is an indicator of competitive assertiveness, since it involves the obligatory comparison with other people and the influence on them.
9) The need for variety, change and stimulation; desire to avoid routine (boredom). Indicates a tendency to always be in a state of elation, readiness for action, love for change and stimulation.
10) The need to be a creative, analytical, thinking worker, open to new ideas. This indicator indicates a tendency to display inquisitiveness, curiosity and non-trivial thinking. But the ideas that a given individual contributes and aspires to will not necessarily be correct or acceptable.
11) The need for improvement, growth and development as a person. An indicator of the desire for independence, independence and self-improvement.
12) The need for a sense of being in demand in interesting socially useful work.
To identify motivating factors, a person needs to take a test and evaluate statements. The points obtained are distributed according to the relevant factors, then they are ranked and the leading factors are identified. Depending on the results obtained, the employee and his manager are provided with recommendations for building an effective motivation system. Using this methodology, we conducted a study among employees of the authorities on youth policy in the Krasnodar Territory and the city of Krasnodar; test results are detailed in paragraph 2.3.
Knowledge of motivating and demotivating factors is necessary for building a career plan for an individual employee, as well as working with a team as a whole. The results of the study can be used by both the employees themselves and personnel specialists, the head of the institution.
So, we know what motivates an employee. Now let's take a closer look at building his career plan. Career planning consists in determining the goals of the employee's professional development and the ways leading to their achievement Shekshnya S.V. Personnel management of a modern organization. Educational and practical guide. Moscow: CJSC "Business School "Intel-Sintez", 2002. P. 257. required to succeed in the targeted position.Many large organizations have standard career ladders that lead to the positions of CEO, his deputies and other senior executives, as well as key functional specialists.
Of course, the primary responsibility for planning and developing one's own career lies with the civil servant Civil Service: Theory and Organization. Under total ed. E.V. Okhotsky, Rostov-on-Don, "Phoenix", 1998. S 574 .. The employee must determine his professional interests and methods for their implementation, that is, the position (s) that he would like to occupy. At the same time, you need to compare your own capabilities with the requirements for the positions of interest to him and determine whether this plan is realistic. At this stage, it is advisable to consult the personnel department, pass a test to determine the strengths and weaknesses of the employee, his intellectual abilities.
In the process of planning a civil servant's career, the participation of a leader is necessary. This will determine the degree of reality of the employee's career expectations and involve the manager in the process of developing the career of this employee and thereby enlist his support from the very beginning.
The implementation of a career development plan depends primarily on the employee himself. It is necessary to strictly implement the entire set of tools that ensure the successful implementation of the plan:
The most important prerequisite for career advancement is the successful performance of official duties;
The employee must not only use all available means of professional development, but also demonstrate newly acquired knowledge, skills and abilities;
The implementation of a career development plan to a large extent depends on an effective partnership with the manager, since it is he who evaluates the work and potential of the employee, decides on his promotion and has the resources necessary for the development of a civil servant;
For the successful promotion of an employee, the organization must be aware of his achievements and opportunities. This is done with the help of speeches, reports, reports, participation in the work of creative teams, public events.
Activities for planning the career of an employee of an organization include the actions of an employee, a personnel manager and a direct supervisor Public service personnel management. Teaching aid. Comp. Novikova K.N. Kazan, Center for Innovative Technologies, 2005. P.156.. A detailed description of the actions is presented in the table in Appendix K.
The career planning process should be carried out on the basis of determining the specific needs and real opportunities of the organization in the field of personnel policy.
The degree of professional development of an employee is greatly influenced by business and communicative qualities, the ability to work in a team, correctly and evenly build their relations with management, assimilate corporate values, pursue the policy of the authority, and represent its interests.
If we follow the path indicated by us, i.e. get the necessary education, pass a competitive selection to a government body, successfully adapt in a team and master the required skills, competently plan your career path in an organization, then the only thing left is to follow the recommendations of a motivational profile, successfully fulfill your duties, be active and wait for a promotion. However, in practice this is not always the case.
Legislation is allowed to take on the public service young people without work experience On the state civil service of the Russian Federation. Federal Law No. 79 dated April 27, 2004. URL: http://base.garant.ru/12136354 . Today, there are quite a lot of graduates of the specialty "State and municipal administration" on the labor market, but government agencies have not yet been able to develop incentives that would not only attract young people to public service, but also keep them there. Often, after 1-3 years of public service, young people, having gained the necessary connections, go into business, the vacant place is occupied by another young person with no experience.
Another problem looks like this: career growth is limited or non-existent. This problem is quite common Monusova G.A. Civil society and the rule of law. How to become officials and advance in the service. P.69. URL: http://www.ecsocman.edu.ru/data/2011/01/11/1214866978/Monusova.pdf. Young specialists are hired to lower positions in the state apparatus, and within a year they grow to the position of a leading specialist. Further growth depends on the policy of a particular head of department.
Often, all key positions in the department are occupied by proxies of the head, who have been working with him for more than a year. Neither the leader nor his employees are interested in violating the existing harmony. The probability of promotion in such teams for young professionals is almost zero. Managers are not interested in the career growth of their young employees, which leads to a constant outflow of people. “This is a natural renewal: some left, others came,” such leaders believe. Promotion here is possible only to the position of a leading specialist, then the person leaves, a new one is taken in his place. As a result, lower positions are characterized by high staff turnover.
It happens that the leader appreciates not the professional qualities and successes of the employee, but his personal devotion and attitude towards him, i.e. based on their subjective assessments. It turns out that the leader recruits not a team, but a “company”, which negatively affects the efficiency of the government body.
Thus, career advancement largely depends on the position and will of the head of the department. Young managers are more inclined to promote young professionals through the ranks. The leaders of the older generation, on the contrary, prefer to work in an established team, often hindering the entry and career growth of young people Monusova G.A. Civil society and the rule of law. How to become officials and advance in the service. P.65. URL: http://www.ecsocman.edu.ru/data/2011/01/11/1214866978/Monusova.pdf .
In practice, in government you will not see career development programs for employees; often the attitude towards young specialists is based on the principle “if you don’t like working - no one is holding you, another person will come”; the system of motivation of employees is poorly developed or completely absent. This generates staff turnover and instability in the functioning of the government. We will analyze specific problems of a personnel nature using the example of the authorities for working with youth in the Krasnodar Territory and the city of Krasnodar in the second chapter of our work.
So, in this paragraph, we examined the concept of "career" in relation to the profession of a state and municipal employee, determined the sequence and content of the stages of building a career plan for these professions, and noted the difficulties that young professionals face in government.
Career is a process of professional, socio-economic development of a person, expressed in his advancement through the levels of positions, qualifications, statuses, remuneration Ivanov V.Yu. Managing a manager's career: necessity and main content. Management in Russia and abroad. No. 5 1998 URL: http://www.cfin.ru/press/management/1998-5/05.shtml. In other words, a career is the development of a person and the development of social space by him (if we are talking about an interorganizational career) or the expansion of a person in the organizational space of a particular enterprise (if an intraorganizational career is considered). The need for career management is due to its important role in human life, the activities of the organization, as well as in the development of society as a whole.
The civil service is a link, an intermediary between the authorities and the population. Public service is a type of professional activity officially enshrined in Federal law. Entry into the public service is possible upon passing the competition and meeting the qualification requirements for the level of professional education, length of service in public service or work in the specialty, knowledge and skills. The profession of a state and municipal employee is attractive for university graduates - this is confirmed by the research of the Public Opinion Foundation. According to Rosstat, the number of civil servants is growing every year, and the state has a need to reduce their number. This trend does not reduce, but rather increases the desire of young people to become employees of the government. The studies of the RAGS show that most often graduates of specialized universities and former employees of government bodies are hired for civil service, however, specialists with non-core education also have a chance, the main thing is to present themselves correctly.
It is not so difficult for a young specialist to get into the civil service, it is more difficult to hold out, because the expectations from the profession and reality do not always coincide. The process of adaptation of a new specialist to the place of work is important. During this period, intensive training in the required skills is necessary, as well as acquaintance with the team and with the future duties of a specialist. Shekshnya S.V. in the work "Personnel Management of a Modern Organization" he cites the following methods of training: at the workplace - instruction, rotation, mentoring; outside of work - lectures, case studies, business games, trainings, self-study. Successful completion of this stage is the key to becoming a professional. Now the employee is ready for fruitful work and career planning.
Career planning consists of setting career development goals and the paths leading to them. Ways to achieve career development goals are a sequence of positions in which you need to work before taking a new position, as well as a set of funds necessary to acquire the required qualifications - vocational training courses, internships, learning a foreign language. The preparation of a career advancement plan is carried out jointly with the manager and a personnel specialist, taking into account the motivational factors and abilities of the employee. The motivational profile is compiled on the basis of the passed testing according to the method of S. Ritchie and P. Martin. According to this technique, 12 motivational factors are distinguished, which reflect both the material and spiritual needs of a person. The test result shows how important or not important this or that factor is for a person. Based on this, it is possible to draw up an individual motivational plan that will take into account the needs of each employee. Such a plan is useful for both the employee and the manager and HR specialist, because based on it, you can create a career development program. Accounting for a variety of motivation factors is more effective, because. money does not always have a priority for a person, but most organizations, other than financially, do not encourage their employees in any other way. The problem of motivation of government employees to work with youth will be considered in Chapter 2 of this work.
The professional career of civil servants, in our opinion, is not only promotion through the official levels of the organizational hierarchy, but also the process of a person realizing his capabilities.
So, in the first chapter of our work, we examined the theoretical foundations of the process of a person's career growth, defined its stages, types and types. We realized that a career does not have to be strictly vertical: it happens that a person imperceptibly approaches the center of the organization, its leadership is also a certain growth.
The typology of the career of Professor E.G. The mall shows the possible movement of an employee in terms of vertical growth. Depending on how many levels of the job hierarchy a person rises, the professor identified such types as: super adventurous (lightning career), adventurous (skipping 2 steps), traditional, sequential crisis (gradual demotion), outgoing (no growth and no demotion), transformative (great idea, career in a new field), evolutionary (as organization grows, community oriented). In relation to the sphere of state and municipal service, it can be said that each of the listed types of career is represented in it.
We touched upon the problem of a career crisis, because it is relevant for young professionals: firstly, young people's expectations are not always met when applying for a job, and secondly, being in the same position for a long time also contributes to the development of stress and depression. Rethinking one's activities, introducing elements of novelty and innovation will help to get rid of the crisis, and a job change is also possible. The main thing to understand is that a crisis is a chance to change everything.
A person's career is influenced by both objective and subjective factors. Opportunities of the organization can be attributed to objective ones, business and personal qualities of an employee can be attributed to subjective ones. Do not forget about the reputation of a person in the organization - an active and hardworking employee will be promoted faster than a lazy one. You should not be afraid to take responsibility, make presentations, appear at events. So you will interest your manager and become more recognizable, which means you will get a chance for a promotion.
The career of a young person within the framework of the system of state and municipal service takes place in a special way: the procedure for hiring, dismissal, promotion takes place in accordance with the laws of the Russian Federation No. 58 “On the system of public service of the Russian Federation”, No. No. 25 “On municipal service in the Russian Federation”, as well as the law of the Krasnodar Territory No. 1244 “On the municipal service of the Krasnodar Territory”. The groups and positions of state and municipal employees defined by law enable a person to more accurately plan his career path in an organization.
The process of planning a career of a state / municipal employee must be carried out jointly with a personnel specialist and immediate supervisor after a new employee has passed the adaptation stage. Career planning activities include taking into account objective factors (organizational capabilities) and subjective factors (personal and professional qualities of an employee). The impact on the employee must be provided through a system of motivation and incentives. Theoretically, the process of planning a career of a state (municipal) employee looks clear and does not cause difficulties, but in practice they still arise: authorities differ in personnel and organizational culture, what is the norm for one institution may not be perceived in another . Little care is taken about employees: young specialists are unable to overcome the first steps of the job hierarchy due to the routine of the work performed, the lack of support from management, and leave for another field of activity. Staff turnover is reflected not only in the result of the work of the authority, but also in the relationship between employees. These problems are specific, each government has its own. To find out what is the specificity of work in the authorities on youth policy, how personnel work is carried out with employees, how young professionals are interested in their activities, we conducted a sociological study, which will be described in detail in Chapter 2 of our work.