Approaches to creating a reserve of managerial personnel. Principles of formation of a reserve of managerial personnel

Personnel reserve - this is a group of managers and specialists with the ability to manage activities that meet the requirements for a position of one rank or another, who have been selected and have undergone systematic targeted qualification training.

Working with a reserve, like many other personnel work technologies, is complex (Fig. 8.2).

Rice. 8.2. The relationship of personnel management and areas of work with the reserve

Reserve types

There are several typologies of the personnel reserve (by type of activity, rate of filling positions, level of preparedness, etc.). Depending on the goals of personnel work, you can use either one or the other typology.

By type of activity.

Development reserve - a group of specialists and managers who are preparing to work in new areas (during the diversification of production, the development of new products and technologies). They can choose one of two career paths - professional or managerial.

Functioning reserve - a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on leadership careers.

By appointment time:

group A- Candidates who can be nominated for higher positions at the present time;

group B- Candidates who are planned to be nominated in the next one to three years.

Principles of formation and sources of personnel reserve

Reserve relevance principle - the need for filling positions must be real.

The principle of compliance of the candidate with the position and the type of reserve - requirements for the qualification of a candidate when working in a particular position.

Candidate perspective principle - orientation towards professional growth, education requirements, age limit, length of service in the position and career dynamics in general, state of health.

When selecting candidates for the reserve for specific positions, it is necessary to take into account not only general requirements, but also professional requirements that the head of a particular department, service, workshop, section, etc. must meet, as well as the characteristics of the requirements for the personality of the candidate, based on analysis of the situation in the unit, type of organizational culture, etc.

Sources of personnel reserve Leadership positions may include:

executives of the apparatus, subsidiaries of joint-stock companies and enterprises;

chief and leading specialists;

specialists with appropriate education and positively proven themselves in production activities;

young professionals who have successfully completed an internship.

17. Working conditions and discipline as the basis for motivating and stimulating staff

The process of using various incentives to motivate people is called stimulation. Incentives play an important role in the enterprise as effective motivators or the main bearers of the interests of employees. It is fundamentally different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be carried out.

Motivation and stimulation of personnel have a significant impact on the development of such important characteristics of their work as the quality of work, efficiency, diligence, diligence, perseverance, conscientiousness, etc. among employees.

We list the general incentives that encourage a person to work better:

• Respect;

  Self-affirmation;

  Feeling of belonging to the organization;

  Pleasant working environment;

  Praise;

  Flexible work schedule;

  Self-awareness as a team member;

  Opportunity to submit ideas and suggestions;

  Opportunity to learn;

  Career;

  Companionship;

  Merit recognition;

  Reward;

  Possibility to work at home;

  Independence;

• Creative atmosphere;

  Gratitude for overtime work;

  Feeling confident at work

  Collaboration with other people;

  Established workflow;

  Leadership trust.

Stimulation as a method of influencing labor behavior is mediated through its motivation. When stimulated, the incentive to work occurs in the form of compensation for labor efforts. The division of incentives into "material" and "moral" is conditional, since they are interrelated. For example, a bonus acts both as an act of recognition in relation to an employee and as an assessment of his merits, and not just a material reward for the results of work. Sometimes the orientation towards communication, belonging to a certain community, and prestige are more pronounced among employees than the orientation towards monetary reward.

Material methods of labor stimulation

The choice of rational forms and systems of remuneration of personnel is of great socio-economic importance for each enterprise in the conditions of market relations. Forms and systems of remuneration of workers at all levels of management create a material basis for the development of human capital, the rational use of labor and the effective management of personnel of all categories. Remuneration of personnel for work or compensation to employees for the efforts expended plays a very significant role in attracting labor resources to enterprises, in motivating, using and retaining the necessary specialists in an organization or firm.

An inefficient or unfair remuneration system can cause dissatisfaction among employees with both the size and methods of determining and distributing income, which ultimately can lead to a decrease in labor productivity, product quality, violation of labor discipline, etc.

The relationship of remuneration of employees with the actual results of the production activities of certain organizations is carried out with the help of the forms and systems of wages used by them. They determine the mechanism of dependence of the remuneration of each employee on the effectiveness of labor activity. In any organization, the labor expended by a particular contractor can be expressed in terms of the amount of working time worked by him or the volume of products produced, work performed or services rendered. Depending on the economic indicators in which the costs or results of labor are measured, it is customary to distinguish between time-based and piecework forms of remuneration for personnel.

With time-based payment, the amount of the employee's remuneration depends on the actual hours worked, and with piece-work - on the volume of work and services performed.

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the results of the group's work (as a rule, a variable), and the other part depends on individual characteristics (permanent, official salary).

Most executives believe that if they can't offer a solid salary or a hefty bonus, people will be lazy and not incentivized enough. But you should be more concerned not about how to pay high salaries, but about ensuring that your employees are fairly remunerated. Justice is the observance of the principles of correctness, impartiality, honesty.

Additional payments for working conditions . Unfavorable working conditions, if it is practically impossible to improve them, must be compensated for by the employee, primarily by increasing rest time, additional free food at work, and preventive and therapeutic measures. Shift payments are set for work in the evening and night shifts. Surcharges for the level of employment during the shift are introduced mainly for multi-machine operators, adjusters and repair personnel. Also, surcharges are established when combining professions (functions).

Allowances. Surcharges for productivity above the norm in the form of piecework earnings may take place if the reason for overfulfilling the norms was the employee's ability to do this work exceeding the average level.

In addition to wages, there is another means of motivation - intra-company benefits: payment by the company for medical services, insurance in case of long-term disability, full or partial payment of the cost of the employee's travel to and from the place of work, providing their employees with interest-free loans or loans with a low level of interest, granting the right use of company transport, meals during work and other expenses.

Increasing importance in the formation of income is acquiring such forms as participation in profits and equity. This can be explained not only by the desire for social harmony, but also by the possibility of avoiding taxes, which are becoming increasingly important in a market economy and are pushing employers to look for ways to avoid paying them.

Another type of remuneration that the manager can dispose of at his own discretion is bonus payments (bonuses). They can be either planned (annual bonuses by a certain date) or unscheduled, related to the results of the employee’s work and being a special incentive, since unexpected encouragement helps the employee feel their importance (the employee’s birthday bonuses, bonuses associated with the organization receiving additional profit, etc.). When distributing part of the profit among employees, both types of motivation are used: a sense of belonging to the company's affairs is evoked through material rewards. Linking the size of bonuses to business results allows employees to see the connection between their work and the achievements of the company, and, consequently, the size of their bonus.

Non-material methods of labor stimulation

The problem of incentives to work is very relevant. A modern manager must constantly note the value of an employee for the team, the presence of his creative potential, positive aspects, good qualities, and the results achieved. This assessment should be as objective as possible, based not on general impressions, but on specific, accurate indicators and data.

Since the development of a system of incentives in market conditions in Russia is one of the most important reserves for managing companies, it should be remembered that material factors do not always come to the fore and cannot be the only form of remuneration for work. The main thing is the attractiveness of labor, its creative nature. It is precisely this attractiveness that the manager should create by constantly updating the content of the work of each subordinate.

Non-material incentives are very diverse and are divided into three groups: social, moral, socio-psychological. Using them in combination, you can achieve high efficiency.

Social Incentives are connected with the need of workers for self-affirmation, with their desire to occupy a certain social position, with the needs for a certain amount of power. These incentives are characterized by the ability to participate in the management of production, labor and the team, to make decisions; prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, it is assumed that employees are given a voice in solving a number of problems, they are delegated rights and responsibilities.

moral incentives to work are connected with the needs of a person in respect from the team, in recognition of him as an employee, as a morally approved person. Recognition can be private or public.

Personal recognition implies that especially distinguished employees will be noted in special reports to the top management of the organization. They can be presented personally to the head. They are guaranteed the right to sign documents in the development of which they took part. Such workers on the occasion of holidays and anniversaries are personally congratulated by the administration.

Public recognition is expressed in the wide dissemination of information about the achievements of employees in large-circulation newspapers published by organizations, on special stands (“Honor Boards”), in rewarding especially distinguished people with special signs and certificates. Often, public recognition is accompanied by prizes, valuable gifts, etc.

Moral incentives include praise and criticism.

Socio-psychological incentives stem from the special role that communication plays in human life. It is communication that is a fundamental need and a condition for normal human life. Therefore, a comfortable climate in the team, which ensures normal communication, allows a person to fulfill himself, is an excellent incentive to a sense of employee satisfaction in work.

There is a dialectical connection between material and non-material incentives. Thus, wages (material incentive) affect the assessment and self-esteem of an employee, thereby satisfying his needs for recognition, respect for others, self-esteem, self-affirmation, i.e. material incentive acts simultaneously as a social, moral, psychological. But if you use only a material incentive, without using moral, social, creative incentives, then the entire incentive system will cease to perform its functions to the fullest, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and ethical ones.

Thus, material and non-material incentives mutually complement and enrich each other.

Labor discipline is obligatory obedience for all employees of the organization to the rules of conduct defined in accordance with labor legislation, local regulations, and an employment contract.

One of the most important local regulations for the organization regulating the rules of conduct are the Internal Labor Regulations. The need to observe labor discipline is due to its cooperation. The unification of workers to achieve common labor tasks requires ensuring coherence and reliability in work, which can only be ensured by strict adherence to organizational rules of conduct.

The growth in the importance of labor discipline for an enterprise is due to the influence of a number of factors: the complication of industrial relations requires increased clarity and accuracy in organizing the interaction of all production links, the objective requirement for an increase in labor productivity leads to an increase in the price of a unit of working time and, accordingly, to its more efficient use.

Economic losses due to low labor discipline are expressed as follows: in the loss of working time due to absenteeism, lateness, early departure from work, in the loss of working time associated with the dismissal of workers for violations of labor discipline and the admission of new unadapted workers to the organization, a decrease in the collective results of labor due to the low interchangeability of workers, in breakdowns and downtime of equipment, in the production of defective products due to violations of production technology.

The main types of labor discipline are: labor discipline - strict observance by the personnel of the enterprise of the established internal labor regulations and norms of behavior, technological discipline - the exact fulfillment of all requirements of the technology of the production process, modes and methods of its conduct, production discipline - timely execution of production tasks and orders of the head; careful attitude to equipment, tools and other material assets of the enterprise; compliance with labor protection rules.

Labor discipline is based on three incentive sources and has three forms of implementation: coercive discipline - the impact on the employee of the enterprise administration using economic and moral and psychological methods of coercion, voluntary discipline - internal awareness by employees of the need to comply with norms and rules of behavior, self-discipline - self-persuasion, presentation to high demands to be met.

Ways and methods of strengthening labor discipline: persuasion - the widespread use of educational measures both on the part of the administration and on the part of the labor collective, the use of the power of example, encouragement for work - encouragement by the administration of employees who conscientiously perform their labor duties (announces gratitude, gives out a bonus, awards valuable gift, etc.), disciplinary sanctions - the application by the administration for non-fulfillment or improper fulfillment by the employee through his fault of the labor duties assigned to him by disciplinary sanctions (remark, reprimand, dismissal).

The appointment of the head of an organization or structural unit, the promotion of a specialist to a managerial position should not be carried out spontaneously in connection with an unexpected vacancy that appeared in the company, but systematically, on the basis of a smooth replacement of the vacant position of the head. If a company vacates the position of president and it is forced to invite an outside specialist to this position, the latter needs from three to six months to get acquainted with the affairs of the organization, from one to three years to become recognized as "their own", and from two to five years, to absorb the culture of the company. Employees who previously worked in the company do not have such problems.

The advantage of creating a personnel reserve is to meet the current, short-term and medium-term needs of the organization in employees to fill key positions, reduce the time and cost of filling vacancies, systematic and targeted development of personnel. Therefore, the development of the labor career of managers, carried out on a planned basis, is more effective. If an organization is not able to form an effective reserve of managers from among its employees, then this is already a sign of its weakness, the ineffectiveness of the personnel development strategy.

Under personnel reserve understand the group of employees selected for promotion to managerial and key positions based on the results of an assessment of their professional, business and personal qualities have shown themselves positively in the organization and have received appropriate training for these positions.

Depending on the approaches to the formation of the composition of managers, two types of personnel reserve are distinguished: internal and external.

The internal personnel reserve is formed from the employees of the company. It is divided into

Managerial reserve (vertical vector) - employees capable of a vertical career;

Operational - employees who are able to take leadership positions in the near future (vertical vector)

Strategic - employees potentially capable of performing managerial duties (vertical vector)

Reserve of key specialists (horizontal vector) - employees who demonstrate high professionalism, have unique knowledge, ability to mentor and effective horizontal career.

The external personnel reserve is formed from among:

Graduates of specialized educational institutions who have successfully completed an internship in the company;

Candidates who were interested in HR, but for certain reasons did not come to work in the company at the time of the interview for employment; candidates, information about which is obtained on the basis of monitoring the achievements and career development of key industry specialists.

The advantages of an internal personnel reserve are that the reservist is well acquainted with the organization, its structure, corporate culture, has personal contacts with work colleagues, and is less prone to poaching to other companies. The disadvantages of the internal personnel reserve include the fact that the reservist is not always an authority among colleagues, sometimes does not show interest in innovation. Often the company does not manage to find a worthy candidate for enrollment in the reserve at all, and then the leaders rely on the vicious principle "even if bad, and your own."

The advantage of an external personnel reserve is the ability to select the best specialists from organizations in the region or type of economic activity. The disadvantages include the fact that it will take a lot of time for reservists to successfully adapt to the organization, significant funds are spent on recruiting a specialist, and besides, they are more prone to poaching to other companies.

By type of activity are distinguished:

Development reserve - a group of specialists and managers preparing to work in new areas (during the diversification of production, the development of new products and technologies). They can choose one of two career paths - horizontal or vertical;

Functioning reserve - a group of specialists and managers who must ensure the effective functioning of the organization in the future. These workers are oriented towards a managerial career.

According to the time of appointment allocate:

Group A - candidates who can be nominated for leadership positions right now;

Group B - candidates who are planned to be nominated in the next one to three years.

By appointment, the following types of reserve are distinguished: the successors of specific leaders, the reserve of leaders for promotion.

Successors are usually chosen for leaders who have reached the age limit, or for those who have the prospect of a quick promotion to a higher position. The reserve for promotion is created to fill vacant positions in any division of the company.

The main tasks of forming a personnel reserve:

Identification among the employees of the organization of persons with the potential for appointment to a managerial or key position;

Preparation of persons enrolled in the reserve of managers for leadership positions;

Ensuring the timely replacement of vacant positions of managers from competent and capable of managerial work employees;

Attracting younger workers to key positions;

Creation of conditions for continuity and sustainability of management of the organization and its divisions.

The formation of a personnel reserve is based on the following principles:

The relevance of the reserve - the need for filling positions must be real;

Compliance of the candidate with the position and the type of reserve - requirements for the qualification of a candidate for a specific position;

The candidate's prospects are an orientation towards professional growth, educational requirements, age qualification, work experience in the position and career dynamism in general, state of health.

In addition, the formation of a personnel reserve should be continuous and flexible in accordance with the requirements of production, consistent with other areas of work with personnel.

The preparation of a personnel reserve is a rather complicated process that requires constant attention from the first head of the organization, the personnel service at all stages of the formation of the reserve. The complexity of the formation of a reserve of employees lies in the reluctance of the heads of structural divisions of the organization to enroll promising specialists in the reserve because of fears of replacing the best employee with their potential competitor, in determining the optimal number of reservists for the organization, as well as in assessing the potential of candidates for the personnel reserve.

The formation of a personnel reserve should begin with the development of a regulation on working with a personnel reserve in an organization. The regulation should be a normative act that defines the goals, objectives, principles and procedures for working with the personnel reserve.

The regulation defines a list of key positions for which the organization wants to have a trained personnel reserve. This list includes, first of all, the positions of managers who have an impact on the competitiveness of the organization and the achievement of its strategic goals. The key positions include the positions of the first head, his deputies, heads of branches and structural divisions. The number and structure of key positions are affected by the size and specifics of the organization's activities. In large corporations, their number can range from 20 to 250 people.

However, the personnel reserve of the organization is not limited to key positions of managers at the highest and middle levels of management. The effective functioning of enterprises is also facilitated by the inclusion in the personnel reserve of managers at the lower level of management, professionals from leading departments with good training and potential for horizontal career growth.

The stages of the process of forming a reserve of managers in the organization are reflected in fig. 12.3.

To determine the additional need for managers in the context of the structural divisions of the organization and positions, the personnel service, together with the first head, should analyze in detail the state of use of managers, taking into account age, prospects for professional and qualification advancement, personal interests, health status of each of the leaders and, on this basis, determine possible terms release of each.

If the number of reservists is insufficient, then this can complicate the timely replacement of managers who leave the organization. Conversely, an excessive reserve of managers leads to a deterioration in the socio-psychological climate in the workforce, the emergence of conflict situations, and increases staff turnover among reservists, since their expectations regarding the vertical type of career in the organization are not realized.

Rice. 12.3. Stages of the process of forming a reserve of leaders in the organization

The determination of the additional need for managers should be carried out on the basis of a balance calculation of the organization's additional need for specialists and the sources of its provision. This should take into account the expected changes in the management scheme, the introduction of new positions of managers in accordance with the development strategy of the organization, the opening of new divisions, branches, the dynamics of the external environment, changes in competing firms.

The results of determining the additional need for leaders should be reflected in the replacement plans for the leaders of the organization. These plans should contain individually targeted succession schemes for leadership positions. Individually oriented schemes are based on standard schemes for the replacement of managerial positions.

A typical job replacement scheme reflects:

The range of rotation, which is determined using standard models for promotion to a managerial position and models for the rotation of managers;

Needs for the development of the managerial potential of the staff;

Management Capacity Development Program;

Standard methods for evaluating and selecting employees, requirements for an "ideal" manager within a rotation range.

Justification of the requirements for candidates for each managerial position of the organization is of great importance in the process of forming a reserve of leaders. Without a clear idea of ​​what competencies, qualities (degree of professional suitability) future managers should have, the organization will not be able to properly pre-recruit candidates for the reserve, study and evaluate applicants.

In order to study and evaluate applicants, it is advisable to use professional standards, profiles of professional competence of positions, portraits of ideal leaders, professiograms and psychograms. They should contain requirements for organizational skills, ability to learn and develop, neuropsychic adaptability, stress resistance, communication skills and other personal qualities, knowledge in the field of economics and management, law, psychology, sociology, skills necessary for an employee to work effectively in leadership positions.

Among other qualities, abilities and skills, a special role is played by initiative, exactingness, diligence, responsibility, activity, efficiency. Personal qualities and intelligence are characterized by systemic analytical thinking, flexibility, the ability to quickly respond to changing situations and decision-making, adherence to principles, the ability to plan and organize work, delegate authority, negotiate, convince and defend one's own opinion, style of behavior in conflict situations, etc.

Competency models of managers can contain such scales of their levels of competence development: level of understanding, basic, average, strong and leadership.

At the same time, the construction of ideal models of strong leaders has not yet yielded tangible results. There are times when employees with a "good" set of qualities manage directly, and vice versa, strong leaders have a "bad" or "mediocre" set of qualities. Therefore, it is proposed to carry out the forecast of the manager's professional suitability through the identification of an effective individual management style. To predict successful managerial activity, the assessment of the general ability for the manager's profession is more important than a similar assessment of the qualities and individual abilities of the manager.

Work from the previous set of candidates for the reserve of managers can be carried out when:

Teaching students in senior courses of higher educational institutions;

One-year internship and industrial adaptation of young specialists in the company for three years after graduation;

The work of an employee as a manager of a lower level of management (foreman, head of a section) in order to promote him to the reserve for the positions of line or functional managers of the middle level of management;

The work of the employee as the head of the middle level of management of the organization in order to nominate him to the reserve for the positions of top managers.

For the preliminary recruitment of candidates for the reserve of managers in the organization, the following sources of information can be used:

Materials of the results of the production adaptation of a young specialist after three years of his work in the organization;

Results of periodic current and non-periodic attestations and certifications of personnel;

The results of the production activities of the structural unit, which is managed by a candidate for promotion to the reserve of managers of the middle or top management level;

Materials of the personal file of the candidate;

Data on education, level of professional training and qualifications, work experience of a candidate for the reserve of managers;

Results of advanced training or retraining of the candidate;

Reviews of candidates for the reserve of their immediate supervisors, subordinates, work colleagues, heads of related structural units, personnel officers, customers and suppliers, etc.

The formation of a reserve of managers, the study and evaluation of applicants should be carried out on the basis of the use of various evaluation methods. When assessing the complexity of the work of candidates for the reserve, the technological complexity of the labor process, the diversity and complexity of work, the independence of work, the scale and complexity of management, and additional responsibility are taken into account.

Evaluation of the results of the work of candidates for the reserve should be carried out on the basis of a combination of quantitative and qualitative indicators. At the same time, not only the amount of work performed in accordance with the current time standards, the quality of work, but also creative activity are taken into account.

When evaluating personnel, predictive, practical and educational methods are used. Predictive Methods Evaluation of candidates for the reserve requires: analysis of documentary materials, conducting structured and unstructured interviews, using various methods for evaluating employees, including attestation and certification of personnel, questioning, classification and ranking, assessment of a decisive situation, benchmark, testing, etc.

So, the questionnaire method involves the use of a set of questions or statements regarding personal characteristics, behavioral characteristics and relationships of a candidate for the reserve with other employees, and the like.

Among the prognostic methods, a special place is occupied by various comparison methods, tests and instrumental methods that determine the general and individual abilities of a candidate for a reserve for managerial activities. The implementation by psychologists or a professional consultant of professional selection among candidates for the reserve of managers allows us to make a reasonable conclusion to some extent about the compliance of the characteristics of the candidate with the requirements of the future position of the head.

Underestimation in the organization of professional selection leads to the fact that people are sometimes appointed to leadership positions whose psychophysiological and socio-psychological characteristics do not meet the requirements for administrators. There are cases when a young specialist, not having a lot of managerial abilities, changed his practice as the head of a structural unit, failed to direct the efforts of the workforce entrusted to him, does not fulfill production plans or provides services, cannot eliminate conflict situations, and the like. Sooner or later they get rid of such a leader.

At the same time, the selection of a specialist for the position of manager who has the necessary abilities for managerial activity makes it possible in many cases to turn a backward enterprise into a leading one. At the same time, such changes are achieved not due to excessive own labor efforts, but due to the rational organization of production and labor.

However, using various methods of psychological testing, especially tests for assessing the abilities of a candidate for the reserve of leaders, one should take into account their imperfection, in particular, their weak predictive ability. Based on one or two tests, it is impossible to draw a reasonable conclusion about the suitability of a specialist for managerial work. To determine suitability, a "battery of tests" is needed, which allows assessing a number of qualities or individual abilities of a candidate. Based on this, psychological assessment should complement expert assessments, the desired coincidence of their results. Tests should correct the assessment of qualities and abilities obtained using practical and educational methods for assessing the personality of a candidate for the reserve of leaders.

TO practical methods assessments include: assessment of the performance of the appointed candidate for the reserve by the head of a group of employees who perform temporary work and do not have a formal fixation in the organizational structure of the enterprise; performance by the reservist of the duties of a leader who is on a business trip, vacation or sick; the results of the internship, the work of the understudy of the head, and the like.

Teaching Methods assessments of candidates for the reserve include the use of such forms of training: consideration of practical situations, group discussions, role-playing games, business games, etc. In this case, the assessment of an employee is carried out when he solves specific training tasks provided for by active forms of personnel training.

Essence peer review method lies in the fact that experts from among the top managers of the organization and personnel service specialists evaluate each candidate for the personnel reserve. In some cases, for their assessment, the organization can use the services of employees of the Personnel Assessment Center (Assessment Center) or consulting companies. At the same time, it is important that the assessment is carried out on the basis of the results of the application of predictive, practical and educational methods.

This makes it possible to reduce the degree of subjectivity in the assessment of experts when determining candidates for the reserve of managers. As evidenced by the practice of the Inkom-Nedvizhimost corporation (Moscow), strict selection is an undoubted PLUS, and from different positions: both the quality of the personnel reserve, and its style and motivation of the participants.

The selection and approval of candidates for the reserve of managers is carried out by the top managers of the organization with the participation of employees of the personnel service in confidentiality. In some companies, employees are reported to be enrolled in the management reserve, others keep this information secret. The advantage of the first approach to the formation of a reserve of managers is to increase the motivation of the reservist and the ability to organize his targeted training for managerial activities.

Thus, the Regulations on the Presidential Personnel Reserve "New Elite of the Nation" provide that information about the Presidential Personnel Reserve, persons enrolled in it, vacancies in this reserve is posted on the website of the Official Internet Representation of the President of Ukraine. The management at the place of work of the enrolled employee informs about the decision. A similar procedure is established by the Typical procedure for the formation of a personnel reserve in local governments.

A certain advantage of the second approach to the formation of a personnel reserve is to reduce the likelihood of potential conflicts between the leader and his successor and unnecessary excitement around the process of forming a reserve. But a significant drawback of this approach is the inability to organize targeted training of reservists. Therefore, its use is inappropriate not only in executive authorities, but also in non-state enterprises, in companies.

In the public service, local governments draw up lists of persons enrolled in the personnel reserve (additional 5, 6). Similar work is carried out in many organizations of the corporate sector of the economy (add. 7). The lists indicate the position for which a person from the reserve is offered, indicating the name of the unit or position for which the reserve is formed. Such an order sometimes complicates the relationship between the immediate supervisor and the reservist, reduces the interest of the heads of structural divisions of organizations in the formation of an effective reserve.

The improvement of the relationship between the reservist and his leader should be facilitated by the formation of a reserve of leaders, mainly not for a specific position (successors of specific leaders of the organization), but for the official level or reserve for promotion. At a large enterprise, for example, it is possible to organize group training for lower-level managers for the positions of middle-level managers, which allows expanding the rotation of personnel, increasing mobility and the quality of filling vacant managerial positions, and preparing a reserve for innovation of structural units in a timely manner.

In organizations, the personnel reserve is formed based on the positions indicated in the list of their positions in the personnel reserve. In particular, the Regulations on the formation of a personnel reserve for the civil service provide that the personnel reserve is formed:

From People's Deputies of Ukraine;

Heads and specialists of enterprises, institutions, organizations;

Employees of executive authorities and local governments;

Civil servants who have improved their qualifications have completed an internship or, based on the results of the assessment, are recommended for work in higher positions;

Graduates of higher educational institutions, including those enrolled in educational and professional programs for the preparation of masters of public administration.

For each position of a civil servant, the personnel reserve is formed on the basis of the following calculation: for the position of head - at least two people. Private and collective enterprises, corporations decide this issue at their own discretion, based on their financial capabilities. At the same time, it should be assumed that a too large personnel reserve per one position in the organization will unjustifiably increase its costs for the development of managers and talented young professionals. In order to improve the efficiency of the formation of a reserve at non-state enterprises of the Ministry of Social Policy of Ukraine, it is advisable to develop methodological recommendations for the formation of a personnel reserve for non-state enterprises.

In the personnel reserve of lower and middle levels of management in organizations, it is advisable to include persons not older than 30 and 35-40 years, respectively, and the personnel reserve of the highest level of management - up to 50 years. Thus, the Regulations on the Presidential Personnel Reserve "New Elite of the Nation" determine that participation in the selection of candidates for this reserve is allowed for citizens of Ukraine who, on the day of filing documents, have not reached the age of forty.

In organizations, the selection of candidates for the personnel reserve is recommended to be carried out on a competitive basis, and in some cases, the mandatory selection of candidates on a competitive basis is provided for by the relevant regulatory legal acts. In particular, such a condition is established by the Regulations on the Presidential Personnel Reserve "New Elite of the Nation".

Enrollment in the personnel reserve of the organization is approved by order or order of the head. After the approval of the personnel reserve, individual development plans are drawn up for each individual reservist, on the basis of which further work is carried out with the personnel reserve.

The personnel service, together with the heads of departments of the organization, monitors the training of reservists. Based on its results, the composition of the reserve is reviewed at the end of the year. For certain reasons, including in connection with dismissal from work, for health reasons, due to insufficient work to improve the level of qualifications or retraining, individual reservists may be excluded from the reserve. Exclusion from the list of personnel reserve is made out by order or order of the head of the organization.

The term of an employee's stay in the reserve for the same job level, as a rule, should not exceed five years. If the appointment of a reservist (successfully trained) to a managerial position is postponed to a later date, then the organization faces the problem of retaining such a reservist for itself, preventing its demotivation and transfer to another enterprise in order to find promising work.

Reservists who have not yet been appointed to a new position can be motivated by material incentives, status and labor motivation, in particular by involving them in the development of new projects. It is worth expanding the functional duties of the reservists, their areas of responsibility and the level of managerial decision-making, organize temporary replacements for the head (during vacation, business trips, illness), establish allowances and additional payments to wages, provide for additional social benefits in the social package of the enterprise, and the like.

It is also advisable to use such methods of non-material incentives for reservists as the presentation of diplomas, diplomas with honors, announcing gratitude, providing moral support from the leaders of the organization, and the like.

The degree of readiness of the reservist before being appointed to a managerial position is determined taking into account the state of preparation of the employee for managerial activities, the implementation of an individual development plan, the results of the last attestation or certification of personnel, authority in the team, and the level of his professional maturity. After an employee is appointed to a managerial position, his production adaptation in a new position begins, during which the effectiveness of the formation of the reserve is assessed.

To increase the effectiveness of the professional and qualification advancement of managers, it is necessary in the organization to provide favorable conditions for their production adaptation to a new position, provide them with sufficient information about the features of work in this position, communication with managers of a higher level of management, colleagues, equal in rank and subordinates, carry out monitoring the acquisition of new knowledge, skills and practical skills that may be needed in new, higher management positions. In this regard, for the leaders of the lower and middle levels of management, the support of a higher-level leader is important.

Today, almost any resident of the state has the opportunity to get into the personnel reserve of the President of Russia thanks to a special program approved by the government at the end of the 2000s for the admission of specialists who are potential applicants for leading positions at the federal level. The so-called presidential hundred and presidential thousand, as a rule, also include representatives of regional and local authorities, luminaries of science, leading businessmen, members of public and educational organizations.

The composition of the personnel reserve

The reserve usually includes not too well-known names of people who have shown themselves from the best side in the field entrusted to them. To form such an honorary reserve, a special commission is being created, about a hundred people authorized to select more than a thousand candidates from all the spheres of public life under consideration.

Mandatory conditions for all applicants are the age limit (each candidate must not be under 25 and at the same time over 50), the appropriate level of education and qualifications in their field. This may include directors of enterprises, chairmen of committees, governors, financial and general directors, rectors, senior researchers, economists, and many other professionals. Party affiliation and gender are irrelevant in this matter.

Accordingly, it can be assumed that the more often the surname occurs in the recommendations of experts, the more likely a person is to enter the lucky hundred or thousand of the personnel reserve.

Candidate Perspectives

The generated lists are subject to annual review, changes can occur during the period, for example, if the lucky one has compromised himself in the eyes of the public.

At any time, each member of the hundred of the presidential reserve can be offered for the vacant position of the governor or, for example, the plenipotentiary representative of the president, adviser.

All generated lists are published on a special Kremlin website dedicated to this issue. Until now, the competence of the persons selected for important government posts has not cast doubt on the correctness of the decision to form such a structure of the presidential reserve. Moreover, courses and training seminars prepare a truly high-quality theoretical and practical basis for applicants to perform important state functions.

The process of forming a personnel reserve in modern conditions is a very important procedure that allows not only to quickly resolve the issue of replacing an employee during his absence, but also to properly train a new one who may be suitable for occupying a qualified position. Let us consider in more detail the process of forming a personnel reserve.

concept

The personnel reserve should be understood as a list of persons who are able to perform the functions and tasks of specialists of a certain position of a higher rank due to their abilities, knowledge and skills.

To get into the reserve, an employee must have high knowledge and ambitions for the purpose of professional advancement. Such promotion should be understood as the occupation of leadership positions, which requires the candidate from the reserve to meet certain requirements and characteristics.

The value of the talent pool

The appointment of a personnel reserve is stated in the legislation at the federal level. So, for example, the order of the Government of the Russian Federation "On approval of the federal program "Training and retraining of the reserve of managerial personnel"" refers to the need to train qualified managers for all areas, especially state bodies, which is associated with the socio-economic changes taking place in the state. After the adoption of this document, some more bills were added that defined and supplemented the process of creating personnel reserves in state structures and bodies. Such orders have been developed by many ministries (Ministry of Internal Affairs, Ministry of Agriculture, Ministry of Transport, Roskomnadzor, etc.)

The value of the personnel reserve is also significant for specific organizations that intend to work for a long time and have growth prospects, take care of reducing personnel risks, especially in managerial positions.

Objectives of the personnel reserve

The purposes of creating a reserve are as follows:

• prompt resolution of problems associated with the departure of key managers;
• significant savings in financial and time costs for the search, selection and training of personnel;
• professional growth of employees;
• increasing employee loyalty and motivation to work (including the lack of fear among “reservists” of the complexity of fulfilling upcoming duties and suddenly assigned tasks);
• the formation of employees' understanding of their own value for the employer;
• preparing specialists for future changes in the organization;
• the ability to “polish” your staff, which will meet the requirements of your organization;
• reduction in the level of staff turnover;
• retention of promising employees in the company.

The process of forming a personnel reserve is quite difficult. It requires the involvement of not only the head of the company and the personnel department, but also other specialists (lawyers, psychologists, trade unions, etc.). In this connection, the issues of the personnel reserve are resolved, as a rule, collectively with the help of a special body (or commission).

Main tasks

The formation of a personnel reserve is aimed at solving the following tasks:

• identification of existing potential among employees;
• the possibility of filling unfilled vacancies;
• continuity of the production process and its efficiency.

Key Documents

The composition of such a provision on the formation of a personnel reserve should include the following sections:

• goals and objectives of the personnel reserve;
• principles of creation;
• a list of positions for which a personnel reserve is formed;
• the order of formation;
• criteria for selecting candidates;
• training program;
• criteria for deduction from the reserve;
• analysis of the effectiveness of work with the reserve.

This provision may also contain information about sample documents that must be drawn up in the process of working with the reserve.

Types of personnel reserve

Candidates must fully meet the requirements for the position for which they are placed in the reserve. However, this also includes those who have a high potential for further professional advancement, but have less experience or insufficient training. As a rule, 2 candidates are selected for each position.

By type of activity, a development reserve and a functioning reserve are distinguished. In other words, a reservist can choose between two career paths - professional and managerial.

By the time of appointment, a group of candidates nominated for a higher position at the present time and a group of candidates for the next one to three years are formed in the personnel reserve.

The personnel reserve can be internal and external. Creating an internal one is a more studied process, requiring less financial costs. Such a reserve is more often used in practice.

An external reserve involves attracting candidates from outside.

Principles

Certain principles underlie the management of the company's personnel reserve. Consider the basic principles of the formation of a personnel reserve:

• the principle of relevance - means that the need to fill a position must be valid today;
• the principle of compliance - means that the candidate must meet the requirements for the position;
• the principle of prospects of the candidate.

How is formed

The current system of formation of a personnel reserve is a painstaking work to identify promising employees (or recruit them) as the most suitable and meeting the requirements of leadership positions.

The system has certain rules. The order of formation is as follows:

• form a body that deals with these issues;
• develop internal regulations, that is, a document in which it is necessary to reflect all procedures for creating a reserve;
• create mechanisms for implementing the developed rules.

The correct creation of such a system is the key to the success of optimizing the number of personnel in the company.

Phased formation scheme

Consider the stages of the formation of a personnel reserve, which involve a certain sequence of stages:

• analysis of the current situation:
• assessment of the need for new managers or specialists for the next 1-3 years;
• compiling a list of positions of the new reserve;
• determination of the availability of already existing specialists for replacement;
• specification of the list of specialists;
• analysis of the effect of the reserve that was created earlier.

The selection of the necessary candidates for inclusion in the reserve takes place in the following stages:

• analysis of questionnaire data on employees;
• conducting an interview;
• monitoring the behavior of an employee in his relationships with other colleagues;
• assessment of performance indicators that characterize his labor activity, as well as the results of his performance of specific tasks;
• performance appraisal of an employee;
• identifying the compliance of the identified qualities with the requirements of the position;
• comparison of results for different candidates;
• drawing up a list of a new reserve with a list of candidates for the position.

Such a list has its own characteristics:

• one person can simultaneously appear in several sections: for the near and distant perspective, as well as for different job options;
• collecting the maximum amount of information about the candidate, for example, personal data, certification results, potential assessment, peer reviews, etc.;
• drawing up recommendations for the advanced training program.

The list obtained in this way is approved by the head of the organization.

• reviewing the roster of candidates from time to time;
• replenishment of the list if necessary;
• exclusion from the list of employees who ceased to meet the requirements;
• adjustment of staff development programs;
• analysis of the effectiveness of the use of the registry, forecasting and changes.

Personnel assessment process

The main types of personnel assessment:

• systemic, which is carried out by clearly defining all the signs of evaluation (process, frequency, criteria, methods of measurement);
• unsystematic.

The main assessment procedures are as follows:

• assessment preparation - involves the collection of preliminary information;
• directly assessing an employee by creating expert groups that evaluate the level of knowledge, skills, abilities and results of an employee's work;
• the stage of the assessment, which includes a meeting of the commission in the following order: inviting an employee and his manager, reviewing materials, hearing interlocutors, discussing the results, forming a conclusion, drawing up a protocol;
• decision-making stage, after which a conclusion is formed taking into account the conclusions and proposals of the commission; at the same stage, recommendations are given on the need to promote the employee to a higher position.

How the competition is held

Separately, we should talk about holding a competition for the personnel reserve. The order of this procedure is also clearly regulated by the internal documents of the company. To carry out such a procedure, special competitive commissions are formed in the organization:

• to conduct a competition to fill a vacant position;
• to conduct a competition for the formation of a reserve.

The competition procedure can be started only if there are at least two applicants for the personnel reserve. Otherwise, the competition is considered invalid.

The main stages of the competition:

• submission of a memo by the head of the unit to the chairman of the competition commission;
• preparation of all necessary documents for the competition;
• 20 days before the competition, an announcement about it is published;
• accepting documents from applicants;
• the minutes of the meeting of the competition commission are drawn up;
• conducting a competitive test by testing participants, as well as issuing a competitive task;
• evaluation of applicants in the competition;
• the contestant is selected;
• all the necessary documents for its adoption are drawn up.

Features of the state civil service

In order to promote the development of the civil service system, as well as to improve the procedure for the formation and effective use of the reserve of managerial personnel, a Commission under the President of the Russian Federation on issues of public service and the reserve of managerial personnel is being formed.

The period of planning and formation of the personnel reserve of the state civil service takes, as a rule, from one to three years. The time spent in the personnel reserve of individual specialists also averages three years, but with long-term plans of the organization it can reach five years.

Regardless of the timing of the implementation of the “reserve” project and the financial capabilities of the organization, work with the personnel reserve must be carried out among interested parties in an open form (information must be available to employees), this environment must be competitive (several candidates must be selected for a managerial position at once).

The results of professional activity are a very important selection criterion, since they can be used not only to judge the effectiveness of the candidate's work, but also to evaluate the benefits of enrolling him in the reserve. Such non-material encouragement of a specialist, as inclusion in the personnel reserve, will serve as a good example for other employees and motivate them to high work results.

This set of requirements is not exhaustive and can be formed depending on the needs of the organization now and in the future, on the level of staff turnover, as well as on the social, age and other characteristics of the staff. It is important to understand that excessive selection toughening can lead to employee discrimination.

To manage the personnel reserve, special internal regulatory and local acts are usually issued. For example, a provision on the formation of a personnel reserve or a provision on working with a personnel reserve. At an early stage of the implementation of this project, such a document is intended to consolidate:

• the procedure for forming a reserve;
• tasks that are solved by creating a reserve;
• duties and responsibilities of officials forming the reserve;
• order and system of work;
• replenishment of the reserve and changes in its composition;
• a system for reporting on personnel work and the procedure for maintaining this reporting.

Such a document will emphasize the importance of work, the seriousness of the management's intentions, and attentive attitude towards employees.

Along with the provision on the formation of a personnel reserve, a list of positions in the personnel reserve of the state civil service is drawn up, which, among other things, determines the number of candidates for a reserve position. Most organizations have talent pool development, retention programs, and reserve lists in case vacancies are filled. At the same time, it must be remembered that employees enrolled in the personnel reserve should not only be aware of this, but also clearly understand their prospects and the requirements that will be placed on them in the event of a real promotion.

The training of "reservists" can take place in the form of advanced training, obtaining a second higher education, taking courses or internships. A good addition is meetings for the exchange of experience, where employees will share their knowledge and impressions.

At the same time, it is necessary to pay attention to the fact that expecting a return from specialists reserved and prepared for a specific position is meaningless if work with the personnel reserve is not related to the organization’s strategy, is not supported by the entire corporate culture, if intermediate testing and analysis of staff turnover are not carried out, employees low loyalty, lack of readiness for learning. But if everything is different - the personnel reserve will certainly become a good motivating factor both for employees and for the organization itself.

In accordance with the current legislation, permanent work with a reserve is provided, the purpose of which is to prepare a worthy replacement for senior employees and ensure the continuity of generations. The forms and methods of working with the reserve are determined by the head of the organization or its structural unit and the requirements of the position.

Conclusion

Thus, the creation of a personnel reserve in the company has the goal of updating the existing management and specialists at the expense of both own and attracted employees. Entry into this reserve requires the candidate to have special qualities, knowledge, experience, skills, and also implies the possibility of his training and advanced training to the required level. The list of positions and requirements for them in the organization are determined individually within it.

Federal State Budgetary Educational Institution

higher professional education

RUSSIAN ACADEMY OF PEOPLE'S ECONOMY AND PUBLIC SERVICE

under the PRESIDENT OF THE RUSSIAN FEDERATION

SIBERIAN INSTITUTE OF MANAGEMENT - RANEPA BRANCH

CENTER FOR RETRAINING SPECIALISTS

Department of State and Municipal Administration

COURSE WORK

by discipline: State and municipal service

Topic: Formation and use of a reserve of managerial personnel

Made by Repina Natalia Sergeevna

Novosibirsk 2013

Introduction

1.1Conceptual, legal and organizational foundations for the formation of a personnel reserve

1.2 Approaches to the creation of a reserve of managerial personnel. Principles of formation of a reserve of managerial personnel

3Features of the formation of a reserve of managerial personnel

4Formation of personnel in the municipal service

1 The procedure for the formation, preparation and use of the reserve of managerial personnel in St. Petersburg

2 Problems and ways to solve them in the formation and use of the reserve of managerial personnel in St. Petersburg

Conclusion

Applications

Introduction

The creation of a new model of public administration in modern Russia requires the optimization and renewal of managerial personnel. The solution of this problem is designated as a priority in the concept of administrative reform, reform of the state and municipal service. This goal can be achieved in the presence of an optimal and effective system of selection, professional training and rational use of highly qualified, enterprising and promising personnel, primarily at the state administrative level.

In modern conditions, work with a personnel reserve for promotion to managerial positions in government bodies is of great importance. For the development of the country, well-trained managers are needed. From the correct organization of work with the reserve of managerial personnel today depends on what personnel will come to public administration tomorrow. This is the relevance of the research topic of the presented course work.

The research problem is the professional training and retraining of persons included in the managerial personnel reserve.

The purpose of the study is to investigate the process of formation and use of the reserve of managerial personnel.

The main objectives of the course work are:

· define the concept of a personnel reserve and a reserve of managerial personnel;

· disclose the regulatory framework for working with the personnel reserve;

· identify approaches and principles for the formation of a reserve of managerial personnel;

· consider the features of the formation of a reserve of managerial personnel;

· develop a set of measures aimed at improving the formation, training and use of the managerial personnel reserve.

The object of the course work is the formation and use of a reserve of managerial personnel in St. Petersburg.

The subject of the study is the features of the formation and use of the reserve of managerial personnel.

Chapter 1. Theoretical and legal foundations for the formation of a reserve of managerial personnel

1.1Conceptual, legal and organizational foundations for the formation of a personnel reserve

The formation of a personnel reserve and ensuring its effective use is one of the most important directions of the modern personnel policy of the state. This is an integral component of the political and administrative mechanism of state administration, a serious spiritual and material resource of the state. This is the intellectual production potential that must be renewed and in demand continuously: from year to year, from generation to generation.

The formation of a reserve of managerial personnel in the civil service is a complex and multifaceted process that has a conceptual, regulatory, legal, organizational, and technological basis.

Within the framework of the concept of a personnel reserve, it is important to define the concept, goals and objectives of the personnel reserve, formulate its principles and priority areas for implementation, and also formulate a conceptual apparatus.

The personnel reserve is one of the sources of formation and replenishment of personnel - specialists in a particular field of professional activity. The most important task of creating a personnel reserve is to identify the most promising specialists for this professional activity.

The personnel reserve of the civil service is a group of employees specially formed on the basis of individual selection and a comprehensive assessment, who have undergone special training, endowed with the necessary professional, business, personal and moral and ethical qualities for promotion to higher public positions.

The main goal of the formation and use of the personnel reserve of the civil service is to create a composition of civil servants prepared for management in the new conditions, to ensure the continuity of public administration, its improvement based on the selection, training and promotion of personnel capable of professionally and effectively implementing the tasks and functions of public authorities. A more specific purpose of the personnel reserve is reflected in Art. 64 of Law No. 79-FZ:

)to fill a vacant civil service position in a state body in the order of promotion of a civil servant;

)to fill a vacant civil service position in another state body in the order of promotion of a civil servant;

)to fill a position in the civil service, the appointment to which and dismissal of a civil servant is carried out by the President of the Russian Federation or the Government of the Russian Federation;

)for the direction of a civil servant for professional retraining, advanced training or internship.

The personnel reserve, in the public service system, performs a number of basic functions: development, regulation, stabilization, continuity of the state apparatus. A prerequisite for the formation of a talent pool is the understanding and implementation of the principles of working with a talent pool, which include:

· ensuring the rule of law, compliance with regulatory requirements and procedures in resolving issues of the personnel reserve;

· competitiveness in the formation of a personnel reserve;

· a comprehensive and objective assessment of the professionalism, business and moral qualities of civil servants when they are selected for the reserve and promoted;

· objectivity and equal access to promotion in accordance with their abilities and professional training;

· creation of the necessary and sufficient personnel space to maintain the required staffing of the state apparatus;

· democratic, collegial solution of personnel issues, taking into account public opinion, publicity, on an alternative basis;

· systematic and rational renewal of the personnel reserve with the preservation of continuity, qualitative enrichment due to the influx of fresh, young forces, the use of opportunities and abilities of all ages;

· accountability and transparency of the process of forming a reserve of managerial personnel;

· professional targeted training of the formed personnel reserve;

· relative depoliticization of work on the formation of a personnel reserve;

· voluntariness of inclusion in the personnel reserve and promotion from it.

The personnel reserve is recruited on a competitive basis, the composition of the group is mobile and regularly changes depending on the strict assessment of the objective results of the participant's activities within the framework of the program. It means:

· annual selection of personnel and evaluation of personnel performance;

· rotation of personnel and assigning new job duties to an employee who has fallen into the reserve, containing a serious “challenge” to his abilities and perseverance to achieve goals;

· "screening out" of participants who have not coped with new duties, and an annual review of the composition of participants.

The personnel reserve, formed in our country in accordance with the Federal Law "On the State Civil Service in the Russian Federation", is, in practice, something in between the indicated personnel reserves and the Soviet-type nomenclature. This is due, among other things, to the lack of practical experience in working with the personnel reserve. Often, state civil servants fall into the personnel reserve based on the results of attestation, i.e. on a competition basis. Moreover, this does not entail any consequences, except for the possibility of “bypassing” the competition when appointed to a higher position. Organized work with a personnel reserve is far from being carried out everywhere (including training, internships, regular rotation, etc.). In addition, federal legislation does not provide for the possibility of exclusion from the personnel reserve.

The regulatory and legal framework for the formation of a managerial personnel reserve began to be developed and regulated since 2001 - from the Concept of Reforming the Public Service System of the Russian Federation. The legal category "personnel reserve" appeared in this document. In ch. 4 of the Concept states that in order to fill civil service positions in the order of official (service) growth, state bodies form a personnel reserve to fill managerial positions on a competitive basis. In this document, two conditions for inclusion in the personnel reserve were noted:

· in the order of official (service) growth;

· in connection with the reorganization or liquidation of a state body.

Civil servants included in the personnel reserve, if necessary, improve their qualifications or undergo retraining, and they are given a preferential right to fill the specified position.

Currently, the legal regulation of the formation of a personnel reserve is carried out:

)the Constitution of the Russian Federation;

)Federal Law of May 27, 2003 No. No. 58-FZ "On the public service system of the Russian Federation";

)Federal Law of July 27, 2004 No. No. 79-FZ "On the State Civil Service of the Russian Federation";

)Decrees of the President of the Russian Federation;

)Normative - legal acts of the subjects of the Russian Federation on the reserve of managerial personnel.

The Federal Law "On the System of the Public Service of the Russian Federation" No. 58 - FZ establishes the types of public service that make up its system; basic principles of functioning and activities of the public service; general conditions of public service; fundamentals of its management system.

The federal law on the civil service system on a number of issues contains norms that lawyers call blanket, i.e. referring either to other federal laws - on the types of public service, or to other regulatory legal acts. In this regard, the Law under consideration can be classified as a framework law, i.e. such, on the basis of which acts are adopted that regulate in detail a certain type of social relations.

Law No. 58 - FZ defines the requirement for the formation of reserves at different levels: the federal personnel reserve, the personnel reserve in the federal state body, the personnel reserve of the subject of the Russian Federation, the personnel reserve in the state body of the subject of the Russian Federation. Also, Law No. 58-FZ in Part 1 of Art. 11 establishes that the staffing of the civil service is ensured by:

-development of professional qualities of civil servants;

-assessment of the results of professional performance of civil servants in the course of attestation or passing a qualification exam;

-creation of opportunities for proper (service) growth of civil servants;

-using modern personnel technologies;

-application of educational programs and state educational standards.

This Law mentions the replacement of public service positions on a competitive basis only in connection with federal laws on the types of public service and other regulatory legal acts of the Russian Federation that establish such a procedure (part 2).

The law calls the formation of a personnel reserve, which, of course, is created by internal administrative means, as the main method of recruiting the corps of civil servants.

Of particular importance to work with the personnel reserve of the civil service was given by the Federal Law "On the State Civil Service of the Russian Federation" No. 79-FZ. The law gives an extended description of the personnel reserve and the procedure for its formation. It has been established that the personnel reserve for filling positions in the civil service is formed based on the results of the competition and taking into account the Consolidated Register of Civil Servants and the applications received from civil servants and citizens. Thus, not only already employees, but also citizens who wish to enter the civil service have the right to be enrolled in the personnel reserve. A mechanism is provided for filling a vacant position in a state body in the order of promotion of an employee. But, at the same time, nothing is said about employees released in connection with the reorganization or liquidation of a state body. This means that they should be included in the personnel reserve on a general basis, i.e. by competition.

Important, in Law No. 79-FZ, was the establishment of the principle of legal regulation of the formation and use of personnel reserves at the federal and regional levels. The federal law on the civil service determines that the Regulations on the personnel reserve must be approved by the President of the Russian Federation and the regulatory legal act of the subject of the federation, respectively. Currently, at the federal level, there is no unified provision on the personnel reserve in the civil service, which is a deterrent to the development of the legal framework of the subjects of the federation, which are largely guided by federal requirements. However, this is not an obstacle to the development of its own regulatory framework.

In some regions, there is no special legal regulation of personnel reserves in the civil service (Republic of Tatarstan), in such cases, the general principles for the formation of personnel reserves are applied by analogy with the Federal Law on the State Civil Service.

In July 2008 a meeting was held with authorized representatives of the President of the Russian Federation in the federal districts on the formation of a reserve of managerial personnel. The first and main step in the formation of a managerial reserve is the formation of an all-Russian reserve of effective managerial personnel. The main problem in working with the reserve of managerial personnel was identified - the lack of a trained personnel reserve, and a number of main shortcomings in the staffing of the civil service were formulated:

· lack of a coherent system of work with managerial personnel;

· appointments to leading positions by acquaintance, on the basis of personal loyalty;

· inefficiency of the system of motivation and incentives for the formation of a qualified personnel reserve in the civil service;

· low level of personnel rotation of managerial personnel;

· informational incompetence of managerial personnel;

· lack of a unified system of personnel monitoring and information on job vacancies;

· the slowness of the education system;

· lack of a special methodology for selecting specialists for the personnel reserve and their evaluation;

· inefficiency of work of personnel services of state bodies.

Based on these problems, tasks were formulated, the main of which is the creation of a full-fledged reserve of managerial personnel on a national scale.

Based on the results of the meeting on the formation of a reserve of managerial personnel, a list of instructions No. Pr-1573 dated August 1, 2008 was approved. For the implementation of which, an appropriate action plan was approved (No. A4-12443 dated August 22, 2008). By order of the Administration of the President of the Russian Federation dated August 27, 2008 No. 1153, a working group was formed to prepare proposals for the formation of a reserve of managerial personnel under the patronage of the President of the Russian Federation. The working group included representatives of the Administration of the President of the Russian Federation, the Office of the State Duma of the Federal Assembly of the Russian Federation, the Office of the Government of the Russian Federation, federal executive authorities, scientists, business representatives.

In August 2008, by Decree of the President of the Russian Federation No. 12526, in order to improve state and municipal government, form and effectively use a reserve of managerial personnel for priority areas of the economy, federal government bodies, government bodies of the constituent entities of the Russian Federation and local self-government bodies of municipalities, a special commission under the President of the Russian Federation for the formation and training of a reserve of managerial personnel.

Inclusion in the federal personnel reserve is formalized by a legal act of the federal state body for managing the civil service, in the personnel reserve of a constituent entity of the Russian Federation - by a legal act of the state body for managing the civil service of this constituent entity of the Russian Federation, and in the personnel reserve of a state body - by a legal act of the state body with the appropriate entry in personal file of a civil servant and other documents confirming the professional performance of a civil servant.

Today, regional personnel reserves have been practically created, and on their basis the Consolidated Federal Reserve of Managerial Personnel is being formed. A presidential quota has been formed - 1,000 of the most promising young managers. But inclusion in the Consolidated Reserve should not lead to automatic promotion through the ranks; the adoption of an all-Russian program for the formation and training of a reserve of managerial personnel is required.

In order to develop the personnel potential of the state civil service of the Russian Federation, the Federal Management Personnel Portal has been created - a specialized information resource designed to ensure the involvement of high-potential and motivated professionals from science, culture, business and other fields of activity in the civil service.

The structure of the portal includes such blocks as the regulatory framework, reference and analytical materials, news articles about the changes in the civil service system, as well as a list of hyperlinks to Internet resources of the state authorities of the Russian Federation. In the future, a specialized high-tech all-Russian database of resumes of applicants and open vacancies in the state civil service of the Russian Federation will become the central link of the Federal portal of managerial personnel. As a result, after registration, everyone will be able to place their resume in the database and get acquainted with the vacancies posted by the personnel services of the authorities.

The federal managerial personnel portal is intended to become an information platform that allows for effective interaction between Russian citizens interested in entering the civil service and personnel services of state bodies. The portal provides access to complete and regularly updated information about the civil service. It will contribute to the formation of an open, professional and efficient state civil service of the Russian Federation. Legislative consolidation of the status of the Federal portal of managerial personnel was implemented with the adoption in 2011 of the Regulations on the Portal, approved by the Decree of the Russian Federation dated March 4, 2011 No. 149 "On the Federal State Information System" Federal Portal of Managerial Personnel ".

Measures to form a personnel reserve are carried out not only at the federal level, but also in the constituent entities of the Russian Federation, as well as at the interregional level in federal districts.

The organizational bases for the formation and work with the personnel reserve involve determining the structure and organizational principles of the personnel reserve, conditions, forms and methods of its formation. The bodies involved in the formation and training of the personnel reserve are personnel services.

According to the organizational structure, the personnel reserve can be classified into:

ü federal, reserve of the subject of the Russian Federation, state (municipal) body;

ü current and prospective;

ü reserve for promotion and regular.

Thus, the most important task of creating a personnel reserve is to identify promising specialists for this professional activity, and the main goal is to create a composition of civil servants prepared for management in the new conditions.

1.2Approaches to creating a reserve of managerial personnel. Principles of formation of a reserve of managerial personnel

Currently, a reserve of managerial personnel is being formed (federal - "presidential", regional), which can be used to fill individual government positions, civil service positions of the "heads" category, replaced on an urgent basis, as well as positions of heads of state organizations (institutions and enterprises ).

The formation of a professional civil service is a necessary condition for the implementation of structural reforms in the public administration of the Russian Federation, since it is the state apparatus that ensures the organization of reforms, control over their implementation, and provides funding for reforms. The success of structural reforms in public administration is impossible without continuous improvement of the civil service.

The modern practice of public administration and public civil service increasingly requires the selection of highly professional, responsible and dynamic leaders and executors.

To date, two fundamentally different approaches to the formation of a reserve of managerial personnel have begun to be applied in practice. The first approach can be conditionally called "competitive, for specific positions." The essence of this approach is to use the existing reserve formation scheme, enshrined in 79-FZ. For the management pool, this scheme is applied broadly to cover non-public service personnel, with the assumption that appointments will be made to predetermined posts. The second approach involves the use of schemes that are different from those enshrined in the legislation on the civil service. Basically, this is an expert selection using the principle “the best choose the best”, the formation of the reserve is carried out “on a list”, not for specific positions. Conventionally, it can be called "expert, for the list of positions."

The “reserve for specific posts” approach.

On the basis of regulatory legal acts adopted in a number of subjects of the Federation, individual model laws and programs for the formation of a reserve of managerial personnel, several essential principles for the formation of a reserve of managerial personnel can be distinguished in accordance with this approach. Let's call them:

The formation of the reserve is carried out exclusively for specific positions that exist in accordance with the register and structure of bodies.

Formation of a reserve in each body separately, and then building a consolidated reserve of managerial personnel of a constituent entity of the Federation according to the formula: “combined reserve of a constituent entity of the Federation” \u003d “reserve of an organ” + “reserve of an organ” ... + “reserve of an enterprise, organization of a priority sector of the economy”. In fact, this means fragmentation of the consolidated reserve.

Compilation of an exhaustive list of positions for which a personnel reserve is formed, with mandatory fixing of qualification requirements for each of them (by analogy with the requirements of Article 12 of 79-FZ).

Application of competitive procedures for the identification and selection of applicants (by analogy with the requirements of Article 22 of the 79-FZ);

Lack of active forms for identifying applicants, confusion between the concepts of "identification" and "selection", the use of a "passive" form of search through the announcement of a competition.

Conducting evaluation and examination activities in relation to applicants. It uses various kinds of tests for knowledge of Russian and foreign languages, tests of professional knowledge, i.e. the application of classical procedures used in educational institutions in relation to schoolchildren and students is implied.

The selection is carried out exclusively at the commissions, public selection and discussion of candidates, combined with the simultaneous absence of regulatory regulation of public procedures for exclusion from the reserve.

Open access to the formed reserve, publication of the list of the reserve.

The “reserve for the list of positions” expert approach is built on the following principles:

The formation of the reserve is carried out "list", without reference to specific positions.

Centralized formation of a single reserve of the subject of the Federation.

The absence of a detailed list of positions (as a rule, only a general list of positions is offered) for which a reserve of managerial personnel is formed and, as a result, the absence of qualification requirements for positions.

Formation of a "model of an effective manager" through the formulation of general requirements for education, professional and personal qualities of candidates.

Rejection of the competitive procedures provided for by Federal Law 79-FZ as the only possible way to identify and select candidates (we emphasize that competitive procedures can also be used, but they are not declared the only acceptable method of selection: expert recommendations are considered no less effective way of selection).

The use of "active" methods of forming a reserve (involving the expert community, identifying through a professional environment, various kinds of surveys and monitoring).

Allocation within the framework of the procedure for forming a reserve of independent stages - the stage of identification and the stage of selection.

Refusal to apply the classical procedures used in educational institutions in relation to testing and assessing the knowledge of schoolchildren and students. The use of methods such as interviews, creative assignments, free conversations, work tests and simply third-party observation of an expert (empirical perception).

Limited access to the formed reserve, refusal to publish the list of the reserve.

The advantages of this approach are as follows:

-creating a reserve for each position is a laborious process, the implementation of which will require the creation of additional jobs, which is not optimal;

-the created reserve cannot be kept up-to-date (unchanged) for a long time, because Currently, social processes are highly mobile. The career of a reservist may change, the legislation in a particular industry may change, which will “pull” structural and other changes with it.

Despite the differences in approaches, it is important to correctly select an effective combination of existing principles for the formation of a reserve of managerial personnel. It is important to constantly focus on what the reserve is actually formed for, what is its purpose.

The reserve is aimed at ensuring the fastest and most effective replacement of a vacancy or, if necessary, the fastest replacement of an inefficient manager.

Taking into account the requirements of the legislation, the formation of a personnel reserve at any level, including a reserve of managerial personnel, should be carried out on the basis of the following principles:

1.The principle of appointment of civil servants, taking into account the merits in their professional performance and business qualities, is taken from international experience, where it is a key principle for the appointment of civil servants in various countries. Compliance with this principle involves the development and application of mechanisms to take into account the personal merits of a citizen's personality when entering the civil service. This principle ensures the use of regular attestation of a civil servant, the introduction of a special procedure for remuneration of civil servants for certain civil service positions.

2.The principle of improving the professional skills of civil servants implies the need for them to develop their professional knowledge, skills and abilities. The improvement of professional skills is carried out within the framework of professional training, retraining, advanced training and internships in accordance with the programs of professional development of civil servants. Programs of state bodies for the professional development of civil servants are based on individual plans for their professional development.

1.3Features of the formation of a reserve of managerial personnel

Work on the formation of a reserve of managerial personnel, in the state and non-state spheres of activity of the Russian Federation, began in the fall of 2008 on the basis of the results of a meeting of the President of the Russian Federation with authorized representatives of the President of the Russian Federation in the federal districts.

The President set the task of forming a full-fledged highly professional strategic reserve of the country's managerial personnel, which should turn into a long-term project of a national scale.

Decree of the President of the Russian Federation of August 25, 2008 No. 1252 approved the Regulations “On the commission under the President of the Russian Federation for the formation and training of a reserve of managerial personnel”. This Regulation defines the procedure for the activities of the Commission for the formation and training of a reserve of managerial personnel, as well as its main tasks:

a) preparation of proposals to the President of the Russian Federation regarding the development of state policy in the field of formation and effective use of the reserve of managerial personnel in the Russian Federation;

b) coordination of the activities of federal executive authorities, executive authorities of the constituent entities of the Russian Federation, local self-government bodies of municipalities on issues related to the selection, training, retraining and promotion of participants in the Program for Forming a Reserve of Managerial Personnel (hereinafter referred to as the Program), as well as on other issues related to the implementation of the Program;

c) development of recommendations to senior officials (heads of the highest executive bodies of state power) of the constituent entities of the Russian Federation on the creation of commissions for the formation and training of a reserve of managerial personnel in the constituent entities of the Russian Federation;

d) determining the procedure for maintaining a database of Program participants and lists of positions to be filled by Program participants;

e) preparation of proposals for the creation of a federal reserve of managerial personnel, including those under the patronage of the President of the Russian Federation (up to 1,000 people);

f) consideration of methods of selection, training, retraining and nomination of participants of the Program;

g) control over the implementation of measures provided for by the Program.

Managerial personnel are personnel of the leading level, on which the success of the activities of the state body, organization, institution, enterprise, local government they manage depends to a decisive extent. Managerial personnel are subject to special qualification and other requirements of a professional, organizational and moral nature. A manager must be able to competently perform an administrative function, i.e. manage and supervise both production and personnel. He must be able to predict, plan, organize, manage, coordinate, motivate, control the activities of his subordinates.

The managerial personnel reserve is the most trained and professionally promising part of the citizens of the Russian Federation who have a high intellectual, service and labor, innovative, managerial, moral, psychological and strong-willed potential, who have passed the selection in the prescribed manner and received the status of a person included in the managerial reserve, for subsequent training and filling positions in accordance with the established procedure in the public service system, as well as a list of positions in other organizations related to the priority areas of the economy, science, education, healthcare, culture, sports, etc.

Its strategic goal is to create conditions for the rapid replacement of persons with the necessary professional, business and personal qualities for government positions in the Russian Federation, government positions in the constituent entities of the Russian Federation, positions in the state civil service, managerial positions in state-significant areas of the economy, science, education, healthcare, fuel and energy complex, housing and communal services, healthcare, ecology, etc.

When forming a reserve of managerial personnel, it is necessary to take into account the level of professional education, work experience in the specialty, length of service in public service, knowledge of regulatory legal acts, performance results, age (depending on the group of positions in the civil service), health status, public opinion about the employee, personal desire employee and planning his career.

To form such a reserve, you need:

firstly, to create an effective legal framework and a corresponding system of long-term personnel "production" in all regions of the country;

secondly, to develop a mechanism for the careful selection of the best management specialists;

thirdly, to form a unified database on the leading personnel of Russia at all three levels: federal, regional and municipal, as well as in relation to organizations and institutions with a high share of state participation in them;

fourthly, to introduce a well-thought-out system for appointing persons included in the reserves to responsible management positions.

The selection of candidates for inclusion in the reserve of managerial personnel is carried out by specially formed commissions or groups of experts. They include heads of state bodies, scientists from leading educational institutions, members of attestation commissions, members of public chambers, specialists from recruitment agencies. The selection is carried out in two stages: the first stage - organizational - the creation of a database of candidates for the reserve, the formation (updating) of commissions (expert groups) for the selection of specialists for inclusion in the reserve of managerial personnel. The second stage is the work of the commissions for the selection of candidates for inclusion in the reserve of managerial personnel, the work of the relevant selection commissions of authorized educational institutions, the preparation of proposals for candidates who have successfully passed the test for inclusion in the reserve of managerial personnel.

Today, in order to form a reserve of managerial personnel, a holistic, scientifically based and normatively fixed system of criteria is needed, with the help of which it is possible to objectively evaluate the professional, business, moral, psychological and personal qualities of civil service personnel. It is necessary to use new approaches to determine the level of abilities and qualities of a civil servant to include him in the reserve of managerial personnel, more modern and selective technologies, such as:

-simulation modeling of production, management, political, administrative, social processes, modeling of office "extreme zones" and venture situations;

-gaming technologies (simulation, practical business, innovative, project-organizational, productive-oriented games, trainings, actions as part of management teams, etc.);

-designing short-term and medium-term prospects for organizations in which the persons included in the reserve work (suppose to work), internships in these and other organizations; use of the case method (“case study”), written individual analytical (thematic) exercises (individual business exercises);

-selection of problematic (critical) service incidents (artificial selection of "negative instances") in order to resolve them, analysis of specific production (service) situations and the choice of logically sound ways to resolve them; situational-comprehensive assessment of the managerial abilities of candidates, professional and psychological testing, including interactive forms of surveys;

-performance audit, operational analysis of the economic (personnel, financial) situation of the company (organization), full or express assessment of the state of the managed object (company);

-information gathering exercises; analytical presentation exercises, exercises for drawing up a business plan, organization development forecasts, their multimedia support, online broadcasts.

The formation of a reserve of managerial personnel is carried out from representatives of state authorities, state structures, organizations of the non-state sector of the economy (commercial structures), scientific, educational institutions, departmental personnel sources of state bodies. The most talented people are involved in the reserve, incl. who did not previously have the status of a civil servant, who are able to make a real contribution to improving the efficiency of public administration. Special attention is paid to leaders who have shown a high professional culture over the years and have proven their commitment to the state interests.

Since August 2008, coordination of activities related to the formation of the presidential reserve of managerial personnel, as well as regional personnel reserves, has been carried out by the Administration of the President of the Russian Federation through the Office of the President of the Russian Federation for Civil Service and Personnel, as well as the Offices of Plenipotentiary Representatives of the President of the Russian Federation in federal districts. Coordination of work on the formation and use of the federal reserve is carried out by the Office of the Government of the Russian Federation. The Ministry of Health and Social Development of the Russian Federation has been entrusted with maintaining the Federal Management Personnel Portal.

Thus, when forming a reserve of managerial personnel, it is necessary to use new approaches to determining the level of abilities and qualities of a civil servant. The most talented people who are able to make a significant contribution to improving the efficiency of public administration are attracted to the reserve of managerial personnel.

1.4Formation of personnel in the municipal service

The formation of a personnel reserve is a way to promptly respond to the needs in the formation and functioning of local governments. In Art. 33 of the Federal Law "On Municipal Service in the Russian Federation" dated March 2, 2007 No. 25 - FZ states that in municipalities, in accordance with municipal legal acts, a personnel reserve can be created to fill vacant positions in the municipal service. Municipalities do not have an obligation to create a personnel reserve and work with it. In most municipalities, the personnel reserve is formed annually as of January 1 by the personnel service for each local self-government body of the municipality. The Federal Law "On Municipal Service in the Russian Federation" does not define the personnel reserve.

The priority areas for the formation of the personnel of the municipal service are the following guidelines:

.Determination of the projected needs for personnel (specialists and managers) of the municipal service and technical support for the administrative apparatus of the municipality.

.Appointment of highly qualified specialists to the positions of the municipal service, taking into account their professional qualities and competence. In accordance with federal law No. 25-FZ on municipal service, when filling a vacant position in the municipal service, the conclusion of an employment contract with a citizen must be preceded by a competitive method of selecting applicants.

.Promoting the promotion of municipal employees. In accordance with the regulatory legal acts on the municipal service, the personnel service of the municipality advises municipal employees on legal and other issues of the municipal service, which contributes to the optimal passage of the municipal service related to the professional development of personnel.

.Improving the qualifications of municipal employees.

.Creation of a personnel reserve and its effective use.

.Evaluation of the results of the work of municipal employees through certification.

.The use of modern recruitment technologies when citizens enter the municipal service and work with personnel during its passage.

It should be noted that the introduction of only individual points without building an integrated system of work with the personnel reserve may not give the expected results. The creation of a personnel reserve is necessary for the quality provision of local governments with trained employees, which can significantly reduce the cost of recruiting and adapting newly appointed employees.

The existing mechanism for the formation of a personnel reserve in local governments lags far behind the demands of practice and is more formal than planned. Evidence of this is the high proportion of employees appointed to positions not from the reserve. The reserve often enrolls candidates without careful selection and evaluation, so unpromising employees get there.

Chapter 2. Formation of a reserve of managerial personnel in St. Petersburg

1 The procedure for the formation, preparation and use of the managerial personnel reserve of St. Petersburg

The most important tasks of social and economic development facing our state and society require the involvement of talented, motivated and creative people in the state and municipal administration, the inclusion of talented, purposeful and creative people in the field of entrepreneurship.

For this purpose, an all-Russian reserve of managerial personnel has been created, part of which is a reserve of managerial personnel in St. Petersburg.

The reserve is created taking into account the urgent needs of the state, as well as long-term, strategic goals. This serious work is being done “in advance” and is by no means reduced to bureaucratic procedures and formal indicators. In this regard, special attention is paid to the selection and training of personnel.

A candidate for the reserve of managerial personnel must have the knowledge and skills necessary for the prompt adoption of balanced and correct decisions, initiative, the ability to think outside the box and predict the results of their work. In addition, he must master modern technologies and have the ability to quickly respond to changing situations.

The reserve is an open channel for the influx of "fresh forces", replenishment of the economy, state and municipal administration with young promising leaders.

The new personnel training system that meets the needs of society and the state provides for rotation mechanisms that make it possible to constantly update the reserve of managerial personnel, selecting the “best of the best” for leadership positions.

It is also envisaged to expand the professional capabilities of persons included in the reserve, primarily through the acquisition of new experience and the development of personal abilities. In turn, those who are in the reserve are given the opportunity to reveal the talent of a modern manager and innovator, to prove themselves as a competent, broad-minded leader.

The managerial personnel reserve is a long-term project on a national scale. Its tactical goal is the formation of highly professional managerial personnel of the country. The strategic goal is to improve the quality of life of our fellow citizens.

The managerial personnel reserve in St. Petersburg consists of two levels: current and prospective. The active reserve includes persons who already have the level of professional training and work experience sufficient for appointment to managerial positions. The prospective reserve includes persons who need additional professional training and (or) experience in managerial positions for appointment to managerial positions.

The main requirements for candidates for the reserve of managerial personnel: citizenship of the Russian Federation, age from 21 to 50 years (priority), higher professional education, no criminal record and compromising circumstances, active citizenship, professional approach to business, efficiency, dedication, responsibility. Requirements for work experience, professional knowledge and skills are established by paragraphs 4.2-4.3 of the Procedure for Forming a Reserve of Managerial Personnel in St. Petersburg.

The formation of a reserve of managerial personnel in St. Petersburg is carried out in the following stages:

) assessment of professional knowledge and skills, personal and business qualities of candidates for the managerial personnel reserve;

) selection of candidates for the reserve of managerial personnel by the working group for the preparation of proposals for the formation and training of the reserve of managerial personnel in St. Petersburg, created by the Decree of the Governor of St. Petersburg dated October 14, 2008 No. 55-pg “On the Creation of a Working Group”;

) consideration by the Commission for the formation and training of the managerial personnel reserve in St. Petersburg of proposals regarding candidates for the managerial personnel reserve submitted by the working group;

In each intracity municipality of St. Petersburg, a reserve of managerial personnel of the corresponding municipality, the so-called "municipal reserve of managerial personnel", can be created.

The nomination of candidates for the reserve of managerial personnel by the heads of local self-government bodies is carried out from among the persons who are in the municipal reserves of managerial personnel, in the manner determined by the Commission for the formation of a reserve of managerial personnel under the Council of Municipalities of St. Petersburg.

The following persons have the right to nominate candidates for the managerial personnel reserve: the Governor of St. Petersburg, vice-governors of St. Petersburg, heads of state authorities of St. Petersburg, heads of territorial bodies of federal executive bodies in St. Petersburg, President of the St. Petersburg Chamber of Commerce and Industry, President of the Union of Industrialists and Entrepreneurs of St. Petersburg, Chairman of the Public Council of St. Petersburg, heads of local governments.

The main task of training the reserve of managerial personnel is to improve the professional knowledge and skills, personal and business qualities of persons included in the reserve of managerial personnel, necessary for them to fill managerial positions.

The training of persons included in the reserve of managerial personnel is carried out by the executive bodies of state power of St. Petersburg in accordance with the decisions of the Commission.

In order to preparation for the replacement of a managerial position, an individual training plan is drawn up for a person included in the reserve of managerial personnel.

In order to determine the quality of training of persons included in the reserve of managerial personnel, the Administration of the Governor of St. Petersburg evaluates the persons included in the reserve of managerial personnel.

In order to improve the state and municipal administration in St. Petersburg, update managerial personnel and timely fill senior positions in state authorities of St. Petersburg and local governments in St. Petersburg, the Commission for the formation and training of a reserve of managerial personnel in St. Petersburg recommends:

The Government of St. Petersburg, heads of public authorities and local governments to use the managerial personnel reserve in St. Petersburg, formed in accordance with the Procedure for the formation of a managerial personnel reserve in St. Petersburg, as a priority source of personnel for appointment to senior positions in accordance with applicable law .

Heads of public authorities to involve persons included in the reserve of managerial personnel to participate in ongoing competitions for filling vacancies in the state civil service of St. Petersburg and competitions for inclusion in the personnel reserve of a state body to fill civil service positions.

3. The heads of the executive bodies of state power of St. Petersburg consider persons included in the reserve of managerial personnel when selecting candidates for the personnel reserve to fill vacant positions of heads of state unitary enterprises and state institutions that are under the authority of the executive bodies of state power of St. Petersburg.

Personnel services of state authorities and local governments to actively participate in attracting candidates for the managerial personnel reserve and training the managerial personnel reserve.

In order to analyze the effectiveness of the use of the reserve of managerial personnel for personnel services within one week from the date of appointment, it is necessary to notify the Department of Personnel and Public Service of the Administration of the Governor of St. Petersburg about the appointment of a person included in the reserve of managerial personnel.

2.2Problems and ways to solve them in the formation of a reserve of managerial personnel in St. Petersburg

In St. Petersburg, during the period of formation and training of the reserve of managerial personnel, a set of measures was carried out aimed at the formation, training and effective use of the permanent reserve of managerial personnel of the state authorities of St. Petersburg and local self-government bodies of intracity municipalities in St. Petersburg.

An important result of these activities was:

ü introduction of organizational mechanisms for the formation and training of a reserve of managerial personnel;

ü ensuring the effective functioning of the mechanism for the continuous identification and selection of managerial personnel;

ü creation of a permanent, systematically replenished and updated database of persons included in the reserve of managerial personnel;

ü ensuring the possibility of using persons included in the reserve of managerial personnel and who have undergone the necessary training when filling managerial positions in St. Petersburg.

Currently, changes are taking place in the economic and social structure of society, aimed at creating an efficient economy and strengthening statehood. The requirements of civil society to the level of state and municipal government have increased. Indeed, even one incompetent person in power can cause great damage to the region, industry and even the state. Thus, one of the most important problems in the formation of a reserve of managerial personnel is the professional training and retraining of personnel, which in turn is determined by the need for further development of the reserve of managerial personnel.

In this regard, work with the reserve of managerial personnel should be aimed at improving the mechanisms for identifying and selecting managerial personnel, at developing and implementing effective tools for assessing the professional potential of managerial personnel, as well as at building a new system for training and using the reserve of managerial personnel, taking into account the needs public authorities, local governments, priority sectors of the economy. It is necessary to solve the issues of financial and information support for work with a reserve of managerial personnel. To solve the above problem, the Commission for the formation and training of a reserve of managerial personnel in St. Petersburg, together with the working group for the preparation of proposals for the formation and training of a reserve of managerial personnel in St. Petersburg, approved the Program for the formation and training of a reserve of managerial personnel in St. Petersburg for 2012 - 2014 years.

The purpose of the Program is to implement a set of measures aimed at improving the formation, training and use of a reserve of managerial personnel for priority sectors of the economy, public authorities and local governments.

To achieve this goal, it will be necessary to solve the following main tasks:

Development and implementation of new effective methods for assessing candidates for the reserve of managerial personnel, as well as persons included in the reserve of managerial personnel.

Definition and implementation of modern teaching methods and technologies adapted to the specifics of the activities of public authorities, organizations subordinate to them, as well as local governments, which allow for the systematic development of professionally important qualities and managerial competencies of persons included in the reserve of managerial personnel.

Application of new organizational and managerial technologies aimed at improving the efficiency of using the reserve of managerial personnel.

Organization of financial and information support for work with a reserve of managerial personnel.

The solution of the tasks set is carried out in the following main areas:

ü organizational, legal and methodological support for the development and implementation of modern methods for identifying and selecting managerial personnel;

ü improvement of the management personnel reserve training system;

ü introduction of new organizational and managerial technologies when using the reserve of managerial personnel;

ü monitoring the formation, training and use of a reserve of managerial personnel;

ü financial and information support of work with the reserve of managerial personnel.

As a result of the implementation of the Program, it is expected:

ü increasing the efficiency of organizational mechanisms for the formation, training and use of the reserve of managerial personnel;

ü ensuring the systematic nature of the measures taken to form and train the reserve of managerial personnel, as well as the possibility of prompt decision-making on the replacement of managerial positions in St. Petersburg from among the persons included in the reserve of managerial personnel.

The implementation of the Program will make it possible to qualitatively transform the mechanisms for the formation and training of a reserve of managerial personnel, to increase the efficiency of using the existing human resources potential of St. Petersburg.

personnel reserve employee

Conclusion

Summarizing the above material, we can draw the main conclusions on the chosen topic of the course work.

In the presented course work, all the answers to the above main tasks are formulated. We have determined that the modern practice of public administration and the civil service increasingly requires the selection of highly professional, responsible and dynamic leaders and performers, and the formation of a reserve of managerial personnel is a process of becoming professional leaders and specialists. The main purpose of such a reserve is to create conditions for the rapid replacement of persons with the necessary professional, business and personal qualities for public positions in the Russian Federation, public positions in the constituent entities of the Russian Federation, positions in the civil service, and managerial positions in state-important areas.

The main task of creating a personnel reserve is to identify promising specialists for this professional activity.

Also, in the presented course work, we found that, when forming a reserve of managerial personnel, it is necessary to use new approaches to determining the level of abilities of a civil servant. The most talented people who are able to make a significant contribution to improving the efficiency of public administration are attracted to the reserve of managerial personnel.

The course work defines the strategic goal of the managerial personnel reserve of St. Petersburg - improving the quality of life of the citizens of St. Petersburg, which is implemented through the formulated main tasks and activities aimed at solving the tasks.

The main tasks and measures aimed at their solution are published in the Program for the Formation and Training of the Managerial Personnel Reserve in St. Petersburg for 2012-2014, which was approved by the Commission for the Formation and Training of the Managerial Personnel Reserve in St. Petersburg together with the working group for the preparation of proposals on the formation and training of a reserve of managerial personnel in St. Petersburg.

List of sources used

Regulations

Constitution of the Russian Federation. Adopted by popular vote on December 12, 1993. Novosibirsk: Sib. univ. publishing house, 2008.

2. Federal Law No. 58-FZ of May 27, 2003 (as amended on May 7, 2013) “On the Public Service System of the Russian Federation”.

Federal Law No. 79-FZ of July 27, 2004 “On the State Civil Service of the Russian Federation”.

Federal Law No. 25-FZ of March 2, 2007 (as amended on July 2, 2013) "On Municipal Service in the Russian Federation".

Federal Law No. 273-FZ of December 25, 2008 (as amended on May 7, 2013) "On Combating Corruption".

Law of St. Petersburg dated April 1, 2009 No. 127-25 “On the personnel reserve in the state civil service of St. Petersburg”.

Main literature

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Babun R.V. Organization of municipal government: Textbook. third generation standard. - St. Petersburg: Peter, 2012. - 336 pp.: ill.

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Bannikova L.N. Personnel management: textbook / L.N. Bannikov. Yekaterinburg: USTU - UPI. - 2009. - p.151.

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Attachment 1

formation of a reserve of managerial personnel in St. Petersburg

General provisions

1. The procedure for the formation of a reserve of managerial personnel in St. Petersburg (hereinafter - the Procedure) determines the methodology for selecting candidates for the reserve of managerial personnel in St. Petersburg (hereinafter - the reserve of managerial personnel), the procedure for the formation, preparation of a reserve of managerial personnel and work with it.

2. The principles of formation, preparation of a reserve of managerial personnel and work with it are:

a) equal access and voluntary inclusion of citizens in the managerial personnel reserve;

b) objectivity and comprehensiveness of the assessment of professional, personal and business qualities of candidates for the reserve of managerial personnel, the results of their professional (official) activities;

c) the efficiency of using the reserve of managerial personnel;

d) continuity of work with the reserve of managerial personnel, constant updating of its composition;

e) professionalism and competence of persons included in the management personnel reserve;

f) availability of information on the formation of a reserve of managerial personnel and its use;

g) the relationship between the reserve of managerial personnel and the personnel reserves of the state authorities of St. Petersburg, formed in accordance with the Charter of St. Petersburg and the laws of St. Petersburg.

3. The reserve of managerial personnel is formed in order to improve the activities for the selection and placement of managerial personnel; timely satisfaction of the need for managerial personnel; reduction of the adaptation period when appointed to senior positions; increasing the professional and business activity of citizens.

4. The reserve of managerial personnel includes persons with the necessary professional knowledge and skills, personal and business qualities, who have shown themselves positively in positions being replaced (occupied) or in the course of their training in the Youth Personnel Reserve in the system of executive bodies of state power of St. Petersburg, selected on the basis of the requirements established by this Procedure.

5. The reserve of managerial personnel is a source for the selection of candidates for appointment to senior positions of public authorities of St. Petersburg (hereinafter referred to as state authorities), local governments of intracity municipalities in St. Petersburg

Structure of the managerial personnel reserve

1. The reserve of managerial personnel is formed in the following areas of activity:

economic development and finance;

fuel and energy complex;

industry and trade;

construction and housing and communal services;

natural resources and ecology;

transport and road facilities;

property relations;

external relations of St. Petersburg;

tourism and investment policy;

ensuring law, order and security;

education and science;

health and social development;

labor and employment of the population;

Culture and art;

youth policy;

sports and physical culture;

information technology and communications;

print and mass communications;

legal support, staffing;

municipal administration.

2. The reserve of managerial personnel consists of two levels:

) the current reserve of managerial personnel;

) a promising reserve of managerial personnel.

The active reserve includes persons with a level of professional training and work experience sufficient for appointment to managerial positions.

The prospective reserve includes persons who need additional professional training and (or) experience in managerial positions for appointment to managerial positions.

3. The reserve of managerial personnel is formed at the following managerial levels:

) the head of a public authority;

) deputy head of a public authority

) head of a structural subdivision of a public authority, deputy head of a structural subdivision of a public authority;

) the head of the local self-government body, the deputy head of the local self-government body;

) the head of the structural subdivision of the local self-government body; deputy head of the structural subdivision of the local self-government body;

) head of a subordinate enterprise or institution, deputy head of a subordinate enterprise or institution.

4. The number of managerial personnel reserve for each of the areas of activity and levels provided for in paragraphs 2.2 and 2.3 of this Procedure is not limited.

3.Stages of formation of a reserve of managerial personnel

3.1.The main stages in the formation of a reserve of managerial personnel are:

1) nomination of candidates for the managerial personnel reserve;

) assessment of professional knowledge and skills, personal and business qualities of candidates for the reserve of managerial personnel (hereinafter referred to as the assessment of candidates for the reserve of managerial personnel);

) selection of candidates for the managerial personnel reserve by the working group for the preparation of proposals for the formation and training of the managerial personnel reserve in St. Petersburg, created by the Decree of the Governor of St. ;

) consideration by the Commission for the formation and training of a reserve of managerial personnel in St. Petersburg, created by the Decree of the Governor of St. Petersburg dated October 14, 2008 No. 56-pg “On the Commission for the formation and training of a reserve of managerial personnel in St. Petersburg” (hereinafter referred to as the Commission), proposals for candidates for the reserve of managerial personnel submitted by the working group;

) approval of the management personnel reserve by the Commission.

2. The following persons have the right to nominate candidates for the managerial personnel reserve:

) Governor of St. Petersburg;

) vice-governors of St. Petersburg;

) heads of public authorities;

) heads of territorial bodies of federal executive bodies in St. Petersburg;

) President of the St. Petersburg Chamber of Commerce and Industry;

) President of the Union of Industrialists and Entrepreneurs of St. Petersburg;

) Chairman of the Public Council of St. Petersburg;

) heads of local self-government bodies.

The nomination of candidates for the reserve of managerial personnel by the heads of local self-government bodies is carried out from among the persons who are members of the municipal reserves of managerial personnel formed in the intra-city municipalities of St. Petersburg, in the manner determined by the Commission for the formation of a reserve of managerial personnel under the Council of Municipalities of St. Petersburg.

3. Candidates for the managerial personnel reserve shall submit the following documents:

) persons holding public positions in St. Petersburg, civil servants of St. Petersburg, holding positions in the state civil service of St. Petersburg (hereinafter referred to as civil servants) of the category "heads" belonging to the highest group of positions in the state civil service of St. Petersburg - application of the candidate to the reserve of managerial personnel in the form in accordance with Appendix No. 1 to this Procedure (hereinafter referred to as the application), agreed by the Vice-Governor of St. Petersburg - the head of the Administration of the Governor of St. Petersburg;

) civil servants who are in the personnel reserve of St. Petersburg, with the exception of civil servants included in the personnel reserve of a public authority in the cases provided for in Article 5 of the Law of St. Petersburg dated 01.04.2009 No. Petersburg":

) civil servants not specified in subparagraphs 1 and 2 of paragraph 3.3 of this Procedure, municipal employees and other citizens:

a questionnaire in the form in accordance with Appendix No. 3 to this Procedure.

4. The documents specified in paragraph 3.3 of this Procedure are sent to the Administration of the Governor of St. Petersburg.

5. Evaluation of candidates for the reserve of managerial personnel is carried out by the Administration of the Governor of St. Petersburg.

The procedure for assessing candidates for the management personnel reserve is determined by the Methodology for assessing candidates for the management personnel reserve in St. Petersburg, approved by the Commission.

6. The selection of candidates for the reserve of managerial personnel is carried out by the working group based on the results of the evaluation of candidates for the reserve of managerial personnel.

The proposals of the working group on the inclusion of a candidate in the reserve of managerial personnel or on the rejection of the submitted candidacy are sent to the Commission.

7. Based on the results of consideration of the proposals submitted by the working group, the Commission decides to include the candidate in the reserve of managerial personnel or to reject the submitted candidate.

In order to train persons included in the reserve of managerial personnel, the Commission, simultaneously with the decision to include a candidate in the reserve of managerial personnel, makes a decision to assign him to one of the executive bodies of state power of St. Petersburg.

8. Information about the persons included in the reserve of managerial personnel is entered into the database of persons included in the reserve of managerial personnel, maintained (updated) by the Administration of the Governor of St. Petersburg and other executive bodies of state power of St. Petersburg.

The procedure for maintaining a database of persons included in the reserve of managerial personnel is determined by the Administration of the Governor of St. Petersburg.

Requirements for candidates for the management personnel reserve

1. The main requirements for candidates for the managerial personnel reserve are:

citizenship of the Russian Federation;

age from 21 to 50 years (priority);

availability of higher professional education;

no criminal record or compromising circumstances;

active citizenship;

professional approach to business;

performance;

purposefulness;

responsibility.

2. A candidate included in the current reserve of managerial personnel must have at least seven years of experience in a specialty corresponding to the direction of the reserve of managerial personnel, including experience in positions of heads of state bodies or local governments, enterprises, institutions and other organizations or their structural subdivisions for at least three years.

A candidate included in the prospective reserve of managerial personnel must have at least five years of experience in a specialty corresponding to the direction of the reserve of managerial personnel.

With regard to candidates for the reserve of managerial personnel included in the Youth personnel reserve in the system of executive bodies of state power of St. Petersburg, requirements for work experience in the specialty are not established.

3. A candidate for the reserve of managerial personnel must have the following professional knowledge: the legislation of the Russian Federation and St. Petersburg, which regulates the professional (service) field of activity of the candidate for the reserve of managerial personnel; fundamentals of management and organization of labor; team management methods; rules and norms of business communication; forms and methods of work with the use of automated controls; rules for the preparation and execution of documents.

A candidate for the reserve of managerial personnel must have the following professional skills: team leadership; operational application and implementation of management decisions; adapting to a new situation and applying new approaches to solving emerging issues; control, analysis and forecasting of the consequences of decisions made; effective planning of professional (service) activities; public speaking; conducting business negotiations; interaction with state authorities, local authorities, organizations; possession of methods of interpersonal relations and motivation of subordinates, stimulating the achievement of results; selection and placement of personnel; possession of constructive criticism; taking into account the opinions of colleagues and subordinates; use of modern office equipment and software products; business letter.

With regard to candidates for the reserve of managerial personnel included in the Youth personnel reserve in the system of executive bodies of state power of St. Petersburg, requirements for professional skills are not established.

The procedure for preparing a reserve of managerial personnel

1. The main task of training the reserve of managerial personnel is to improve the professional knowledge and skills, personal and business qualities of persons included in the reserve of managerial personnel, necessary for them to fill managerial positions.

2. The training of persons included in the reserve of managerial personnel is carried out by the executive bodies of state power of St. Petersburg in accordance with the decisions of the Commission.

The coordinator of the training of persons included in the reserve of managerial personnel is the Administration of the Governor of St. Petersburg.

3. In order to prepare for the replacement of a managerial position, an individual training plan for a person included in the reserve of managerial personnel (hereinafter referred to as an individual training plan) is drawn up in the form in accordance with Appendix No. 5 to this Procedure.

4. The individual training plan provides for:

) measures to ensure the acquisition by a person included in the managerial personnel reserve of the theoretical and practical knowledge necessary to fill a managerial position;

) deadlines for the implementation of activities;

) a mark on the implementation of activities.

5. An individual training plan may include:

) measures for the study by a person included in the reserve of managerial personnel, the basics of the organization of management, economics and legislation in the relevant field of activity;

) passing by a person included in the reserve of managerial personnel, internships in the executive body of state power of St. Petersburg or an organization subordinate to it, in the work of collegiums, conferences, meetings, seminars and other events held in the direction of activity of the executive body of state power of St. Petersburg;

) measures for independent professional training of a person included in the reserve of managerial personnel.

6. An individual training plan is developed no later than one month after the candidate is included in the reserve of managerial personnel for a period of one year and is approved by the head of the relevant executive body of state power of St. Petersburg.

7. Persons included in the reserve of managerial personnel, and who are not persons holding public positions in St. Petersburg, civil or municipal employees, undergo internships in the executive bodies of state power of St. Petersburg and subordinate enterprises and institutions in accordance with the plan approved by the Commission.

8. At the end of the period for which the individual training plan was developed, the head of the executive body of state power of St. Petersburg, to whom the person included in the reserve of managerial personnel is assigned, a review on the results of the implementation of the individual training plan is submitted to the working group.

9. The heads of the executive bodies of state power of St. Petersburg are heard at the meetings of the Commission on the progress and results of the training of persons included in the reserve of managerial personnel on a regular basis.

10. The heads of the executive bodies of state power of St. Petersburg, in their feedback on the results of the implementation of individual training plans, indicate proposals on the advisability of further finding a person included in the reserve of managerial personnel in the specified reserve, as well as the possibility of transferring this person from the promising reserve of managerial personnel to the current managerial reserve.

11. In order to determine the quality of training of persons included in the reserve of managerial personnel, the Administration of the Governor of St. Petersburg evaluates the persons included in the reserve of managerial personnel.

The procedure for assessing persons included in the reserve of managerial personnel is determined by the Methodology for assessing persons included in the reserve of managerial personnel in St. Petersburg, approved by the Commission.

The procedure for reviewing and replenishing the reserve of managerial personnel.

Exclusion from the managerial personnel reserve

1. The reserve of managerial personnel is reviewed as necessary, but at least once a year.

2. Exclusion from the reserve of managerial personnel is carried out in the following cases:

) on the basis of a personal application of a person included in the reserve of managerial personnel or an appeal from the executive body of state power of St. Petersburg, to which the specified person is assigned;

) after the repeated refusal of the person included in the managerial personnel reserve from the proposal for appointment to a vacant managerial position;

) in case of non-fulfillment or unsatisfactory fulfillment of the individual plan due to the fault of the person included in the reserve of managerial personnel, refusal or evasion of the person specified in paragraph 5.7 of this Procedure, without good reason, from undergoing an internship in the executive body of state power of St. Petersburg or its subordinate organization;

) in case of non-compliance without good reason by civil servants included in the reserve of managerial personnel, an individual plan for professional development;

) in the event of termination (cancellation) of the employment contract and dismissal of a person included in the reserve of managerial personnel, on the grounds provided for in paragraphs 3, 5-11 of Article 81, paragraphs 4, 5, 8 of Article 83, paragraphs 1 and 2 of Article 336 of the Labor Code Russian Federation;

) in the event of termination (cancellation) of the service contract, release from the position to be replaced and dismissal of a civil servant included in the reserve of managerial personnel, on the grounds provided for in paragraphs 13 and 14 of part 1 of article 33; paragraphs 1-7 of part 1 of article 37; paragraphs 1-3 and 5 of part 2 of article 39, paragraph 1 of part 1 of article 40, article 41, part 1 of article 59_2 of the Federal Law "On the State Civil Service of the Russian Federation";

) in the event of termination of the employment contract and dismissal of a municipal employee included in the reserve of managerial personnel, on the grounds provided for in clauses 1-4 of part 1 of article 19, part 2 of article 27_1 of the Federal Law "On municipal service in the Russian Federation";

) in the event of termination of the employment contract and dismissal of a person holding a public position in St. Petersburg, included in the reserve of managerial personnel, on the grounds provided for in Article 13_1 of the Federal Law "On Combating Corruption";

) in case of recognition of a person included in the reserve of managerial personnel as completely disabled in accordance with a medical report;

) in the event that a person included in the reserve of managerial personnel is recognized as incapable or partially incapacitated by a court decision that has entered into force;

) in the event of the death of a person included in the managerial personnel reserve;

) in case of detection of facts of non-compliance of the person included in the reserve of managerial personnel with the requirements of paragraphs 4.1 and 4.2 of this Procedure;

) in case of unsatisfactory results of testing (diagnostics) conducted in relation to a person included in the reserve of managerial personnel, in accordance with paragraph 5.11 of this Procedure, as well as in the event of evasion or refusal of a person included in the reserve of managerial personnel, from passing such testing (diagnostics ).

3. Exclusion from the reserve of managerial personnel may be carried out in the following cases:

) after the appointment of a person included in the managerial personnel reserve to a managerial position in the order of promotion;

) upon reaching the age of 55 by a person included in the reserve of managerial personnel;

) if the person is in the reserve of managerial personnel for a period of more than 3 years;

) in the event of termination (cancellation) of the service contract, dismissal from the occupied position and dismissal of a civil servant included in the reserve of managerial personnel, as well as in the event of termination of the employment contract and dismissal of a municipal employee included in the reserve of managerial personnel, on other grounds, except for those provided for in paragraph 6.2 of this Order.

4. The decision to exclude managerial personnel from the reserve is made by the Commission.

Application No. 2

to the Procedure for the formation of a reserve of managerial personnel in St. Petersburg

Administration of the Governor of St. Petersburg

from ___________________________, residing at:

______________________________ (Series and number of the main identity document, by whom and when issued)

STATEMENT

I give my consent to be included in the reserve of managerial personnel in St. Petersburg in case of a positive decision of the Commission for the formation and training of the reserve of managerial personnel in St. Petersburg.

In accordance with Article 9 of the Federal Law "On Personal Data", I consent to the automated and non-automated processing of my personal data contained in the questionnaire attached to this application, including the collection, systematization, accumulation, storage, clarification (updating, changing), use, distribution (including transfer), depersonalization, blocking, destruction of personal data for purposes related to the formation, training and use of a reserve of managerial personnel in St. Petersburg.

This consent to the processing of my personal data is valid from the date of this application until the date of my exclusion from the management personnel reserve in St. Petersburg (or the date of the meeting of the Commission for the formation and training of the management personnel reserve in St. Petersburg, at which a decision will be made to refuse to include me to the managerial personnel reserve of St. Petersburg).

In case of misuse of personal data, the agreement is revoked by my personal statement.

Application No. 3

to the Procedure for the formation of a reserve of managerial personnel in St. Petersburg

To the Administration of the Governor of St. Petersburg

candidate for the managerial personnel reserve in St. Petersburg

I, _________________________________________________________

(Surname, name, patronymic, title of the position of the person recommending the candidate for the managerial personnel reserve in St. Petersburg)

(Surname, name, patronymic, date of birth, title of the position of a candidate for the managerial personnel reserve in St. Petersburg)

by line of business:

_____________________________________________________________

(The direction of activity is indicated in accordance with the Procedure for the formation of a reserve of managerial personnel in St. Petersburg)

In the field

(Surname, name, patronymic of the candidate for the managerial personnel reserve in St. Petersburg)

of his professional (official) activities has the following achievements:

____________________________________________________________

(The main results of the professional (service) activity of the candidate for the reserve of managerial

_____________________________________________________________

personnel in St. Petersburg, including a description of successfully implemented projects, other information characterizing the achievements

_____________________________________________________________

candidate for the reserve of managerial personnel in St. Petersburg, as well as information about his awarding with state awards

_____________________________________________________________

of the Russian Federation, the application to it of types of encouragement and awarding by state bodies of St. Petersburg, ____________________________________________________________ other types of encouragement and awarding provided for by the current legislation of the Russian Federation)

Application No. 4

Reserve Candidate Questionnaire

management personnel in St. Petersburg

towards ______________________________________________

(indicate the direction of activity of the management personnel reserve in St. Petersburg in accordance with clause 2.1 of the Procedure for the formation of the management personnel reserve in St. Petersburg)

1. Surname __________________________________________________

Name _________________________________________________________

Middle name ____________________________________________________

2. Change of full name: __________________________________________

(if changed, please indicate them, as well as when, where and for what reason)

Citizenship: ________________________________________________

(if you changed, then indicate when and for what reason, if you have citizenship of another state or a residence permit in another state - indicate)

4. Passport or document replacing it ____________________________

(number, series, by whom and when issued)

Date of birth: day, month, year

Place of Birth: ___________________________________________

Home address (address of registration and actual residence):

index __________________________________________________________ ,

republic (territory, region) _____________________________________,

area_______________________________________________ ,

locality ____________________________________________ ,

street ___________________ building _______ building _____ flat ______ .

8. Contact information (phones: home, work, cell; e-mail):

________________________________________________________ .

9. Marital status: married, single, divorced (married) (single) (widowed) (divorced)

If “married (married)”, provide information about the spouse:

_____________________________________________________________

(last name, first name, patronymic, date and place of birth, place of work and position)

____________________________________________________________.

10. Presence of children: no

If yes, please specify:

Last name, first name, patronymic Gender Date of birth

11. Nationality: _________________________________________.

(not mandatory)

12. What languages ​​do you speak:

1. Mother tongue: ___________________________________________.

2. Languages ​​of the peoples of the Russian Federation: _____________________.

12.3. Foreign languages, including the languages ​​of the peoples of the former USSR:

LanguageDegree of proficiencyI am fluent in reading and can explain myself in reading and translating with a dictionary

Computer skills:

Type of software Degree of ownership Name of specific software products with which I worked fluently have a general understanding did not work Text editors Spreadsheets Legal databases Special software products Operating systems

Attitude to military duty and military rank:

__________________________________________________________ .

Information about education:

Formal characteristics of education received Sequence of obtaining education first second third Dates of start and end of studies start end (month, year) (month, year) start end (month, year) (month, year) start end (month, year) (month, year) Level of education (secondary vocational , higher professional, postgraduate, postgraduate, doctoral studies) Form of study (full-time, evening, part-time) Full name of the educational institution (indicating the address of the educational institution) Faculty Specialty (field of study) by diploma Qualification by diploma Specialization Topic of work (diploma, dissertation) * Education profile code

If there is:

Academic title _____________________________________

Academic degree _______________________________________________

Scientific works (how many and in what areas) _____________________

Inventions (how many and in what areas) ________________________

______________________________________________

* Education profile code:

Technical, technological 3 - legal 5 - humanitarian 7 - military 2 - economic 4 - managerial 6 - natural science

Additional professional education:

Formal characteristics of advanced training Sequence of training IIIIII Start and end dates start end (day, month, year) start end (day, month, year) start end (day, month, year) Type of program (training courses, professional retraining, internship) educational institution Location of the program (country, city) Topic of the program Type of the final document (certificate, certificate, certificate)

Participation in public organizations:

(including professional, scientific and technical, etc.)

Years of stayLocationName of the organizationYour status in the organizationHeadMember of the governing bodyMember of the organization

Current place of work: _____________________________

1. Position, since when in this position:

Since ____

2. Number of subordinates: ___________________ people.

Work performed since the beginning of employment (indicate all places of your work in the past): (starting from the first place of work)

Dates of entering and leaving work Name of organization, institution Location of organization (address) Name of subdivision (department, shop, etc.)

Work experience, years:

managerial

public service

20. Class rank, diplomatic rank, military rank, special rank:

___________________________________________________________ .

Have you been brought to criminal responsibility and have you been convicted (when, for what, what decision was made by the court)? Were you a suspect or accused in a criminal case (when, in connection with what)?

____________________________________________________________.

Have you been brought to administrative responsibility in the last 3 years (when, for what, what decision was made)

____________________________________________________________.

Access to state secrets, issued for the period of work, service, study, its form, number and date (if any)

_____________________________________________________________

_____________________________________________________________

State and departmental awards, insignia, other types of rewards (if any)

_____________________________________________________________

Stay abroad (when, where, for what purpose)

_____________________________________________________________

_____________________________________________________________.

Do you participate in the activities of commercial organizations on a paid basis; whether you own securities, shares, shares in the authorized capital of the organization (information must be submitted on the date of filling out the questionnaire)

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

Additional information (participation in elected representative bodies, other information that you wish to provide about yourself) __________

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

28. I am aware that knowingly providing false information about myself in the questionnaire may result in my refusal to be included in the managerial personnel reserve in St. Petersburg.

I agree (I agree) to conduct verification activities against me.