Sheburakov Ilya B.

The article focuses on the Russian Federation’s career management systems and the Institute of the Personnel Reserve of the Civil Service. The author examined current practices for working with the talent reserve, highlighted significant problems with its creation and development, and suggested solutions to these challenges. The work focuses on issues such as the evolution of nomenklatura practices and the comparative analysis of various career paths, the selection and professional development of government employees, the effectiveness of the personnel reserve system, and overcoming negative behaviors such as careerism, bureaucracy, and corrupt self-serving abuses. The article proposes measures to optimize existing HR practices and identifies the conditions necessary for the effective functioning of the system of personal and professional development of public sector leaders.

This article presents a new approach in the field of managerial assessment. The development and twenty years of experience in using the personality-professional diagnostics technology in the context of the resource approach, the accumulated empirical material in the field of managerial evaluation, as well as the database of over 70 thousand assessments of managers, became the basis for «adjusting» the assessment technology and determining the opportunities of a wide-scale application of the managerial preparedness models. The technology applied goes beyond the traditional normative-deficient assessment approach and expands the possibilities of making high-quality personnel decisions in the state and municipal administration system. The author, based on the explication of the results of long-term research, identifies the fundamental components of managerial preparedness of the executive, including the social component. Using the resource approach of assessment and personality-oriented management, the author substantiates the essence and reveals the content of managerial maturity as an integral characteristic of manager’s personality, opening additional opportunities for modeling and designing individualized development paths of the personal and professional development for leaders.

The article concentrates on specificity of the current model of staff reserves in the Russian system of government. The purposeof the study is to identify the specificity of the model of modern personnel reserves in comparison with the Soviet staff policy as well as withother well-known models of personnel reserve in civil service and business. We assumed that modern personnel reserves in the civilservice are not direct copying of the Soviet model for selection and promotion of personnel in the nomenclature system. The article providesan organized review of expert assessments and traces the development of personnel reserves over the past twenty years. We used twotypes of analysis in our work: asynchronous comparative analysis with the Soviet model, as well as synchronous comparison with similarpractices of the corporate sector. The authors conclude that modern reserves of managerial personnel and SGS (State Geodetic Service)personnel reserves do not have direct analogs in the meritocratic models of the civil service in OECD countries, the corporate sector or inthe Soviet past. We are talking about a unique combination of personnel technology, which has arisen in modern Russian society as aresponse to the often opposing requests and representations of main stakeholders.

The article analyzes the features of the motivation of managers of public administration (including civil servants and managers of the social sphere), identifies the differences between motivation, understood as satisfaction with labor factors, and motivation as an incentive to effective activity. In most of the available studies the difference between satisfaction and labor motivation is not conducted, and the authors consider the issues of increasing the satisfaction of civil servants with labor, or specific features of motivation of civil servants in comparison with other categories of workers. Based on the results of the questionnaire survey of 775 managers of the public administration sphere, the presented materials analyze in detail the factors influencing satisfaction and, separately - motivation for effective activity, consider the mechanisms of motivation management, including the use of appropriate incentives. Тo build an effective motivation management system, it is not so much the incentives themselves that are important as the conditions for their use, which is also considered in the presented article. This allows conclusions to be drawn about the level of effectiveness of the current incentive system, both in relation to managers, civil servants, and their colleagues who are in charge of government or social organizations (health, education, and culture).