GONCHAROVA ELENA ALEKSANDROVNA

Times of crisis have always required particular approaches to human resource management in all governing bodies, especially in the «managerial» category. Nowadays, it is crucial to understand whether a particular person can cope with new, more complicated tasks, possesses the competencies needed at the moment, and knows how to adapt to the demands of the times. The application of traditional methods to assess managerial personnel is becoming less relevant, while tests in situations as close to realities and potential challenges as possible are in demand. Personnel management technologies allowing to obtain reliable information were developed, tested, and successfully used in both foreign and Russian business structures. The Department of Civil Service and Personnel Management of the Lipetsk region administration has adapted some of the HR technologies from the business sphere to the specifics of the civil service. For example, the authorities combined the annual personnel commission, the institute of successors, and the assessment center evaluation into a single comprehensive evaluation system. The article describes the procedure for implementing a comprehensive evaluation, presents its advantages, and provides data on the practical results of its systematic use in human resource management in the region. The proposed methodology can be helpful to public authorities in assessing personnel in the civil service.

The legal aspects of implementating personnel policy are an integral part of the successful work for the regional administration. The article examines the legal mechanisms used by the state civil service of the Lipetsk region administration, aimed at forming a model of qualification requirements to fill positions in civil service and developing the system for material and non-material motivation, increasing efficiency in state-service relations. Currently, to reform and improve the effectiveness of the state civil service, we need to create a flexible system of incentives for employees; since the effectiveness of their activities largely depends on their personal interest in the performance of official duties at a high level. The Lipetsk region administration monitors the regulatory legal framework on civil service in real-time. This method of quality control contributes to the improvement of personnel policy, standardization of personnel processes, and their uniform application in all governmental bodies of the region.

Building an integrated system for personnel selection, training and development is one of the most important tasks of the civil service. HR agencies are interested in finding specialists with a “portfolio of competencies”, showing flexibility and quickly adapting to any activity. To find the right candidate, you need to choose the right strategy for selecting specialists. More and more companies use the assessment center methodology despite a large number of other evaluation methods. The assessment center allows you to conduct tests in situations close to reality and comprehensively evaluate the knowledge, skills, personal, professional, and psychological characteristics necessary for working in a particular position for a particular candidate or an employee. The article presents the methodology of the assessment center when evaluating state civil servants of the administration of the Lipetsk region. The work describes methods for creating a competency model, formulates recommendations on the use of technologies of the center for evaluating civil servants, and draws conclusions based on the final results. The article presents data on the validity of the assessment center in comparison with other tools for evaluating personnel, shows the advantages and disadvantages of this method. The methodology of assessment centers can be recommended to the authorities for evaluating personnel in the civil service.