SLADKOVA NADEZHDA MIKHAILOVNA

The article aims to find answers to the questions about the relevance, practicality, and possibilities of centralizing the personnel functions of federal executive authorities. The results demonstrate that a variety of factors influencing the success of centralization must be considered, such as the potential for digitalization, the maturity of HR services, the significance of individual HR functions, and strategic priorities. Given the functions that have already been centralized in some way, the following are listed as priorities for the near future: performance and efficiency management, professional development, providing feedback on HR processes, and monitoring their effectiveness.

The article provides the results of the developed instruments for representing personnel practices: a structured description on the example of mentoring practices of the Government of the Lipetsk Region and a checklist for reviewing the comprehensiveness of data of these practices. The study is based on research work that aims to analyze both domestic and foreign personnel practices. The authors bring their experience of participation as experts in the Ministry of Labor of Russia's All-Russian contest: "Best HR Practices and Initiatives in the System of Public and Municipal Administration" from 2013 to 2023.

The article addresses current issues in forming and applying HR analytics while focusing on HR data.At the present stage, the effective management of the organization is closely related to the growing interest in the instruments to ensure effective and high-quality analytics for managerial decision-making. The authors propose a set of standard indicators of public service personnel processes to ensure a comparison of the results of personnel workof different public authorities,the objectivityof the monitoring results, and the evaluation for the maturity of personnel processes.This list and the indicators' normative values will ensure the unity of approaches in conducting personnel audits in the state civil (municipal) service and may be placed in the Unified Information System for Personnel Management of the State Civil Service of the Russian Federation and monitoring the level of maturity and quality of personnel processes.

The article examines the application of benchmarking for personnel practices. The authors demonstrate the concept for the cycle of personnel practices and examples of best personnel practices in the civil and municipal service. The article presents the results of the study on the level of development and automation for personnel processes in the civil service and highlights the development of a unified information system for personnel management of the civil service of the Russian Federation (EISUKS) as part of modernization for personnel processes technologies. The authors propose methodological approaches to considering personnel practices in the civil and municipal service, state-owned corporations, and recommendations for modernizing the Contest of Best Personnel Practices and Initiatives in the State and Municipal Management System.

The article presents the process of automation of personnel processes in public authorities based on one of the essential principles of customer-centricity. This approach involves the implementation of any services (external and internal) considering the needs of customers. The article studies the needs of HR departments' employees, top-level managers of public authorities in the field of standardization of personnel processes, and use of personnel information systems, including obtaining HR analytics. The analysis allowed to make some suggestions for improving the Unified Information System for Personnel Management of the State Civil Service of the Russian Federation (EISUKS). The authors believe that modeling the EISUKS architecture is necessary to support and provide essential personnel standardized processes as well as services for different target groups.

The article describes the approaches to the formation of the digital competence model, adopted as the basis for the G20 in 2016, and determine the place and role of qualification requirements for civil servants regarding information security. The paper argues for the need to develop a unified toolkit for assessing the level of preparedness of state civil servants in the field of information security.