Andryukhina Irina Yu.

The article explores strategies to enhance personnel policy in the context of changing the legal and organizational framework of the civil service. The authors pinpointed issues in the current personnel policy implemented by Russian Federation government agencies and outlined the tasks and primary directions for addressing them. The authors note that there are opportunities to improve the personnel policy of government bodies. They suggest utilizing positive experiences from leading regions and foreign countries, such as the United Kingdom. This experience includes introducing a managerial model of public service and using the potential of higher education institutions in the field of state and municipal administration, such as the Russian Presidential Academy of National Economy and Public Administration. The strengthening of NATO sanctions against Russia and growing inflation, which results in fewer benefits for civil servants, are two elements that threaten the execution and advancement of state personnel policy. The authors' proposed personnel policy improvements aim to update the forms and methods used by state authorities. If adopted by the constituent entities of the Russian Federation and the country as a whole, these improvements will enhance the effectiveness of state authorities at the federal and regional levels.

The author emphasizes the importance of providing specialized training for employees interested in mentoring individuals new to state and municipal service, as well as implementing internal training programs («one employee teaches another one») to promote the professional development of state civil servants and municipal employees. Drawing on the experience of real sector enterprises is also necessary when adapting employees. This includes preboarding, onboarding, and offboarding. Preboarding occurs before an employee starts work. Onboarding occurs during the probationary period. Offboarding occurs after an employee leaves, with a view to both the possible return of the employee to their previous job and the creation of a positive image of state authorities and local self-government bodies. To enhance the effectiveness of state and municipal services, we should prioritize internal training opportunities for employees. This new approach to professional development enables young specialists to learn from employees with a high level of professional competence and ensures the successful transfer of knowledge in simulated professional situations.

The article presents an analysis of existing methods for assessing the personnel of state and local government bodies and proposes newforms for assessing the personnel.The challenge of accelerating Russia’s socioeconomic development necessitates hiring experts possessing creative minds and adaptability.The need to change traditional approaches to evaluating the professional performance of public civil and municipal servants is addressed by examining modern personnel assessment methods in commercial organizations. Applying traditional HR technologies during the hiring process, adaptation period, and performance analysis impedes the growth of efficiency in state and municipal services.The author suggests implementing frequent, thorough performance reviews for publicemployees using the KPI,«360 degrees»,and BARS methods.The new algorithm for implementing innovations is expected to bring about organizational changes in the operations of personnel services in state authorities and local self-government bodies,including the permanent integration of the proposed activities.Updating the methodological toolkit for personnel assessment using the KPI,«360 degrees»,and BARS methods will enhance the efficiency of state authorities and local administrations.