Career planning is the management of personnel development in the direction necessary for the organization, characterized by drawing up a plan for the horizontal and vertical advancement of an employee through a system of positions or jobs, starting from the moment the employee is accepted into the organization and ending with the expected dismissal from work.

In the civil service, due to its specifics, the pace of personnel career development is significantly lower than in business structures. An analysis of the career advancement of civil servants also indicates the spontaneity of the career growth process, the uneven length of tenure, the formation of so-called career “dead ends”, career “dumps”, high-speed and landing careers. This negatively affects both the ability of a civil servant to acquire the required professional experience to occupy a subsequent position, and for its rational use in case of untimely transfer to higher positions (career “dead ends”, career “dumps”). These career anomalies have a negative impact on stimulating a person’s labor and professional performance and maintaining a favorable socio-psychological climate among civil servants.

A very negative phenomenon, but quite typical for the civil service, has become such a career practice as a high-speed career. Its meaning is rapid advancement through the official hierarchy or simply occupation (“landing”) of a public position, and of a very high level, without any practice of public service and relevant professional experience. For public service career management, this should be the exception rather than the rule. In the practice of career management, a civil servant must complete all positions before being appointed to a higher level. This is dictated, first of all, by the interests of society, based on the requirements of maintaining the high authority of the state and respect for the laws.

In Russia, quite close attention is paid to the problem of increasing the efficiency of the public service. In 2003, the federal program “Reforming the Civil Service of the Russian Federation” was developed. As part of its implementation, the Federal Law “On the State Civil Service of the Russian Federation” was published, decrees of the President of the Russian Federation were signed concerning issues of certification, competition for vacant positions, class ranks of the state civil service, the formation of a personnel reserve and a number of others.

However, in reality there is a significant discrepancy between the theoretical foundations of career planning and reality. Activities aimed at improving the quality of public service are often carried out formally. For the most part, personnel services of government agencies have not yet realized the importance of conducting targeted career management of civil servants, do not pay due attention to the selection and assessment of personnel, professional development, and do not conduct career and job planning. The importance of many legally established career management technologies (appointment from the reserve, competitive selection, implementation of certification findings) is underestimated; less than a quarter of all decisions on personnel matters are made on their basis, so managers still often select a “convenient” team, guided solely by personal preferences.

A modern system for managing the career development of civil servants should be based on the creation of a system for motivating the professional development of employees on the principle of identifying criteria and parameters of professionalism and maintaining a constant balance of compliance between personality and the requirements of professional activity. The main criteria for the professionalism of civil servants in modern Russian conditions are: professional competence; creative approach to work; compliance of the profession with the psychosocial type of worker; high motivation to achieve the heights of excellence in the professional field and social status; the ability to plan career development and anticipate the results of professional activities; professional dedication to your work.

Thus, it is possible to draw conclusions and identify possible ways to solve emerging problems in the process of managing the careers of civil servants:

1. To implement effective career management, it is necessary to create a system that allows both government bodies and the civil servant himself to draw up a career development plan, take into account possible prospects, and outline ways to achieve set goals.

2. The main drawback in career management for civil servants is the discrepancy between the theoretical foundations of career planning and reality. It should also be noted that the labor incentive system for civil servants (especially the lower ranks) is poorly developed. The state does not ensure the prestige of the civil service and does not sufficiently illuminate its prospects. As a result, the outflow of professionals from public service bodies exceeds the influx of new forces, which leads to a decrease in the professional level of government employees.

3.It is necessary to improve personnel selection procedures. At the same time, it is important that the civil service system includes people interested in career advancement and in developing their own careers.

A career plan is a document that presents an option for the professional development and job relocation of a civil servant in an organization. The plan usually includes the stages of professional development of a civil servant and the names of positions in which internships and temporary positions can be held, as well as the appointment and necessary measures for his professional development.

The employee must determine his professional interests and methods for their implementation, that is, the position he would like to occupy. In this case, it is necessary to compare the employee’s capabilities and his requirements for the positions of interest and determine whether this career development plan is realistic. At this stage, the employee needs the following assistance.

consulting;

special testing to determine the employee’s strengths and weaknesses and their potential intellectual capabilities.

The implementation of a career development plan depends, first of all, on the employee himself. It is necessary to strictly implement the entire set of tools to ensure the successful implementation of the plan:

the most important prerequisite for career advancement is the successful performance of official duties; cases of promotion of employees who cannot cope with their duties are extremely rare;

the employee must not only use all available means of professional development, but also demonstrate newly acquired skills, knowledge, and maturity;

the implementation of a career development plan greatly depends on an effective partnership with the manager, since it is he who evaluates the employee’s performance in his position and his potential, makes decisions about promotion and has the resources necessary for the development of a civil servant;

To successfully promote an employee, the organization must know about his achievements and capabilities. This is done through speeches, reports, reports, etc.

A career plan can be short-term, medium-term or long-term.

When planning a career, it is important to consider the timing, or stages, of tenure.

A career plan is drawn up taking into account the fact that the optimal time for a specialist to remain in a position can be within 4-5 years. During this period, a person goes through several stages, as illustrated in Appendix 1.

After this period, a person may lose interest in his professional development, which leads to a decrease in labor productivity.

2.2 Motives for career growth in the public civil service

The professional career of civil servants is not only (and not so much) advancement through the official levels of the organizational hierarchy, but also the process of a person realizing his capabilities. A professional career is usually accompanied by personal professional development, and the relationship here is mutual.

Research conducted by the Russian Academy of Public Administration showed that 40-60% of civil servants surveyed are guided in their daily activities by national interests and only 4-10% by personal interests. Moreover, the longer the experience, the greater the orientation towards public interests. The survey also showed that the predominance of public interests increases with the age of the employee.

This allows us to conclude that for Russian civil servants, social significance has a very high priority in motivation. Service career // Team of authors. M.: ECONOMY, 1998., pp. 247-248.

The study of patterns, conditions and factors of personal and professional development involves, first of all, attention to the human qualities of a civil servant, his psychological characteristics, which implies an analysis of the motivational sphere, value orientations, general potential of the individual, intellectual and professional qualities. The dominant motives of those employed in the civil service are a guarantee of permanent work, stability of position, the desire to realize oneself in professional activities, and prospects for career growth. The results of sociological surveys indicate that over the past five years, the value orientations of civil servants have changed: along with the desire for high professionalism, there is a focus on career growth, which is directly related to increased wages.

A comparison of the motives and aspirations of civil servants with the nature of their specific activities made it possible to identify several types of behavior of civil servants: adaptive, career, professional and socio-political. They are formed under the influence of the conditions into which anyone entering the public service finds themselves, and, of course, the personal qualities of the person and his goals. The motivation of civil servants is determined both by subjective factors (to improve their qualifications, status, to realize their own potential of accumulated knowledge and experience), and by common goals for the government structure (to increase the efficiency and quality of activities, to clearly interact with related structures, etc.).

Thus, the main stimulating factors reflected in the regulations are as follows:

competitive recruitment for admission to the civil service;

competitive recruitment to fill a vacant government position;

assignment of qualification ranks to federal civil servants;

establishing bonuses to official salaries for qualification ranks, as well as bonuses based on work results;

the presence of a system of educational institutions of the appropriate profile.

The strategy of a professional career largely depends on the level of aspirations of people. If they are wisely combined with self-demandingness, they contribute to increased business activity, achievement of better results and greater satisfaction from work. A reduced level of aspirations is usually accompanied by a reduction in demands on oneself, the expectation of instructions from management, and passivity. Excessive reflexivity reduces activity and suppresses initiative, and interferes with a successful career. Cherepanov V.V. Fundamentals of public service and personnel policy: a textbook for university students M.: UNITY: Law and Law, 2007 P. 113

The motivation of a civil servant is based on the following principles:

Social orientation: service to society and the state. Civil servants, when performing official (official) duties, cannot act in the corporate interests of public associations and religious organizations, other social groups, commercial organizations and other business entities, as well as in the interests of individuals.

Fairness of payment: the unity of the basic conditions for payment for the official activities of civil servants is ensured, regardless of the level and type of public service: Additional conditions for payment for the official activities of civil servants are established taking into account the characteristics of the type of public service.

Quality of life: payment for the official activities of a civil servant: is the basis for his stimulation and should provide the civil servant and his family with a quality of life corresponding to the level of development of society and the state.

Standard of living: the salary of civil servants should be correlated in the labor market with the wages of workers of the corresponding specialty and qualifications of the non-state (commercial) sector of the economy, ensuring the attractiveness of the civil service and the competitiveness of the state as an employer.

Career growth: the size of the official salary of a civil servant: depends on the scope of powers and the responsibility assigned to him for this position and stimulates his desire for official growth.

For most civil servants, incentives (external motivation for the individual), as a rule, are expectations of moral encouragement, material well-being, and career growth. The meaning-forming motives (values, goals) are high earnings and position in society. The factors that organize the motivation of an individual (helping to select goals) are the instructions of the manager, job descriptions and personal responsibility for the assigned work. Motivation, which is exclusively rational in nature, can include only the performance of job duties from the above (only this activity can be rationally described and recorded in a document regulating this activity). All other motives include both a rational and an emotional element. This is also typical for such motives as “order from the boss” or “personal responsibility for the assigned task.” Public service: theory and organization//Col. authors - M.: publishing house RAGS, 1998. P. 41

Analysis of the organization's staffing

New personnel technologies are already applied at the stage of selecting citizens for the state civil service...

Career

Numerous studies on the theory and practice of employee behavior in organizations show that the more people want and get, the more they want to have a voice in the process of business management...

Organization of working time as a factor in strengthening official discipline

Service discipline in the civil service is obligatory for civil servants to comply with the official regulations of a state body and official regulations...

Features of career planning at an enterprise

The company widely uses employee promotion through the career ladder, as management values ​​its employees and gives them the opportunity to develop. Career planning in an organization is carried out by the HR manager, the employee himself...

Planning employee career growth and conflict management

Personnel turnover, lack of qualified personnel - these difficult problems have recently affected both large enterprises and small firms. UE "Kronotech" several years ago found itself on the brink of bankruptcy...

Career planning

The state civil service is a specific form of labor or, rather, official activity, which is characterized by a decisive role in decision-making processes in matters of government...

Problems of material incentives for civil servants in the Russian Federation

The system of material incentives for the labor of state civil servants is a complex of material incentives designed to “ensure the quality and efficiency of labor of this category of employees...

Problems of material incentives for civil servants in the Russian Federation

Within the framework of the previously mentioned traditional wage system as part of the material incentive system for civil servants, we have identified an incentive method such as the use of additional payments...

Problems of material incentives for civil servants in the Russian Federation

In order to identify the best practices of material incentives in the state civil service, attention should be paid to foreign experience. So...

This chapter updates the problem of professional competence - the development of the personnel reserve in Russia, which is achieved by considering the very concept of “personnel reserve”...

Working with the personnel reserve in the state civil service (using the example of the Federal Tax Service of Russia)

Development of comprehensive measures to form a modern personnel reserve of the state civil service in order to ensure continuity and transfer of accumulated professional experience of state civil servants...

Socio-psychological problems of adaptation of a young man starting a career

Systematization of factors influencing the choice of career orientation and career growth of representatives of different professions is one of the central problems of both social psychology and personality psychology. Nevertheless...

Managing a business career in an organization

Since career planning for high-ranking managers has its own specific characteristics, it is necessary to develop functional and organizational training plans for them...

Career management in the public civil service

The mechanism is a clutch that determines the possibility of movement. The connecting element in the career process is a developing way of activity that realizes, on the one hand, the interests of the individual, and on the other, the interests of the organization...

BULLETIN OF YUGRA STATE UNIVERSITY

2007 Issue 7. pp. 85-89

UDC 342.6;35.08

CAREER MANAGEMENT OF CIVIL SERVANTS

T.A. Petrova

The problem of career is attracting more and more attention from researchers in various scientific fields. This process has two basic determinants - individual and social-managerial. The first is associated with the actualization of a person’s need to ensure their own safety and well-being in the conditions of a developing living environment, the second is with the increasing importance in all management processes of the human factor, which is based on individual career potential, mobilized and organized in the interests of the system.

There are no people who are indifferent to their career. Any life proceeds in continuous changes, in the individual’s adaptation to events, in improving the way of activity, in the desire to achieve a higher social status.

Career problems in the public service system attract the attention of scientists, mainly from the perspective of administrative management of personnel promotion. Today such an approach may not be sufficient. It becomes obvious the need for a scientific understanding of career as a complex phenomenon in the life of a person and organizations, which, unfortunately, is still perceived at an everyday level in a negative way.

A career is a path of official advancement consciously chosen and implemented by an employee, the desire for an intended status (social, official, qualification), which ensures the professional and social self-affirmation of the employee in accordance with the level of his qualifications. A civil servant, as a rule, consciously builds his career both professionally and officially. For the same employee, these aspects of a career may not coincide. Thus, a true professional in his field may not make a career in office and, on the contrary, an employee occupying a high official position may not achieve a high level of professionalism.

The general basis of a career is a person’s desire to achieve a position that allows him to most fully satisfy his needs. Movement towards this goal is associated with the effective development of the living environment, which can support career activity, and can also include different forces of resistance of a subjective and objective nature.

Mastering a career strategy means a person’s readiness to act in conditions of extremely complex, often difficult to predict changes. This is achieved by developing his ability to systematically view the career process in all the complexity of the formation of its components, their internal and external connections, as well as acquiring the means and ability to proactively influence the mechanism of career destruction.

In the broad sense of the word, a career is defined as the general sequence of stages of human development in the main areas of life (family, work, leisure). At the same time, a career is represented by the dynamics of socio-economic status, status and role characteristics, and forms of social activity of the individual. In a narrow sense, the concept of career is associated with the dynamics of the individual’s position and activity in work. The essential component of the concept of career is promotion, i.e. forward movement. Definitions such as growth, achievement, transition are also used. In this regard, a career is a process that is defined as the passage, a sequence of states of systems. This understanding of a career orients towards an appropriate methodological approach to its study, which is based on the tendency of modern science to study events

and processes, not things and states. Society and its components should not be viewed as static, stable states, but as a constantly ongoing, endless stream of events. A person is included in this flow, he is forced to continuously move in it, to find ways to adapt to it and overcome its deviating currents, to change himself in this process and change its components.

Career management in a public authority is considered as one of the most important structural elements of the personnel management system, as assistance to civil servants from the personnel service in realizing their abilities.

Career management is a set of measures for planning and organizing the career growth of civil servants.

As a rule, energetic people are more successful in their careers as civil servants. Human energy is a quality of biogenetic property, i.e. hereditary and congenital. It manifests itself primarily in temperament, reflecting the strength and stability of neuropsychic processes. The general level of individual energy also depends on the nature of metabolic processes in the body and the efficiency of energy exchange with the external environment. The main area of ​​internal energy consumption is activities to satisfy human needs. The mechanism for its extraction is the incentive to activity, implemented by the motivation system. Social and psychological attitudes, values, fears, a sense of duty and responsibility, and aspirations are involved in shaping a person’s level of activity.

Career goals are located in the area of ​​intersection of the interests of the individual, organization and society. They are represented by patterns of remuneration, levels of aspirations, standards of social achievements and prestigious statuses. Some of these goals are quite stable (constant) and can determine life prospects for a very long period, others

They are flexible, modified depending on age, the situation of influence of authorities and reference groups. Funds provide the resource base for the method of activity. These are the internal resources of a person, his abilities, knowledge, experience and finances provided by the environment, means of production, education, etc. Specific actions include the movement of funds and determine the content of the method of activity. Objectively, the method of activity depends on the prevailing way of life in society, the level of development of the productive forces and the nature of production relations.

The method of activity becomes the engine of the career process, acting as a product, the demand for which is formed depending on its significance in a particular area of ​​general activity. As a person moves towards high goals, the career space becomes more limited, and it is possible to master it only by increasing the competitiveness of the way of activity. The substantive side of its development is maximizing compliance with the interests of the organization, increasing effectiveness, intensity and efficiency. The competition process includes a career selection system.

A powerful accelerator of the career process is also the rapidly growing dynamism of modern social processes, especially in the context of transformational transitions. Here, a method of activity that ensures a quick response to changes, solving unexpected problems by maneuvering existing forces and means, and incorporating innovations takes on special importance.

Any career process is constantly under the influence of inhibitory forces. The result of such an impact is a slow development of the process, its stops, changes in directions, recessions, etc. The concentration of factors that determine these unevenness in certain areas of movement under certain conditions produces a career crisis, the consequences of which affect the future of the person and the social system. In quantitative and qualitative terms, these factors are extremely numerous and diverse. For example, a low level of needs, weakness of motives, lack of experience or knowledge, illness, violation of the volitional sphere, indecision, stagnation in social development, etc. Factors of social nature are caused by disorganizations at various levels

social structure: criminalization of relations, legal insecurity, tension in relations, difficult moral and psychological climate in some organizations, lack of a common idea (“ideological vacuum”), deviations in the spheres of culture and morality (“moral vacuum”), disorganization in working with personnel, protracted structural reorganizations.

The career of a civil servant is influenced, first of all, by internal factors - motives, level of aspirations, self-esteem, and state of health. The more mature an employee is as a professional and as a person, the greater the role of internal factors in his career. The career of a civil servant is also influenced by external factors - the socio-professional environment, the type of professional organization, as well as “His Majesty the case”. It must be borne in mind that the employee himself must develop criteria for assessing his professional growth and compare his self-esteem with the opinions and assessments of managers and colleagues. The old wisdom that the best way to make a career has not lost its relevance

Perform your daily duties well.

Career advancement of civil servants is associated with professional self-determination, professional readiness, professional adaptation, and professional competence. The entry of an employee into a team of civil servants creates a certain field of contradictions, the source of which is the nature of previous activities, differences in cultural and value orientations, in style and lifestyle, etc. Therefore, it is necessary to check his professional suitability and gain professional experience.

In order to ensure the sustainability of the career process, it is advisable to focus on the following general principles.

1) The principle of continuity. None of the achieved career goals can be final or serve as a reason to stop. In the process of developing a method of official activity, changes accumulate, which, exceeding a certain threshold, lead to an increase in status - if not official, then role and, therefore, social.

2) The principle of meaningfulness. Any career action must be expedient and carried out in accordance with individual and general goals. The activity carried out must be socially productive, only then will progress be supported by the environment. The most important condition for a career is finding and combining the meaning of personal life, the meaning of service and the meaning of social processes.

3) The principle of proportionality. The speed of progress is maintained in proportion to the general movement. In any movement there are leaders and laggards. A successful career means advancement in a group of leaders. But there will be no sustainable movement if leadership is expressed only in the high speed of individual advancement. Leading in your career means bringing others into it. Career advancement as a team is more reliable.

4) The principle of maneuverability. Straight-line movement is only possible on a “testing ground” or “clean track” free from other movements. Such conditions do not exist in a career. Trying to drive at “high speed” only “straight” risks damaging collisions. Finding ways to maneuver, combining and skillfully using them in place and time belongs to the sphere of career art.

5) The principle of economy. The method of activity that produces the greatest results with the least expenditure of resources always wins. Productivity increases by increasing skill, by combining efforts, increasing interest, and inspiration. It is important to skillfully distribute forces and correlate career aspirations with real opportunities. The older you are and the more work you do, the more necessary relaxation is.

6) The principle of visibility. Often talented people fail in their careers due to invisibility. If you can be proud of the result, you need to present it and use the opportunity for this. The wider the fame of the master and the need for his work, the wider his career field.

Civil servants often face conflicting public attitudes towards their careers. Career behavior is often seen as a deviation from the social norm, as careerism.

Careerism, as defined by S.I. Ozhegov, means the pursuit of a career (position in society), the desire for personal well-being, career advancement, regardless of public interests.

In Russian society, this attitude has historical roots. In this regard, it is interesting to describe his impressions of a career in Russia at the beginning of the 19th century. famous French traveler and writer A. Custine. Reflecting on the consequences of Peter the Great’s introduction of a table of ranks, he writes: “Rank is a galvanizing force, the appearance of life in bodies and minds, it is a passion that will outlive any other. Chin is a nation divided into regiments; it is a martial law to which the entire society has been transferred. They never ask for the favor of promotion in rank, but they always seek it... Peter instilled a fever of vanity in all his people in order to make them more pliable and rule them at his own discretion. From such a social structure comes such a powerful fever of envy, such an irresistible itch of ambition, that the Russian people must lose the ability to do anything except conquer the world.”

This attitude towards careers was also maintained during the Soviet period. The shortage of goods and services required influential connections. Accordingly, public service careers have gained attention for increasing opportunities to acquire such connections and gain privileged access to scarcity. Naturally, the uncontrollable desire to occupy a high position in the party-administrative hierarchy could not help but deform the career process, turning it into careerism, condemned by the people.

The problems of career strategy and service tactics for the civil service in the context of reform are to a certain extent new, while at the international level they have been developed for a long time and effectively. Civil service personnel management bodies have been created and are functioning successfully. One of them is the Joint Committee on the Public Service of the International Labor Organization (ILO). The Committee pays great attention to the problems of selection, training, professional development and career growth of civil service personnel in various countries of the world.

Career management goals:

Rational use of professional abilities of employees in the interests of achieving the goals of the civil service;

Creating effective incentives for labor productivity;

More complete disclosure of abilities;

Achieving employee loyalty to the interests of the organization;

Ensuring a relatively stable composition of personnel capable of accumulating professional experience and the corporate culture of the civil service.

Objective conditions for successful career management:

Recognition of the professional experience and abilities of a civil servant as the most important value at all levels of management;

Relative stability of the organizational culture of public authorities.

Subjective conditions:

Coincidence of interests and expectations of the employee and the organization. An employee's career is his life in service. If the service is only a place of work and income for a specialist, then his career potential is low. The opposite extreme option is that a person lives by work alone, which is the optimal condition for a career, but most often leads to the body burning out. In the middle is the one who conscientiously fulfills his duties. His career strategy is moderate and often effective.

For practical implementation, the following methodology of the career management process is used:

Identify the personnel needs of the government authority.

Assess staff capabilities.

Develop a career management strategy in a government agency.

Plan the job transfer of civil servants in such a way that everyone is included in the career advancement scheme. Develop a career plan - a document that presents an option for the professional development and job advancement of an employee. It is drawn up taking into account that the optimal time for a specialist to remain in one position should be within 4-5 years. During this period of tenure, the employee goes through several stages: adaptation, increase in labor productivity, stagnation (stagnation), degradation. After the 4-5 year period, it is necessary to create new conditions or incentive mechanisms for work in order to return the specialist to the adaptation stage. The systematic movement (rotation) of personnel has a beneficial effect on increasing their labor productivity.

Analyze and evaluate the results of the work of civil servants.

Organize additional training for civil servants and timely completion of advanced training courses.

Compile a list of personnel reserves for each managerial position.

Think over a motivation system.

Hold a competition to fill a vacant position.

When implementing a career strategy, one must keep in mind that everyone can be the object of management, but not necessarily everyone. It is important to highlight those who are focused on job and professional development and to encourage their desire and effort.

The main point of managing an official career is to ensure that everything valuable that a civil servant possesses is effectively used to achieve the goals of the organization and satisfy the interests of the individual. Skillfully managing this wealth is the most important and most difficult task of the managers and personnel services of state authorities.

LITERATURE

1. Belolipetsky V.K., Pavlova L.G. Ethics and culture of management: - M.: ICC “MarT”.

2. Corporate ethics /Auth.-comp. I.N. Kuznetsov. - M.: Publishing house of business and educational literature, 2003.

3. Marenkov N.L., Kosarenko N.N. Personnel management of organizations. - M.: Academic Project; Trixta, 2005.

4. Ozhegov S.I. Dictionary of the Russian language / S.I.Ozhegov; under the general editorship of prof. L.I.Skvortsova. -24 ed. - M.: LLC publishing house "ONIX XXI CENTURY", 2004.

The essence of public service is the promotion and professional career of a civil servant. In accordance with Art. 60 of Federal Law No. 79-FZ, promoting the career growth of civil servants on a competitive basis is a priority in the formation of personnel in the civil service.

Job growth refers to appointment to a civil service position at the next level of the hierarchy.

Professional Development– deepening knowledge, abilities, skills (specialization), as well as expanding the tools and areas of professional activity (transprofessionalization).

Career growth of civil servants is based on the following general principles:

• – continuity;
• – meaningfulness;
• – proportionality;
• – visibility;
• – maneuverability;
• – profitability.

Continuity principle suggests that none of the achieved career goals can be final or serve as a reason to stop. Career advancement may be slowed down or interrupted due to sudden difficulties, including crises. In this case, it is necessary to create a resource reserve in advance (additional knowledge, expanding sources of information, strengthening social connections, strengthening psychological stability, health).

The principle of meaningfulness means that any career action must be appropriate and carried out in accordance with individual and general goals. Knowledge of the general goals and characteristics of the movement ensures the optimal choice of route and tactics for its passage. Problems encountered along the career path are resolved more effectively if their sources, components and connections are revealed, a plan for systemic influence on them and options for breaking the deadlock are determined.

Principle of proportionality stipulates that in any advancement there are leaders and laggards. A successful career means advancement in a group of leaders.

The principle of visibility is in tune with the principle of proportionality and speaks of the importance of being noticed and marked by the environment as early as possible, which provides a wide “career field”.

The principle of maneuverability. Straight-line movement is only possible on a “testing ground” or “clean track” free from other movements. Such conditions do not exist in a career. Attempting to drive at “high speed” only “straight” always risks devastating collisions.

Principle of economy is based on the fact that the career path is long, for many it is almost their entire life, so it is important to skillfully distribute forces along this path (a certain economy of them is needed), correlate your career aspirations with real opportunities, and use the change in states of tension and relaxation.

The above principles can also be the principles of a career strategy for civil servants.

It should be noted that promotion in public service is a complex and contradictory social and legal process. Not every civil servant with talent and motivation can easily move up the hierarchical ladder of the civil service. Therefore, the employer's representative and personnel services should seriously manage this process, since the career and professional development of worthy civil servants, based on the law, is the most effective way of developing the public service as a whole. A legally regulated and socially fair promotion process helps to overcome social tension and conflicts both in the civil service and in society.

Career management involves carrying out activities to plan the career growth of a civil servant.

Civil Service Career Management– this is a set of organizational, administrative, socio-psychological, economic and moral means and methods of influencing the professional development and job growth of a state civil servant according to an individual program (career profile) in accordance with the requirements of the government body and its development plans.

On the part of the personnel service of a government agency, the goals of career management are:

• – rational use of the employee’s professional abilities in the interests of achieving the goals of the public service;
• – timely provision of the state body’s needs for personnel in the required quantity, in the right place, with the required level of qualifications, life and professional experience;
• – creation of effective incentives for staff productivity;
• – ensuring a relatively stable composition of personnel capable of accumulating professional experience and corporate culture of the civil service.

Career management can also be considered from the side of the person himself, but in this case we are already talking about the realization of his life goals and plans, about the coincidence of his expectations and the expectations of the government body. Career management is therefore designed to encourage such expectations in the civil servant.

On the part of civil service personnel, the main expectations from the career management process may include:

• – providing opportunities for self-realization in the field of public administration;
• – achieving a higher official status in the hierarchy of civil service positions, the possibility of receiving higher wages;
• – obtaining work in a government agency that is more meaningful and adequate to professional interests and inclinations;
• – development of professional abilities through the conditions and opportunities provided in the field of public service;
• – formation of a structure of informal relations in the sphere of public service and the power system as a whole.

The main stages of career management in the civil service it is generally accepted:

• 1) planning the individual professional level and job relocation of a civil servant;
• 2) organizing the acquisition by civil servants of the required level of professional training, professional experience both within the government body and outside it, using vocational training and internships;
• 3) regulation of the involvement of a civil servant in solving problems regarding appointment to proposed positions in the state civil service, the time of appointment to the position and the implementation of the individual professional development plan;
• 4) coordination of the efforts of a civil servant and the capabilities of a government agency to implement an individual professional development plan and a staffing plan;
• 5) analysis and assessment of the activities, results and methods of activity, personal and professional qualities of a civil servant, his professional experience;
• 6) control over the activities of a civil servant, his professional and official growth, the rational use of his professional experience in the structural divisions of a state body.

Career management should also be viewed as organized and thoughtful assistance to public service personnel in achieving their goals, professional development, career aspirations and realizing their abilities.

To implement effective career management in the civil service it is necessary:

• – the presence of a regulatory framework for the system and mechanisms for career management in the civil service;
• – the coincidence of the interests and expectations of a civil servant and the interests and expectations of a government agency;
• – recognition of the professional experience and abilities of civil servants as the most important value at all levels of government;
• – adequacy of an individual’s professional potential to the conditions for its implementation in a government agency;
• – the presence of a high status of personnel services of government bodies and the presence in them of specialists in personnel career management;
• – relative stability of the organizational and official structure of government bodies, the presence of a reasonable career space.

Thus, building a career in the civil service is a long-term process that can be divided into three main stages: entry into the civil service, stay in it and its termination. The main components that directly influence career advancement in civil service positions can be considered a competitive procedure for filling civil service positions, certification, training, qualifying exams, a system of training and advanced training for civil servants, and rotation of personnel in the state civil service.

Thus, technologies for personnel management of state civil bodies are essentially social and managerial technologies; in the civil service system of the Russian Federation they have their own distinct characteristics. These features are associated with the general specifics of the civil service, with special requirements for civil servants - both professional and personal.

• See: Service career / under general. ed. E. V. Okhotsky. M.: Economics, 1998. pp. 25-27.
• Cm.: Romanov V. L. Public service: career strategy and service tactics. M.: Publishing house RAGS, 1997. P. 31.
• Cm.: Romanov V. L. Decree. Op. P. 54.
• Romanov V. L. Decree. Op. P. 55.

The word “career” translated from French means successful movement forward. This meaning also expresses the main meaning in relation to the practice of working with personnel.

According to a prominent researcher on the development of the civil service institute V.V. Cherepanov, although the term “career” is not of a legal nature, it is nevertheless widely used and interpreted in scientific and practical terms. Career is the successful advancement of a person forward in a particular field of activity; achieving fame, glory, benefit.

The career of a person, including a civil servant, is usually understood in the broad and narrow sense of the word. In a broad sense, a career is the active advancement of a person in mastering and improving his way of life, ensuring his stability in the flow of social life. Let us also add that this includes professional growth, the stages of an employee’s ascent to professionalism, the transition from one professional level and position to another.

In the narrow sense, a career is career advancement, achieving a certain official and social status in professional activity, occupying a certain position. A career in this case is a path of official advancement, consciously chosen and implemented by an employee, the desire for the intended status - official, qualification, social, which ensures professional and social self-affirmation of the individual. Most often, it is positioned as the dynamics of the official, legal and socio-economic status (status) of an individual.

Business career- progressive advancement of the individual in any field of activity, changes in skills, abilities, qualifications and remuneration associated with the activity; moving forward along the once chosen path of activity, achieving fame, glory, and enrichment. For example, obtaining greater powers, higher status, prestige, power, more money. A career is not just about promotion. We can talk about a career as an occupation or activity. For example, a managerial career, a sports career, a military career, an artistic career, a career as a housewife, mother, student. A person's life outside of work influences his business career and is part of his career.

However, not all of this is important for the goals and objectives of an organization, especially a state one. The main forms of self-expression in government organizations from the above are professional development and job advancement of a person, which gives grounds to talk about professional and official careers as the main forms of personal self-expression in a government organization.

A professional career is characterized by the predominance in the work activity of a person of professional specialization, work primarily in one subject professional field, his achievement and recognition by the professional community of the results of his work, authority in a specific type of professional activity. As a rule, a person’s professional career develops in an organization, and therefore professional achievements often create the prerequisites for the formation of his official career.

An official career reflects a change primarily in the official status of a state or municipal employee, his social role, the degree and scope of his official authority in the organization. This is a kind of trajectory of his movement, both vertically and horizontally of the job structure in the organization.

Classification of the types and types of business career of a state civil servant - these are options for the service and professional advancement of civil servants in a government agency.

It is possible to distinguish several types and types of careers for civil servants. Types of business careers for civil servants are presented in Fig. 1.1.

Rice. 1.1.

Intra-organizational career means that a particular state civil servant, in the course of his professional activities, goes through all stages of development: training, entry to work, professional growth, support and development of individual professional abilities, retirement. It goes through these stages sequentially within the walls of one federal executive body or executive body of a constituent entity of the Russian Federation. Such a career can be specialized or non-specialized.

Interorganizational career means that a particular state civil servant, in the course of his professional activities, goes through all stages of development sequentially, working in various positions in various executive authorities. This career can also be specialized or non-specialized.

Specialized Career characterized by the fact that a particular civil servant in the course of his professional activities goes through various stages of his career. He can go through these stages sequentially both in one and in different executive authorities, but within the framework of the profession and field of activity in which he specializes.

Non-specialized career characterized by the fact that a particular civil servant, climbing the career ladder, should have the opportunity to look at the organization from different angles, without staying in one position for more than three years.

Career vertical- the type of career with which the very concept of a business career is most often associated, since in this case the advancement is most visible. A vertical career is understood as a rise to a higher level of the structural hierarchy (promotion in position, which is accompanied by a higher level of pay).

Career horizontal- a type of career that involves either moving to another functional area of ​​activity, or performing a certain official role at a level that does not have a strict formal fixation in the organizational structure (for example, fulfilling the role of head of a temporary task force, program, etc.); A horizontal career can also include expanding or complicating tasks at the previous level.

Stepped career- a type of career that combines elements of a horizontal and vertical career. The promotion of a civil servant can be carried out by alternating vertical growth with horizontal growth, which gives a significant effect. This type of career can take both intra- and inter-organizational forms.

Hidden career- the type of career that is the least obvious to others. It is available to a limited number of government civil servants, who, as a rule, have extensive business connections outside the executive branch. A hidden career is understood as a movement towards the core, the leadership of the organization. For example, inviting an employee to meetings inaccessible to other employees, meetings of both a formal and informal nature, the employee gaining access to informal sources of information, confidential requests, certain important instructions from management.

It is possible to identify several fundamental trajectories of a person’s movement within a profession or organization, which will lead to different types of careers presented in Table. 1.1.

Table 1.1

Classification of career types of civil servants

	Signs of classification	Career Types
	according to the nature of the changes occurring	Job title Professional Status monetary
	according to the career trajectory model	Springboard Ladder Crossroads
	According to the characteristics characterizing the process of career movement
	The direction of the changes taking place	Progressive Regressive
	The nature of the process direction	Linear Nonlinear
	Degree of stability	Sustainable Unstable
	Degree of continuity	Continuous Intermittent

The most relevant in connection with the analysis of career management of civil servants seems to be the characteristics of career types depending on the nature of the direction of the stages (decline-rise), since it is the analysis of the career development of civil servants in this aspect that allows us to determine how rationally organized the career management of employees is in executive bodies authorities.

Target career- a civil servant once and for all chooses a professional space for his development, plans the appropriate stages of his progress towards a professional ideal and strives to achieve it (Fig. 1.2).

Rice. 1.2.

Monotonous career- the employee outlines once and for all the desired professional status and, upon achieving it, does not strive to move in the organizational hierarchy, even if there are opportunities for professional improvement and improvement of his socio-professional status and financial situation (Fig. 1.3).

Rice. 1.3.

Spiral quarry- the employee is motivated to change types of activities (with and without transitions between jobs of social rank) and, as they master them, moves up the steps of the organizational hierarchy (Fig. 1.4).

Rice. 1.4.

Fleeting career- the movement of a civil servant from one type of activity to another occurs spontaneously, without visible purpose (Fig. 1.5).

Rice. 1.5.

Stabilization career- the employee grows to a certain level and remains there for a long time - more than eight years (Fig. 1.6).

Rice. 1.6.

employee

Fading career- the employee grows to a certain level and remains with this status until the moment when “attenuation” begins - a noticeable movement towards a lower socio-professional status in the executive body (Fig. 1.7).

Rice. 1.7.

The forms of career processes often undergo changes. The reason for this is the continuous influence of various kinds on a person and society, as a result of which the directions of career processes, the intensity of their development, internal and external relationships and connections change. At certain stages of any career movement, all the named types and types of career processes can develop. Therefore, when planning and implementing a career as a civil servant, it is important to ensure the interaction of all of the listed types and types of careers.

• Cherepanov V.V. State personnel policy and personnel activities in the civil service system: Textbook, manual. - M.: Financial Academy, 2009.
• Personnel management: Textbook / General. ed. A.I. Turchinova. - M.: Publishing house RAGS, 2002.
• Kibanov A.Ya. Fundamentals of personnel management: Textbook - 2nd ed., revised and supplemented. - M.: INFRA-M, 2007.