Career management in state and municipal. Pros and cons of working in the civil service

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• Introduction
• 1.1 Career definition
• 1.2 Stages of a business career
• 1.3 Career types
• 3.1 Planning
• 3.2 Career development
• 4.3 Career management model for municipal and state employees
• Conclusion
• Bibliographic list

Introduction

Professionalism is not only the development of abilities, but also deep knowledge of one's type of activity, non-standard thinking, strong and stable motivational charge for the implementation of specific activities and the achievement of high results in it.

What is a career? What do you want to become? What do you want from life? Find your niche and stay there? Or keep growing? What do you prefer - to live and build a career, or just live for your own pleasure and not build anything? One excludes the other.

In any case, you need to be clear about what you really want. Those who believe that you can just live and build a career on its own are deeply mistaken. If a person wants to make a career, he must do it all the time, all his life, starting from school, because a career is, first of all, self-realization. Although, on the other hand, if state and municipal employees work 10-15 hours a day, then this signals that employees are doing something wrong, you are placing emphasis in your activities incorrectly, you are not able to delegate part of the load to others.

For one person, success is the personification of power, for others, the concept of success includes money. Much money. For others, success and fame go hand in hand in life. Sometimes success requires a combination of several components, such as money and fame or power and money.

In light of this, the term "career" has acquired a more significant meaning, a clearer outline. Russian employees have learned that the process of career advancement is subject to study, forecasting, and management. Opportunity to "make" a career has opened up.

This work is devoted to the development of a model for managing the career growth of state and municipal employees.

It deals with issues related to the problems of organization and career management; contains an overview of methods for managing the career of a state and municipal employee.

The relevance of the chosen topic lies in the need to improve the process of managing the career of state and municipal employees, and therefore the new requirements that the system of state bodies, and the main executive power put forward to their employees and which must be met.

The object of the study is the system of personnel motivation in state and municipal authorities.

The subject of the research is the planning and management of the business career of state and municipal employees.

The purpose of the work is to develop proposals for planning and managing the career growth of state and municipal employees.

To achieve this goal, it is necessary to solve the following tasks:

study the literature on this topic;

analyze the legislative framework for the professional development of state and municipal employees;

prepare proposals for planning and managing a business career.

Chapter 1. Business career, its stages and types

1.1 Career definition

In a general sense, a career is the promotion of a person through the steps of a production, property, social, administrative or other hierarchy. Career (from the French cariera) is defined as the successful advancement in a particular field.

The nature, type and pace of a career are determined by the prevailing social relations, the objective opportunities provided by society for its implementation, the circumstances of the life of a particular individual, his personal abilities, purposefulness, marital status, state of health. Career presupposes the existence of mechanisms for social selection of the most capable people in the areas of education, training and advanced training in labor, socio-political, scientific activities.

Only in the last few years, the topic of career has gained wide popularity among Russian scientists and practitioners, which is caused by the reform of all the main areas of our society, the formation market economy which entailed a change in attitude towards many processes and phenomena that have so far remained out of sight due to their negative perception or low level of relevance. What was previously considered a deviation from the norm, a product of bourgeois society, capitalism, was identified with careerism, which is only an insignificant, and besides, deviant manifestation of a career, today it is elevated to the rank of an important indicator of human development in the system of social structure, an essential factor and condition for improvement. socio-psychological climate, increasing labor productivity in the organization of its competitiveness.

Recently, a large number of researchers in various fields of activity have turned to career issues and have given rise to many definitions of the concept of "career".

Career is a dynamic phenomenon, that is, a constantly changing and developing process. A career can be viewed in both a narrow and a broad sense. In a broad sense, the concept of "career" is defined as "the general sequence of stages of human development in the main areas of life (family labor leisure)". A career is not only promotion. You can talk about the career of housewives, mothers, students.

Career is:

1) individually conscious position of a person's behavior associated with his work experience and activities throughout his working life;

2) the actual sequence of steps occupied (positions, jobs, positions) in the team.

AT narrow sense a career is associated with a person's work activity, with his professional life. A career is understood as purposeful official and professional growth, "progressive promotion through the ranks, changes in skills, abilities, qualifications and remuneration associated with the employee's activities." All this has to do with the organizational aspect of a career.

The personal aspect involves the consideration of this phenomenon from the position of a person of personality, reveals the features of the vision of a career by its leader. Related to this is the expression by the individual of a subjective assessment (self-assessment) of the nature of the course of his career process, the intermediate results of the development of his career, personal feelings that are born on this occasion. "Career is an employee's subjectively conscious own judgments about his labor future, the expected ways of self-expression and job satisfaction", it is "an individually conscious position and behavior associated with work experience and activities throughout a person's working life."

Finally, we can single out the social aspect, ideas about a career from the point of view of society. Firstly, these are career routes worked out in the process of development of society, “beaten” paths to achieve certain heights (success) in one or another area of ​​professional activity, in one or another area of ​​public life. Secondly, these are well-established ideas about the nature of movement along these paths, associated with speed, swiftness, the trajectory of a career, the degree of its take-off, and the methods used. These developed general schemes for moving towards success, as well as the specifics of their implementation in life, influence society's assessment of the private careers of individuals, acting as a kind of benchmark for comparison.

1.2 Stages of a business career

At different stages of a career, a person satisfies different needs:

The preliminary stage includes studying at school, secondary and higher education lasts up to 25 years. During this period, a person can change several various works in search of a type of activity that satisfies the needs and meets its capabilities. If he immediately finds this type of activity, the process of self-affirmation of his personality begins, he takes care of the safety of existence.

Then comes the stage of formation, which lasts about five years from 25 to 30 years. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion takes place and there is a need to establish independence. He continues to be concerned about the safety of existence, concern for health. Usually at this age families are created and formed, so there is a desire to receive wages, the level of which would be above the subsistence level.

The promotion stage usually lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, the employee moves up the career ladder. A wealth of practical experience is being accumulated, skills are being acquired, the need for self-affirmation, achieving a higher status and even greater independence is growing, the employee's self-expression as a person begins. During this period, much less attention is paid to meeting the need for security, the worker's efforts are focused on issues related to increasing wages and health care.

The conservation stage is characterized by actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a peak in the improvement of qualifications and there is an increase in it as a result of vigorous activity and special training. The employee is interested in transferring his knowledge to young people. This period is characterized by creative self-expression, it is possible to rise to new service levels. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself, for others who have reached their position through honest work, and for oneself from others. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, there is an increasing interest in other sources of income (for example, participation in profits, capital of his own and other organizations, purchase of shares, bonds).

The completion stage lasts from 60 to 65 years. The employee begins to prepare for retirement. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis (the employee receives less satisfaction from work and experiences a state of psychological and physiological discomfort), self-expression and respect for oneself and other similar people from his environment reach the highest point of the entire career period. The employee is interested in maintaining the level of wages. But seeks to increase other sources of income that would replace wages at retirement and would be a good addition to retirement benefits.

At the last retirement stage, the career in this organization (type of activity) is completed. There is an opportunity for self-expression in other activities that were impossible during the period of work in the organization or acted as a hobby (painting, gardening, work in public organizations etc.) Respect for oneself and fellow retirees is stabilizing. But financial position and health conditions can lead to constant concern about other sources of income and health.

In order to manage a career, a more complete description of what happens to people at various stages of a career is required.

Any person plans his future, based on his needs and taking into account the prevailing socio-economic conditions. There is nothing amazing volume that he wants to have detailed information about the prospects for his career growth and the opportunities for further training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full strength, does not strive to improve his skills and considers the organization as a place where you can wait for some time before moving on to a new, more promising job.

When applying for a job, a person sets certain goals for himself, but since the organization, hiring him, also sets certain goals, the hired person needs to be able to realistically assess his business qualities. He must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this.

When applying for a job, a person must know the labor market. Without knowing the labor market, he may make the wrong choice of work. And then the search for a new job begins.

1.3 Career types

The diversity and complexity of the career phenomenon is also reflected in the diversity of its types, the variety of approaches to its typology. For the classification of career types, many different bases, features, and criteria can be distinguished. According to the environment of consideration, a career is traditionally divided into professional and intraorganizational.

A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual abilities, and finally retirement. A particular employee can go through these stages sequentially in different organizations.

Along with a professional career, an intra-organizational career should be distinguished. It covers the successive change of stages of development of an employee within the same organization.

Intraorganizational career is realized in three main directions:

According to the content of the changes occurring in the process of career movement, one can single out such types of career as power (influence growth), qualification, status, monetary (income career).

A career in power is associated either with the formal growth of influence in the organization by moving up the management hierarchy, or with the growth of the informal authority of the employee in the organization.

A qualifying career involves professional growth, movement through the categories of the tariff scale of a particular profession.

A status career is an increase in the status of an employee in an organization, expressed either by the assignment of the next rank for length of service, or an honorary title for an outstanding contribution to the development of the company.

A monetary career is an increase in the level of remuneration of an employee, namely: the level of remuneration, the volume and quality of social benefits provided to him.

As the basis for classification, the characteristics of the course of the career development process can be used.

According to the nature of the flow, linear and non-linear types of career are distinguished. With the linear type, development occurs evenly and continuously, while the non-linear type characterizes the movement, which is carried out by jumps or breakthroughs. As a special case of these types, stagnation (stagnation, dead end) is distinguished, the stage of the absence of any significant changes in a career.

According to the degree of stability, continuity, the division of a career into stable and unstable, intermittent and continuous, respectively, is justified.

If possible, a career is divided into potential (personally built by a person working life path based on his plans, needs, abilities, goals) and real (what has been achieved over a certain period of time)

According to the speed, the sequence of passing the steps of the career ladder, there are high-speed, normal super-adventurous, adventurous, typical, sequential-crisis and other types of career.

In addition, career typology can be applied on the basis of belonging to a certain branch of professional activity, a certain profession. For example, the career of state and municipal employees, the career of a teacher, a lawyer, etc.

The career of state and municipal employees in the light of the above is the most difficult type of career.

Firstly, it covers all the listed types of career process, incorporates all the properties. Inherent in a career in general. It can be expressed both in the advancement of the service along the steps of the hierarchy, and in the improvement of its professionalism when employees move along the functional links of the organizational structure.

Secondly, the very profession "civil servant" or "municipal employee", meaning the type of leader focused on activities in a market economy, is a complex education, to master it, you must have the most highly organized of personal qualities and abilities, to possess the most complex of practical skills, and all this has a great influence on the features of a career in this professional activity

Thirdly, being an important figure in the organization, the employee with his professional growth largely determines the growth of the organization as a whole, and the characteristics of the organization are largely interdependent on the characteristics of the personality of the employee, which also leaves a strong imprint on the nature of the career. As guides to the life of programs to achieve the goals of the organization, responsible for the success of their implementation, state and municipal employees, in fact, personify the organization itself, being carriers of its culture and image.

Fourthly, a state or municipal employee, being to a greater or lesser extent (everything depends on his position in the hierarchy), being both the creator and the consumer of the career movement system. He creates a social context, the meaning of work within the organization and for subordinates and for himself.

Thus, the career of a state and municipal employee as a subject of research is a complex, complex, multifaceted phenomenon, and for the most complete, adequate study of it, it is necessary to rely on the listed principles, rules and requirements for the implementation of career research in general, taking into account the peculiarities of the career of employees in particular.

Chapter 2. Legislative framework for the professional development of state and municipal employees

2.1 Professional development of municipal employees

One of the main laws relating to municipal employees is the Federal Law "On municipal service in the Russian Federation" (dated March 2, 2007 No. 25-FZ).

In this law, the subject of regulation are relations related to the entry into the municipal service of citizens Russian Federation, citizens of foreign states - parties to international treaties of the Russian Federation, in accordance with which foreign citizens have the right to be in the municipal service, the passage and termination of municipal service, as well as with the definition legal status municipal employees.

The impetus for the creation of this regulatory legal act (see above) was preceded by the Federal Law "On the general principles of organizing local self-government in the Russian Federation" (dated October 6, 2003 No. 131-FZ), in which, in accordance with the Constitution of the Russian Federation, it establishes general legal, territorial, organizational and economic principles of the organization of local self-government in the Russian Federation, defines state guarantees for its implementation.

In order to improve professional training, it is necessary to analyze the effectiveness of training, retraining and advanced training programs, to revise the content of training courses and programs in order to make them more practical. Determining the elements necessary for the training of state and municipal employees, in addition to those that they have in basic education. Certification of a municipal employee replacing a municipal position of a municipal service should be carried out in order to improve the activities of local governments, improve the selection and placement of personnel, assess the professional, business and personal qualities of municipal employees and the compliance with the municipal position being occupied, stimulate the growth of qualifications and promotion, assignment qualification grades.

Attestation of municipal employees holding positions in local self-government bodies is carried out at least once every 4 years by an attestation commission in the manner prescribed by a regulatory act of a local self-government body.

Certification is carried out in three stages:

1) pre-certification period;

It lasts about one month. At this stage, an attestation commission is formed, specific terms for attestation are determined, lists of municipal employees subject to attestation are compiled, a schedule for attestation is approved, and attestation sheets are prepared.

2) certification;

Municipal employees are certified at a meeting of the certification commission, which includes the chairman of the commission, co-chairman, deputy chairman, secretary and members of the commission, as well as the head of the relevant local government body (or his deputy), representatives of the personnel and legal services body of local government. Certification is carried out at a strictly appointed time in the presence of a municipal employee and the immediate head of the unit in which the person being certified works. An attestation sheet, a review of the head and a sheet are submitted to the attestation commission. analytical evaluation professional qualities of a municipal employee, as well as an attestation sheet with the data of the previous attestation. The assessment of the performance of a municipal employee is based on his compliance with the qualification requirements for the position being replaced, determining his participation in solving the tasks assigned to the relevant unit, the complexity of the work performed, and its effectiveness.

As a result of attestation, a municipal employee is given one of the following assessments:

corresponds to the position held;

corresponds to the occupied state position of the municipal service, subject to the implementation of the recommendations of the attestation commission on his official activities;

does not match the position.

The results of the attestation are recorded in the attestation sheet, which is signed by the chairman, deputy chairman, secretary and members of the attestation commission;

3) post-certification period.

The results of the attestation are reported to the head of the local self-government body, who, taking into account the assessments and recommendations of the attestation commission, must decide:

about promotion;

on the assignment of a qualification category;

about changing the allowance for special conditions of service;

on inclusion in the reserve for promotion to a higher position;

about demotion;

on direction for advanced training, retraining;

on dismissal from office.

As a result, after certification or passing the qualification exam, municipal employees are assigned qualification categories. Qualification categories, the procedure for their assignment and retention upon transfer or admission of municipal employees to other municipal positions of the municipal service or state positions of the public service of the constituent entities of the Russian Federation, as well as upon dismissal of municipal employees from the municipal service, are established by the laws of the constituent entity of the Russian Federation in accordance with federal laws.

2.2 Professional development of civil servants

Submitted federal law, the federal law"On the State Civil Service of the Russian Federation" No. 79-FZ dated July 27, 2004, became the subject of regulation of which are relations related to entering the state civil service, its passage and termination, as well as the definition legal status(status) of a public civil servant is of great importance. It is the public civil service as a type of public service, in the light of the reform of the public service, that requires each employee to rethink their place and role in the district management system, to adopt management decisions provided public services citizens and organizations, indicators of efficiency and effectiveness of the professional performance of each employee.

The implementation of the law, together with the program of reforming the civil service, requires us to organize such an organization of state administration, which should be assessed by the individual, household, and business as effective and efficient.

All this together requires us to have a new vision and understanding of the state civil service, capable of ensuring the reform of the civil service of the district, administrative reform, and reform of local self-government.

The professional service activities of a civil servant are carried out in accordance with the official regulations, the official regulations are an integral part of the administrative regulations of the state body.

The regulations include: qualification requirements to the level and nature of knowledge and skills required of a civil servant who fills the corresponding civil service position. And also to education, length of service in the civil service (public service of other types) or length of service (experience) in the specialty. Official duties, rights and liability of a civil servant for failure to perform (improper performance) of official duties are also included in the regulations.

The tasks and functions of the structural unit of the state body and the functional features of the position of the civil service occupied in it; a list of issues on which a civil servant is entitled or obliged to independently make managerial and other decisions. A list of issues on which a civil servant is entitled or obliged to participate in the preparation of draft regulatory legal acts and (or) draft management and other decisions.

Terms and procedures for the preparation, consideration of draft management and other decisions, the procedure for agreeing and adopting these decisions; the procedure for official interaction of a civil servant in connection with the performance of his official duties with civil servants of the same state body, civil servants of other state bodies, other citizens, as well as with organizations; a list of public services provided to citizens and organizations in accordance with the administrative regulations of the state body; indicators of the effectiveness and efficiency of the professional performance of a civil servant.

The provisions of the official regulations are taken into account when carrying out:

competition for a vacant position in the civil service;

attestations;

qualification exam;

planning the professional performance of a civil servant.

The results of the execution of official regulations by civil servants are taken into account:

when holding a competition for filling a vacant civil service position or including a civil servant in the personnel reserve;

assessment of his professional performance during certification, qualification exam or promotion of a civil servant. Exemplary job regulations are approved by the relevant public service management body.

Certification of a civil servant is carried out in order to determine his compliance with the civil service position to be occupied. When carrying out certification, the immediate supervisor of a civil servant shall submit a reasoned review on the performance by a civil servant of official duties for the certification period.

The reasoned response is accompanied by information on the assignments performed by the civil servant during the attestation period and the draft documents prepared by him, contained in the annual reports on the professional performance of the civil servant, and, if necessary, an explanatory note of the civil servant on the recall of the immediate supervisor.

Certification is not subject to civil servants who replace civil service positions of the categories "heads" and "assistants (advisers)", if a fixed-term service contract is concluded with the indicated civil servants.

Certification of a civil servant is carried out once every three years. Earlier than the period specified in paragraph 4 of this article, an extraordinary certification of a civil servant may be carried out after a decision is made in the prescribed manner.

On the reduction of civil service positions in a state body; on changing the conditions of remuneration of civil servants.

By agreement of the parties to the service contract, taking into account the results of the annual report on the professional performance of a civil servant, an extraordinary attestation of a civil servant may also be carried out.

When carrying out certification, the observance by civil servants of restrictions, the absence of violations of prohibitions, the fulfillment of the requirements for official conduct and obligations established by this Federal Law are taken into account.

A civil servant who is on maternity leave or parental leave until he reaches the age of three years shall be certified not earlier than one year after leaving the leave.

For the certification of civil servants, a certification commission is formed by a legal act of a state body.

The composition of the certification committee includes:

a representative of the employer and (or) civil servants authorized by him (including from the division for public service and personnel, the legal (legal) division and the division in which the civil servant subject to certification replaces the position of the civil service),

a representative of the relevant civil service management body, as well as representatives of scientific and educational institutions, other organizations invited by the civil service management body at the request of the representative of the employer as independent experts- specialists on issues related to the civil service, without specifying the personal data of experts.

The number of independent experts must be at least one quarter of the total number of members of the attestation commission.

The composition of the attestation commission for attestation of civil servants replacing civil service positions, the performance of official duties for which is associated with the use of information constituting a state secret, is formed taking into account the provisions of the legislation of the Russian Federation on state secrets.

The composition of the attestation commission is formed in such a way as to exclude the possibility of conflicts of interest that could affect the decisions made by the attestation commission.

For the period of attestation of a civil servant who is a member of the attestation commission, his membership in this commission is suspended.

If a civil servant fails to appear for attestation without good reason or the civil servant refuses to be attested, the civil servant is subject to disciplinary liability in accordance with Article 56 of this Federal Law, and the attestation is postponed.

Based on the results of the certification of a civil servant, the certification commission makes one of the following decisions:

corresponds to the civil service position to be replaced;

corresponds to the position to be filled in the civil service and is recommended for inclusion in the established manner in the personnel reserve for filling a vacant position in the civil service in the order of promotion;

corresponds to the position to be occupied in the civil service, subject to successful completion of professional retraining or advanced training;

does not correspond to the replaced position of the civil service.

Within one month after the certification, based on its results, a legal act of the state body is issued stating that the civil servant:

1. To be included in the established order in the personnel reserve to fill a vacant position in the civil service in the order of promotion;

2. Is sent for professional retraining or advanced training;

3. Demotion in the civil service.

If a civil servant refuses from professional retraining, advanced training or transfer to another position in the civil service, the representative of the employer has the right to release the civil servant from the position to be replaced and dismiss him from the civil service in accordance with this Federal Law.

A civil servant has the right to appeal the results of certification in accordance with this Federal Law.

In order to improve the professional training of civil servants, it is necessary to conduct a qualification examination.

The qualification exam is passed by civil servants who fill civil service positions of the "specialists" and "providing specialists" categories without limitation of the term of office, and in cases determined by the President of the Russian Federation - civil service positions of the "leaders" category.

A qualification exam is held when deciding on the assignment of a civil service class rank to a civil servant in a civil service position to be substituted as necessary, but not more than once a year and not less than once every three years.

Earlier than the deadline specified in paragraph 2 of this article, an extraordinary qualification exam may be held at the initiative of a civil servant no later than three months after the date of submission of a written application for the assignment of a civil service class rank.

The qualification exam is conducted in the prescribed form in order to assess the knowledge, skills and abilities (professional level) of a civil servant by a competitive or attestation commission.

A civil servant has the right to appeal the results of the qualification exam in accordance with this Federal Law.

The regulation on the procedure for passing a qualification exam by a civil servant of the Russian Federation and the procedure for assessing his knowledge, skills and abilities (professional level) is approved by decree of the President of the Russian Federation.

In accordance with the Federal Program of State Support for Local Self-Government, the creation of a system for training civil servants is a nationwide task. In this regard, it is expedient to legislatively provide for the inclusion in the local budget of the cost of training for the professional training of personnel for the civil service.

Professional training of personnel for the civil service is carried out in educational institutions of higher professional and secondary professional education in accordance with federal law.

The conclusion of an agreement for training between a state body and a citizen with the obligation to subsequently pass the civil service after graduation within a certain period is carried out on a competitive basis in the manner established, respectively, by a decree of the President of the Russian Federation, a decree of the Government of the Russian Federation and the legislation of the subject of the Russian Federation. Within the framework of this agreement, as well as by agreement of the educational institution of vocational education with the state body, internships and internships for students are carried out in this state body.

The coordination of personnel training for the civil service is carried out by the relevant public service management body.

In order for the head of the highest and middle rank in the system of state and municipal service to learn to think correctly and reason reasonably, courses in logic and even philosophy, penetration into the deep principles of law, economics, psychology, etc. are necessary.

Professional retraining is also useful for narrowly focused training, and in this regard, the main task is to select students when forming groups according to the nature of the activity (close or interacting), and the curriculum should provide for the study of practical experience - i.e. introduction of an internship system.

Additional professional education of a civil servant includes professional retraining, advanced training and internships.

An internship is both an independent type of additional professional education for a civil servant, and a part of his professional retraining or advanced training.

Professional retraining, advanced training and internship of a civil servant are carried out during the entire period of his civil service.

The grounds for sending a civil servant for professional retraining, advanced training or internship are:

1) appointment of a civil servant to another civil service position in the order of promotion on a competitive basis;

2) the inclusion of a civil servant in the personnel reserve on a competitive basis;

3) the results of attestation of a civil servant.

The advanced training of a civil servant is carried out as necessary, but at least once every three years of a civil servant.

Professional retraining and advanced training of a civil servant is carried out in state-accredited educational institutions of higher professional and secondary professional education.

The internship of a civil servant is carried out directly in state bodies and other organizations.

A civil servant may also receive additional professional education outside the territory of the Russian Federation.

Professional retraining, advanced training and internship of a civil servant are carried out with a break, with a partial break or without a break from the civil service.

The type, form and duration of additional professional education are established by the representative of the employer, depending on the group and category of the civil service position occupied by a civil servant, in the manner determined by the President of the Russian Federation.

The passage of professional retraining, advanced training or internship by a civil servant is confirmed by the relevant document of the state standard and is the primary basis for including a civil servant in personnel reserve on a competitive basis or continuing to replace a civil servant with a civil service position.

A civil servant undergoing professional retraining, advanced training or internship is provided with conditions for mastering an educational program of additional professional education by a representative of the employer, an educational institution of vocational education, a state body or other organization.

Employee development is not an end in itself. It makes no sense to develop staff if employees do not have the opportunity to realize their increased abilities. It must be remembered that abilities are likely to be put into practice only when there are real opportunities for this. Each program for the development of human resources of the state and municipal service, including the development of abilities and changes in activities and needs, should be focused on a measurable improvement in specific performance indicators of the organization. No change can be made unless it is clear that it will bring about an improvement, a shift that will make the activity more efficient, more purposeful, more satisfying to those involved.

Personnel development issues cannot be resolved at the amateur level, as has been done so far. These issues need to be approached strictly professionally. Until managers recognize the need for knowledge in the field of professional development of personnel, they will continue to face both economic problems and psychological difficulties, and often cause them unintentionally.

In order to move forward, it is necessary to give the heads of the state and municipal service knowledge about the possibilities of increasing the value of human capital in their unit, organization, to form their skills of effective cooperation with HR managers in the field of personnel development.

The development of the federal civil service and the civil service of the constituent entities of the Russian Federation is provided, respectively, by federal programs for the development of the federal civil service and programs for the development of the civil service of the constituent entities of the Russian Federation.

In order to improve the efficiency of the activities of the apparatuses (central apparatuses) of federal state bodies and the apparatuses of state bodies of the constituent entities of the Russian Federation and the professional performance of civil servants in a separate state body or in its independent structural unit, experiments may be carried out within the framework of the relevant programs for the development of the civil service.

The procedure, conditions and terms for conducting the experiment within the framework of the relevant programs for the development of the civil service are established:

1) in a separate federal state body or in its independent structural subdivision or in its territorial body by the President of the Russian Federation or the Government of the Russian Federation;

2) in a separate state body of a constituent entity of the Russian Federation or in its independent structural unit by law or other regulatory legal act of a constituent entity of the Russian Federation.

Chapter 3

3.1 Planning

The main task of career planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely: achieving the relationship between the goals of the organization and the individual employee; ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations; ensuring the openness of the career management process; elimination of "career dead ends", in which there are practically no opportunities for employee development; improving the quality of the career planning process; formation of visual and perceived criteria for career growth used in specific career decisions; studying the career potential of employees; providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations; determination of career paths, the use of which will satisfy the quantitative and qualitative need for personnel at the right time and in the right place.

Planning and control of the business career of state and municipal employees lies in the fact that from the moment an employee is accepted into the service and until the proposed dismissal, it is necessary to organize a systematic horizontal and vertical promotion of employees through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

3.2 Career development

Career development refers to the actions that an employee takes to implement his plan.

Planning and managing career development requires additional efforts from the employee and from the authority, including:

providing the employee with opportunities for professional growth, ensuring a higher standard of living;

a clearer definition of the employee's personal professional prospects;

the possibility of purposeful preparation for future professional activities;

increasing the competitiveness of the employee in the labor market.

The primary responsibility for planning and developing one's own career lies with the employee. The head of the authority and management acts as a mentor or sponsor of the employee. His support is essential for successful development career, as he manages resources, manages the process of organizing all activities labor collective Human resources services play the role of consultants and organizers of the career development process of employees. They seek to form the interest of employees in career development.

Employee self-organization plays an important role in career management..

For successful career development, not only the successful work of management bodies is important, but also the personal initiative of the employee. Knowing your interests, your abilities and capabilities is the starting point in a career.

A survey conducted in the Administration of the urban-type settlement Igrim revealed the reasons that hinder the effective management of the career of state and municipal employees:

1. The absence of a targeted policy of strategic and tactical planning for career growth.

2. Lack of a career management information support system, including data from internal and external marketing research:

insufficient funding for advanced training of state and municipal employees;

insufficient use of methods of active training of state and municipal employees, especially young professionals.

These factors hinder the development of state and municipal employees, slow down professional growth, and lead to their creative and intellectual "wear and tear".

The priority measures to improve the management system for the career growth of state and municipal employees include:

delegation of authority in the career development of state and municipal employees;

personnel service - through the implementation internal marketing quantitative and qualitative indicators of changes in their professional activities; - through the definition of areas for advanced training for each of them, tracking professional growth after training; - through marketing external environment, determination of career prospects for state and municipal employees;

training of executives in the ways and forms of development, ensuring the career growth of state and municipal employees;

stimulating the initiatives of state and municipal employees, providing them with the opportunity to improve their skills in various forms;

introduction to the staff list of the position of a personnel development specialist with the development of his functional duties, forms of communication with all structural divisions, without replacing their activities.

Chapter 4. Suggestions for Business Career Management

4.1 Strategic development plan

By strategy, we mean an important goal-setting for a period of three years or more. Accordingly, a career strategy is a constructive answer to the question "Who to be?", related to rather long planning periods.

Career strategy is dynamic because it is influenced by many different factors, mainly the market, the changing conditions of which have a great influence on professional preferences and final career goals.

The prestige of various professions passes the test of time and does not always stand it.

The accuracy of the forecast and trends in the development of the labor market directly affects the success of a particular career strategy. In fact, over the past 20 years there has been a change in the socio-economic formation - from a planned non-market socialist to a developing near-market one - the current one. Specialists of various professions are faced with the need for serious changes in the usual methods and ways of ensuring their lifestyle, and then with the need for a complete change. People who were in the most active professional age - from 25 to 45 years old, were forced, in the course of the development of an unpredictable political and market situation, to adapt their knowledge, skills, and habits to new needs.

Survived, as successful professionals, those who most quickly managed to develop new professional qualities and stopped clinging to the usual norms and stereotypes of earning income. According to various estimates, of these two "lost" generations, no more than 20% of people found themselves worthy in their new professional life. Most of, unfortunately, "did not have time" for the outgoing train of changes. An interesting phenomenon - the most successful were the so-called "triple students", that is, those specialists whose knowledge of the subject area was so superficial that it did not burden them with long conservative torments about the need to change their profession.

As a result, those who counted primarily on themselves were realized professionally. Each of those born can describe various life experiments and name several specialties, including the most exotic ones, that have had to be acquired in the past 20 years.

Therefore, when building a career strategy, it is important to decide on the following points:

how much the chosen professional specialization is in demand in the labor market (the level of competition among representatives of this profession);

to what extent the chosen profession is conjuncture stable;

what other career paths of the specialty are adjacent to this profession;

what job position is the limit of the development of this specialization;

how much the chosen profession depends on a specific regional market (whether the chosen specialty is international or a product of some region).

If there are answers to these questions, and they allow us to conclude that the desired specialization will allow adequate self-realization, it's time to start setting goals, building their hierarchy and operational planning.

4.2 Operational career development plan

It's better to have a bad plan than not to have any. Therefore, despite the large number of random factors, it is worth trying to identify the main desired goals and outline a sequence of actions to achieve them.

At the planning stage, it was more correct to consider the process of building one's career not as a continuous action that continues throughout one's life, but as a sequence of projects, that is, actions with a certain result, limited in time and resource. This will facilitate the development of concrete steps to translate career ideas into reality.

As we have already noted, it is difficult at the very beginning of your professional path to decide once and for all how to choose a specific career.

The division of all career guidance activities and the implementation of this orientation into reality into a series of projects can significantly reduce the planning horizon, specify goals, and therefore increase the accuracy of plans and forecasts.

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An equally important link in the system of recruitment and placement of personnel in the civil service, along with the mechanism for admission to the civil service, is the planning and management of the career of a civil servant. It is a question of choosing the direction in which one should concentrate one's efforts, taking into account professional training, individual experience, strong and weak personal qualities, as well as the possibilities for their implementation1.

According to V. V. Cherepanov, a prominent researcher on the development of the institution of civil service, 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 in a particular field of activity; achievement of fame, glory, profit.

The career of a person, including an employee, 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. social life. We 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 a narrow sense, a career is an official promotion, the achievement of a certain official and social status in professional activities, the occupation of a certain position. Career in this case is a path consciously chosen and implemented by an employee. promotion, the desire for the intended status - official, qualifying, 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 position (status) of the individual.

There is the concept of "careerism". How to treat him? Healthy is definitely to be encouraged. But perverted careerism turns into its opposite. This is an immoral quality that characterizes the behavior and personality of a person who subordinates all his professional and personal activities only to the goal of promotion. The careerist is ambitious and is ready at any cost to fulfill the instructions of his superiors in order to improve his official position. He is selfish, in fact, he is characterized by indifference to the fate of the people around him and the interests of the service.

Law No. 79-FZ highlights the priority areas for the formation of civil service personnel:

• * professional training of civil servants, their retraining, advanced training and internships in accordance with the programs of professional development of civil servants;
• * promotion of career growth of civil servants on a competitive basis;
• * rotation of civil servants;
• * formation of a personnel reserve on a competitive basis and its effective use;
• * assessment of the results of professional performance through certification and qualification exam;
• * the use of modern personnel technologies when entering the civil service and its passage.

In career planning, a number of formalized procedures can be applied, taking into account modern tendencies organizational development and management science requirements.

At the heart of the career planning program is the desire to combine the needs of the state body with the interests (professional and personal) of civil servants. For a public body, the calculation is a higher level of return of civil servants who are interested in their career, i.e. in the ability to achieve a certain official position (vertical development) or a more meaningful, diverse work that better meets professional interests (horizontal development).

One of critical factors for the leader is the responsibility for the development of subordinates, as well as for planning their careers. The initiative can come from the leader or from the subordinate. But the leader must induce in subordinates the desire for career development and the development of individual career plans, although participation in them is a voluntary matter. He also has the right to approve or reject them, to introduce the necessary, in his opinion, adjustments to the career plans of a civil servant.

Such influence is realized through the discussion of proposals made by civil servants, which are recommended to be carried out in a rather mild and frank form, acting by persuasion, and not by coercion.

When planning a manager's career, it is necessary to strike a balance between assessing the contribution to the achievement of goals and to the development of subordinates.

Of great importance is the mechanism for identifying candidates from various structural divisions of the organization. In Western practice, they are usually used in parallel:

• * Evaluation and consideration of candidates for structural units;
• * less formal procedures for interviews conducted by senior management;
• * verification of leaders by connecting them to various problem groups (people are best revealed in action when solving real problems);
• * open discussions to discuss candidates.

At the same time, as a rule, they strive to have a large selection of candidates. In this case, there are guarantees against errors. So, before hiring a senior manager, management conducts extensive training in several areas - sources of personnel. First of all, a group of promising candidates is selected in the structural unit in which it is planned to replace the head. The second group of candidates is selected by the personnel service on the basis of checking the compliance of these employees with the requirements for the position of the head of a structural unit (primarily by the nature of previous work experience). Finally, a group of candidates from the outside can be selected (for each source, approximately 5-10 people)

It is time to renew the principle of personnel rotation: to send state civil servants from the federal center to the regions, and to promote them from the regions to federal bodies, so that, firstly, regional personnel have an incentive to rise to positions in Moscow, and secondly, so that young promising personnel from the federal center could be appointed to senior positions in the subjects of R

Introduction 3

1. Theoretical legal framework career development of civil servants 5

1.1 Essence of career development of civil servants 5

1.2 Career management principles for civil servants 9

1.3 Legal basis for managing the career development of civil servants 13

2. Features of the organization of the promotion of civil servants 16

2.1 The system of professional education and development of civil servants 16

2.2 Problems of assessment and development of professional competencies of civil servants 21

2.3 Prospects for the promotion of civil servants in the civil service 26

Conclusion 30

References 32

Introduction

Relevance of the research topic. In today's unstable political and economic situation, the professionalism of civil servants determines the effectiveness of government. The relevance of economic investment in labor capital, the creation of the most effective conditions for the use of all the capabilities and abilities of the individual, through the development of professional competencies and increased labor activity are the requirements of a new era of personnel management.

The formation of a highly professional and competent composition of the civil service is one of the strategic objectives modern public administration, the most important condition for the successful implementation of reforms, sustainable development Russian society. From the professionalism and competence of the personnel of the bodies state power depends on the effectiveness and efficiency of the entire system of public administration. Any idea, any accepted managerial decision is preceded by a contingent of civil servants.

However, the issues of formation of professional competence of employees in the field of state and municipal government still remain to some extent on the periphery of scientific discourse, are not sufficiently developed practical advice on the development of personal and professional skills and abilities of modern civil servants.

Thus, the problem of organizing the professional development of civil servants requires the introduction of a competency-based approach to traditional assessment technologies and the creation of organizational structures - centers for assessment and professional development of employees.

The object of the study is the professional development of civil servants.

The subject of the study is career opportunities for civil servants.

The purpose of the course work is to consider the process of managing the career growth of civil servants and offer prospects for the advancement of civil servants in the civil service.

As a result of this goal, it is necessary to solve the following tasks:

Consider the essence of career development of civil servants;

To study the basic principles of managing the career development of civil servants;

Consider the legal framework for managing the professional development of civil servants;

To study the system of vocational education and development of civil servants;

Consider the problems of assessing and developing the professional competencies of civil servants;

Offer prospects for the advancement of civil servants in the civil service.

The research methods in the term paper are: the method of scientific literature, the method of system analysis and operations research, statistical method, the method of generalizations.

The theoretical basis for writing the term paper was: regulatory legal acts, statistical materials, works of leading domestic authors, articles published in periodicals

The structure of the work is determined in accordance with the goals and objectives of the study. The structure of the work consists of an introduction, two chapters, six paragraphs, conclusion, bibliography.

1. Theoretical and legal foundations for the career growth of civil servants

Essence of career development of civil servants

Human resource management is one of the most important activities and is one of the main criteria for success, even ahead of the improvement of the technical process. It is possible to have excellent technology, but at the same time unskilled employees, and as a result, the work will be ruined. Hence, a key component in the technology of personnel management is business career management. It can also be argued that building a career is one of the strong motivational factors in a person's work.

The career of civil servants is one of the promising and poorly studied forms of career management. Opportunity for career advancement in modern world is one of the most important motivating factors for young people, an indicator of a person's success.

Keep in mind that building a career in government organizations depends on a number of factors:

Possibility to combine duties;

concentrations of power;

Systematic manifestation of their capabilities in different situations; fast adaptability to changing conditions;

Good relationship with superiors;

The presence of connections.

During the period of reforms, there is an acute need to attract young, talented specialists to state organizations. But in reality, the situation is the opposite: on the one hand, state organizations are interested in only the best, motivated personnel coming to work and building a career, on the other hand, there is no way to provide them with a clear perspective further development and career growth. Therefore, the study of the factors and problems associated with career opportunities in public organizations are integral elements that will allow the development of certain recommendations, improve performance, and promote efficiency.

According to the results of numerous studies, the possibility of building a career is one of the main motivating factors for a young civil servant, in addition, a career is a kind of indicator of a person's success in the modern world.

The classic view of the vertical intra-organizational career is described as a gradual alternation of various stages associated with the age of the worker, such as placement, rotation, stabilization and exit. According to this theory, career success is characterized by the amount of salary or promotion up the organizational hierarchy.

E. Shane considered a career as the result of interaction between an individual and an organization, where the so-called "career anchors" are decisive in career development. These are the individual's perceptions of himself and the basic values ​​of life that come from previous experiences and become relatively stable over the course of later life.

These include the desire for independence, for stability, the “managerial” anchor. In 1996, E. Shane added a new anchor to this list - "lifestyle", which is associated with a person's desire for a balance between work and family, as another of the possible manifestations of building a career. Through career anchors for each individual, it is possible to determine the criteria for career success: through the combination of a career anchor and career development, a person can achieve personal success.

The views of D. Hall became the next step. He considered professional career from the point of view of its perception by the individual during his activity in the organization. They were offered 4 criteria for determining the success of a business career. The most common is financial and/or hierarchical success. The next criterion is the personal perception and assessment of the career by the employee himself. The other two are career identity and career adaptability. The emergence of this theory has changed the perception of career, as only a vertical movement through the ranks, adding to this the sum of personal views and attitudes of the individual to his career. It becomes important not only to move up the career ladder, but to evaluate a career.

D. Hall also notes that when assessing the success of a career for an individual, both his personal opinion and the perception of his career by others are important.

It can be concluded that all scientists tried to solve the problem of a person moving up the career ladder within the organization, thus forming a “model for the development of vocation”.

Today, there are many approaches to understanding a career, dividing it into types based on certain characteristics. In a variety of dictionaries, you can find different definitions of the concept of a career: for example, successful promotion in the field of social, service, scientific, etc. activities or running, life path, field. As well as promotion in any field of activity, achieving fame, fame, benefits, designation of occupation, profession. As for the scientific literature, it should be noted that there is still no single approach to the definition of the concept of "career".

Numerous researchers distinguish between two general types of career:

professional career;

Intraorganizational (official) career.

A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through different stages of development: training, employment, professional growth, support for individual abilities, and finally retirement. A particular employee can go through these stages sequentially in different organizations. Along with a professional career, an intra-organizational career should be distinguished. It covers the successive change of stages of development of an employee within the same organization. Intraorganizational career is realized in three main directions.

Civil servant careers include the following features:

It covers all the listed types of career process, incorporates all the properties inherent in a career in general. It can be expressed both in the promotion of the service along the steps of the hierarchy, and in the improvement of its professionalism when employees move along the functional links of the organizational structure;

The very profession of "civil servant" or "municipal employee", meaning the type of leader focused on activities in a market economy, is a complex entity. To master it, it is necessary to have the most highly organized of personal qualities and abilities, to possess the most complex of practical skills, and all this has a great influence on the characteristics of a career in this professional activity;

Being an important figure in the organization, the employee with his professional growth largely determines the growth of the organization as a whole, and the characteristics of the organization are largely interdependent on the characteristics of the personality of the employee, which also leaves a strong imprint on the nature of the career. As guides to the implementation of programs to achieve the goals of the organization, responsible for the success of their implementation, state and municipal employees, in fact, personify the organization itself, being carriers of its culture and image;

A state or municipal employee, to a greater or lesser extent (everything depends on his position in the hierarchy), is both the creator and the consumer of the career movement system. It creates a social context, the meaning of work within the organization and for subordinates and for himself.

Thus, the career of a state and municipal employee as a subject of research is a complex, complex, multifaceted phenomenon, and for the most complete, adequate study of it, it is necessary to rely on the listed principles, rules and requirements for the implementation of career research in general, taking into account the peculiarities of the career of employees in In particular, Career is one of the most important social mechanisms for the implementation of the Federal Law on the State Civil Service of Russia. At the same time, the provision of a career should be carried out in accordance with the interests of both the civil servant and the state as a whole.

Similar information.

Introduction

1.1 Career definition

1.2 Stages of a business career

1.3 Career types

3.1 Planning

3.2 Career development

Conclusion

Bibliographic list

Introduction

Professionalism is not only the development of abilities, but also deep knowledge of one's type of activity, non-standard thinking, strong and stable motivational charge for the implementation of specific activities and the achievement of high results in it.

What is a career? What do you want to become? What do you want from life? Find your niche and stay there? Or keep growing? What do you prefer - to live and build a career, or just live for your own pleasure and not build anything? One excludes the other.

In any case, you need to be clear about what you really want. Those who believe that you can just live and build a career on its own are deeply mistaken. If a person wants to make a career, he must do it all the time, all his life, starting from school, because a career is, first of all, self-realization. Although, on the other hand, if state and municipal employees work 10-15 hours a day, then this signals that employees are doing something wrong, you are placing emphasis in your activities incorrectly, you are not able to delegate part of the load to others.

For one person, success is the personification of power, for others, the concept of success includes money. Much money. For others, success and fame go hand in hand in life. Sometimes success requires a combination of several components, such as money and fame or power and money.

In light of this, the term "career" has acquired a more significant meaning, a clearer outline. Russian employees have learned that the process of career advancement is subject to study, forecasting, and management. Opportunity to "make" a career has opened up.

This work is devoted to the development of a model for managing the career growth of state and municipal employees.

It deals with issues related to the problems of organization and career management; contains an overview of methods for managing the career of a state and municipal employee.

The relevance of the chosen topic lies in the need to improve the process of managing the career of state and municipal employees, and therefore the new requirements that the system of state bodies, and the main executive power put forward to their employees and which must be met.

The object of the study is the system of personnel motivation in state and municipal authorities.

The subject of the research is the planning and management of the business career of state and municipal employees.

The purpose of the work is to develop proposals for planning and managing the career growth of state and municipal employees.

To achieve this goal, it is necessary to solve the following tasks:

study the literature on this topic;

analyze the legislative framework for the professional development of state and municipal employees;

prepare proposals for planning and managing a business career.

Chapter 1. Business career, its stages and types
1.1 Career definition

In a general sense, a career is the promotion of a person through the steps of a production, property, social, administrative or other hierarchy. Career (from the French cariera) is defined as the successful advancement in a particular field.

The nature, type and pace of a career are determined by the prevailing social relations, the objective opportunities provided by society for its implementation, the circumstances of the life of a particular individual, his personal abilities, purposefulness, marital status, state of health. Career presupposes the existence of mechanisms for social selection of the most capable people in the areas of education, training and advanced training in labor, socio-political, scientific activities.

Only in the last few years, the topic of career has gained wide popularity among Russian scientists and practitioners, which is caused by the reform of all the main areas of our society, the formation of a market economy, which entailed a change in attitude towards many processes and phenomena that have so far remained out of sight due to their negative perception or low level of relevance. What was previously considered a deviation from the norm, a product of bourgeois society, capitalism, was identified with careerism, which is only an insignificant, and besides, deviant manifestation of a career, today it is elevated to the rank of an important indicator of human development in the system of social structure, an essential factor and condition for improvement. socio-psychological climate, increasing labor productivity in the organization of its competitiveness.

Recently, a large number of researchers in various fields of activity have turned to career issues and have given rise to many definitions of the concept of "career".

Career is a dynamic phenomenon, that is, a constantly changing and developing process. A career can be viewed in both a narrow and a broad sense. In a broad sense, the concept of "career" is defined as "the general sequence of stages of human development in the main areas of life (family labor leisure)". A career is not only promotion. You can talk about the career of housewives, mothers, students.

Career is:

1) individually conscious position of a person's behavior associated with his work experience and activities throughout his working life;

2) the actual sequence of steps occupied (positions, jobs, positions) in the team.

In a narrow sense, a career is associated with a person's work activity, with his professional life. A career is understood as purposeful official and professional growth, "progressive promotion through the ranks, changes in skills, abilities, qualifications and remuneration associated with the employee's activities." All this has to do with the organizational aspect of a career.

The personal aspect involves the consideration of this phenomenon from the position of a person of personality, reveals the features of the vision of a career by its leader. Related to this is the expression by the individual of a subjective assessment (self-assessment) of the nature of the course of his career process, the intermediate results of the development of his career, personal feelings that are born on this occasion. "Career is an employee's subjectively conscious own judgments about his labor future, the expected ways of self-expression and job satisfaction", it is "an individually conscious position and behavior associated with work experience and activities throughout a person's working life."

Finally, we can single out the social aspect, ideas about a career from the point of view of society. Firstly, these are career routes worked out in the process of development of society, “beaten” paths to achieve certain heights (success) in one or another area of ​​professional activity, in one or another area of ​​public life. Secondly, these are well-established ideas about the nature of movement along these paths, associated with speed, swiftness, the trajectory of a career, the degree of its take-off, and the methods used. These developed general schemes for moving towards success, as well as the specifics of their implementation in life, influence society's assessment of the private careers of individuals, acting as a kind of benchmark for comparison.

1.2 Stages of a business career

On the different stages career person meets different needs:

The preliminary stage includes studying at school, secondary and higher education lasts up to 25 years. During this period, a person can change several different jobs in search of a type of activity that satisfies the needs and meets its capabilities. If he immediately finds this type of activity, the process of self-affirmation of his personality begins, he takes care of the safety of existence.

Then comes the stage of formation, which lasts about five years from 25 to 30 years. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion takes place and there is a need to establish independence. He continues to be concerned about the safety of existence, concern for health. Usually at this age, families are created and formed, so there is a desire to receive wages, the level of which would be higher than the subsistence level.

The promotion stage usually lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, the employee moves up the career ladder. A wealth of practical experience is being accumulated, skills are being acquired, the need for self-affirmation, achieving a higher status and even greater independence is growing, the employee's self-expression as a person begins. During this period, much less attention is paid to meeting the need for security, the worker's efforts are focused on issues related to increasing wages and health care.

The conservation stage is characterized by actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a peak in the improvement of qualifications and there is an increase in it as a result of vigorous activity and special training. The employee is interested in transferring his knowledge to young people. This period is characterized by creative self-expression, it is possible to rise to new service levels. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself, for others who have reached their position through honest work, and for oneself from others. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, there is an increasing interest in other sources of income (for example, participation in profits, capital of his own and other organizations, purchase of shares, bonds).

The completion stage lasts from 60 to 65 years. The employee begins to prepare for retirement. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis (the employee receives less satisfaction from work and experiences a state of psychological and physiological discomfort), self-expression and respect for oneself and other similar people from his environment reach the highest point of the entire career period. The employee is interested in maintaining the level of wages. But seeks to increase other sources of income that would replace wages at retirement and would be a good addition to retirement benefits.

At the last retirement stage, the career in this organization (type of activity) is completed. There is an opportunity for self-expression in other types of activities that were impossible during the period of work in the organization or acted as a hobby (painting, gardening, work in public organizations, etc.). Respect for oneself and fellow retirees stabilizes. But financial and health conditions can make you constantly worry about other sources of income and health.

In order to manage a career, a more complete description of what happens to people at various stages of a career is required.

Any person plans his future, based on his needs and taking into account the prevailing socio-economic conditions. It is not surprising that he wants to have detailed information about his career prospects and professional development opportunities in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full strength, does not strive to improve his skills and considers the organization as a place where you can wait for some time before moving on to a new, more promising job.

When applying for a job, a person sets certain goals for himself, but since the organization, hiring him, also sets certain goals, the hired person needs to be able to realistically assess his business qualities. He must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this.

When applying for a job, a person must know the labor market. Without knowing the labor market, he may make the wrong choice of work. And then the search begins new work.

1.3 Career types

The diversity and complexity of the career phenomenon is also reflected in the diversity of its types, the variety of approaches to its typology. For the classification of career types, many different bases, features, and criteria can be distinguished. According to the environment of consideration, a career is traditionally divided into professional and intraorganizational.

A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual abilities, and finally retirement. A particular employee can go through these stages sequentially in different organizations.

Along with a professional career, an intra-organizational career should be distinguished. It covers the successive change of stages of development of an employee within the same organization.

Intraorganizational career is realized in three main directions:

A career in power is associated either with the formal growth of influence in the organization by moving up the management hierarchy, or with the growth of the informal authority of the employee in the organization.

A qualifying career involves professional growth, movement through the categories of the tariff scale of a particular profession.

A status career is an increase in the status of an employee in an organization, expressed either by the assignment of the next rank for length of service, or an honorary title for an outstanding contribution to the development of the company.

A monetary career is an increase in the level of remuneration of an employee, namely: the level of remuneration, the volume and quality of social benefits provided to him.

As the basis for classification, the characteristics of the course of the career development process can be used.

According to the nature of the flow, linear and non-linear types of career are distinguished. With the linear type, development occurs evenly and continuously, while the non-linear type characterizes the movement, which is carried out by jumps or breakthroughs. As a special case of these types, stagnation (stagnation, dead end) is distinguished, the stage of the absence of any significant changes in a career.

According to the degree of stability, continuity, the division of a career into stable and unstable, intermittent and continuous, respectively, is justified.

If possible, a career is divided into potential (personally built by a person working life path based on his plans, needs, abilities, goals) and real (what has been achieved over a certain period of time)

According to the speed, the sequence of passing the steps of the career ladder, there are high-speed, normal super-adventurous, adventurous, typical, sequential-crisis and other types of career.

In addition, career typology can be applied on the basis of belonging to a certain branch of professional activity, a certain profession. For example, the career of state and municipal employees, the career of a teacher, a lawyer, etc.

The career of state and municipal employees in the light of the above is the most difficult type of career.

Firstly, it covers all the listed types of career process, incorporates all the properties. Inherent in a career in general. It can be expressed both in the advancement of the service along the steps of the hierarchy, and in the improvement of its professionalism when employees move along the functional links of the organizational structure.

Secondly, the very profession "civil servant" or "municipal employee", meaning the type of leader focused on activities in a market economy, is a complex education, in order to master it, you must have the most highly organized of personal qualities and abilities, have the most complex of practical skills, and all this has a great influence on the characteristics of a career in this professional activity

Thirdly, being an important figure in the organization, the employee with his professional growth largely determines the growth of the organization as a whole, and the characteristics of the organization are largely interdependent on the characteristics of the personality of the employee, which also leaves a strong imprint on the nature of the career. As guides to the life of programs to achieve the goals of the organization, responsible for the success of their implementation, state and municipal employees, in fact, personify the organization itself, being carriers of its culture and image.

Fourthly, a state or municipal employee, being to a greater or lesser extent (everything depends on his position in the hierarchy), being both the creator and the consumer of the career movement system. He creates a social context, the meaning of work within the organization and for subordinates and for himself.

Thus, the career of a state and municipal employee as a subject of research is a complex, complex, multifaceted phenomenon, and for the most complete, adequate study of it, it is necessary to rely on the listed principles, rules and requirements for the implementation of career research in general, taking into account the peculiarities of the career of employees in particular.

Chapter 2. Legislative framework for the professional development of state and municipal employees
2.1 Professional development of municipal employees

One of the main laws relating to municipal employees is the Federal Law "On municipal service in the Russian Federation" (dated March 2, 2007 No. 25-FZ).

In this law, the subject of regulation are relations related to the entry into the municipal service of citizens of the Russian Federation, citizens of foreign states - parties to international treaties of the Russian Federation, in accordance with which foreign citizens have the right to be in the municipal service, the passage and termination of municipal service, as well as with determination of the legal status of municipal employees.

The impetus for the creation of this regulatory legal act (see above) was preceded by the Federal Law "On the general principles of organizing local self-government in the Russian Federation" (dated October 6, 2003 No. 131-FZ), in which, in accordance with the Constitution of the Russian Federation, it establishes general legal, territorial, organizational and economic principles of the organization of local self-government in the Russian Federation, defines state guarantees for its implementation.

In order to improve professional training, it is necessary to analyze the effectiveness of training, retraining and advanced training programs, to revise the content of training courses and programs in order to make them more practical. Determining the elements necessary for the training of state and municipal employees, in addition to those that they have in basic education. Certification of a municipal employee replacing a municipal position of a municipal service should be carried out in order to improve the activities of local governments, improve the selection and placement of personnel, assess the professional, business and personal qualities of municipal employees and the compliance with the municipal position being occupied, stimulate the growth of qualifications and promotion, assignment qualification grades.

Certification of municipal employees holding positions in local governments is carried out at least once every 4 years attestation commission in the manner prescribed normative act body of local government.

Certification is carried out in three stages:

1) pre-certification period;

It lasts about one month. At this stage, an attestation commission is formed, specific terms for attestation are determined, lists of municipal employees subject to attestation are compiled, a schedule for attestation is approved, and attestation sheets are prepared.

2) certification;

Municipal employees are certified at a meeting of the certification commission, which includes the chairman of the commission, co-chairman, deputy chairman, secretary and members of the commission, as well as the head of the relevant local government body (or his deputy), representatives of the personnel and legal services of the local government body. Certification is carried out at a strictly appointed time in the presence of a municipal employee and the immediate head of the unit in which the person being certified works. The certification commission is presented with a certification sheet, a review of the head and a sheet for an analytical assessment of the professional qualities of a municipal employee, as well as a certification sheet with the data of the previous certification. The assessment of the performance of a municipal employee is based on his compliance with the qualification requirements for the position being replaced, determining his participation in solving the tasks assigned to the relevant unit, the complexity of the work performed, and its effectiveness.

As a result of attestation, a municipal employee is given one of the following assessments:

corresponds to the position held;

corresponds to the occupied state position of the municipal service, subject to the implementation of the recommendations of the attestation commission on his official activities;

does not match the position.

The results of the attestation are recorded in the attestation sheet, which is signed by the chairman, deputy chairman, secretary and members of the attestation commission;

3) post-certification period.

The results of the attestation are reported to the head of the local self-government body, who, taking into account the assessments and recommendations of the attestation commission, must decide:

about promotion;

on the assignment of a qualification category;

about changing the allowance for special conditions of service;

on inclusion in the reserve for promotion to a higher position;

about demotion;

on direction for advanced training, retraining;

on dismissal from office.

As a result, after certification or passing the qualification exam, municipal employees are assigned qualification categories. Qualification categories, the procedure for their assignment and retention upon transfer or admission of municipal employees to other municipal positions of the municipal service or state positions of the public service of the constituent entities of the Russian Federation, as well as upon dismissal of municipal employees from the municipal service, are established by the laws of the constituent entity of the Russian Federation in accordance with federal laws.

2.2 Professional development of civil servants

The presented federal law, Federal Law "On the State Civil Service of the Russian Federation" No. 79-FZ of July 27, 2004, became the subject of regulation of which are relations related to entering the state civil service, its passage and termination, as well as determining the legal status (status ) of a public civil servant is of great importance. It is the public civil service as a type of public service, in the light of the reform of the public service, that requires each employee to rethink his place and role in the district management system, make managerial decisions, provide public services to citizens and organizations, and indicators of the effectiveness and efficiency of the professional performance of each employee.

The implementation of the law, together with the program of reforming the civil service, requires us to organize such an organization of state administration, which should be assessed by the individual, household, and business as effective and efficient.

All this together requires us to have a new vision and understanding of the state civil service, capable of ensuring the reform of the civil service of the district, administrative reform, and reform of local self-government.

The professional performance of a civil servant is carried out in accordance with the official regulations, Job Regulations component administrative regulations of the state body.

The job regulations include: qualification requirements for the level and nature of knowledge and skills for a civil servant who replaces the corresponding civil service position. And also to education, length of service in the civil service (public service of other types) or length of service (experience) in the specialty. Official duties, rights and liability of a civil servant for failure to perform (improper performance) of official duties are also included in the regulations.

The tasks and functions of the structural unit of the state body and the functional features of the position of the civil service occupied in it; a list of issues on which a civil servant is entitled or obliged to independently make managerial and other decisions. A list of issues on which a civil servant is entitled or obliged to participate in the preparation of draft regulatory legal acts and (or) draft management and other decisions.

Terms and procedures for the preparation, consideration of draft management and other decisions, the procedure for agreeing and adopting these decisions; the procedure for official interaction of a civil servant in connection with the performance of his official duties with civil servants of the same state body, civil servants of other state bodies, other citizens, as well as with organizations; a list of public services provided to citizens and organizations in accordance with the administrative regulations of the state body; indicators of the effectiveness and efficiency of the professional performance of a civil servant.

The provisions of the official regulations are taken into account when carrying out:

competition for a vacant position in the civil service;

attestations;

qualification exam;

planning the professional performance of a civil servant.

The results of the execution of official regulations by civil servants are taken into account:

when holding a competition for filling a vacant civil service position or including a civil servant in the personnel reserve;

assessment of his professional performance during certification, qualification exam or promotion of a civil servant. Exemplary job regulations are approved by the relevant public service management body.

Certification of a civil servant is carried out in order to determine his compliance with the civil service position to be occupied. When carrying out certification, the immediate supervisor of a civil servant shall submit a reasoned review on the performance by a civil servant of official duties for the certification period.

The reasoned response is accompanied by information on the assignments performed by the civil servant during the attestation period and the draft documents prepared by him, contained in the annual reports on the professional performance of the civil servant, and, if necessary, an explanatory note of the civil servant on the recall of the immediate supervisor.

Certification is not subject to civil servants who replace civil service positions of the categories "heads" and "assistants (advisers)", if a fixed-term service contract is concluded with the indicated civil servants.

Certification of a civil servant is carried out once every three years. Earlier than the period specified in part 4 of this article, an extraordinary certification of a civil servant may be carried out after acceptance into in due course solutions.

On the reduction of civil service positions in a state body; on changing the conditions of remuneration of civil servants.

By agreement of the parties to the service contract, taking into account the results of the annual report on the professional performance of a civil servant, an extraordinary attestation of a civil servant may also be carried out.

When carrying out certification, the observance by civil servants of restrictions, the absence of violations of prohibitions, the fulfillment of the requirements for official conduct and obligations established by this Federal Law are taken into account.

A civil servant who is on maternity leave or parental leave until he reaches the age of three years shall be certified not earlier than one year after leaving the leave.

For the certification of civil servants, a certification commission is formed by a legal act of a state body.

The composition of the certification committee includes:

a representative of the employer and (or) civil servants authorized by him (including from the division for public service and personnel, the legal (legal) division and the division in which the civil servant subject to certification replaces the position of the civil service),

a representative of the relevant civil service management body, as well as representatives of scientific and educational institutions, other organizations invited by the civil service management body at the request of the employer's representative as independent experts - specialists on issues related to the civil service, without specifying the personal data of experts.

The number of independent experts must be at least one quarter of the total number of members of the attestation commission.

The composition of the attestation commission for attestation of civil servants replacing civil service positions, the performance of official duties for which is associated with the use of information constituting a state secret, is formed taking into account the provisions of the legislation of the Russian Federation on state secrets.

The composition of the attestation commission is formed in such a way as to exclude the possibility of conflicts of interest that could affect the decisions made by the attestation commission.

For the period of attestation of a civil servant who is a member of the attestation commission, his membership in this commission is suspended.

If a civil servant fails to appear for attestation without good reason or the civil servant refuses to be attested, the civil servant is subject to disciplinary liability in accordance with Article 56 of this Federal Law, and the attestation is postponed.

Based on the results of the certification of a civil servant, the certification commission makes one of the following decisions:

corresponds to the civil service position to be replaced;

corresponds to the position to be filled in the civil service and is recommended for inclusion in the established manner in the personnel reserve for filling a vacant position in the civil service in the order of promotion;

corresponds to the position to be occupied in the civil service, subject to successful completion of professional retraining or advanced training;

does not correspond to the replaced position of the civil service.

Within one month after the certification, based on its results, a legal act of the state body is issued stating that the civil servant:

1. To be included in the established order in the personnel reserve to fill a vacant position in the civil service in the order of promotion;

3. Demotion in the civil service.

If a civil servant refuses from professional retraining, advanced training or transfer to another position in the civil service, the representative of the employer has the right to release the civil servant from the position to be replaced and dismiss him from the civil service in accordance with this Federal Law.

A civil servant has the right to appeal the results of certification in accordance with this Federal Law.

In order to improve the professional training of civil servants, it is necessary to conduct a qualification examination.

The qualification exam is passed by civil servants who fill civil service positions of the "specialists" and "providing specialists" categories without limitation of the term of office, and in cases determined by the President of the Russian Federation - civil service positions of the "leaders" category.

A qualification exam is held when deciding on the assignment of a civil service class rank to a civil servant in a civil service position to be substituted as necessary, but not more than once a year and not less than once every three years.

Earlier than the deadline specified in paragraph 2 of this article, an extraordinary qualification exam may be held at the initiative of a civil servant no later than three months after the date of submission of a written application for the assignment of a civil service class rank.

The qualification exam is conducted in the prescribed form in order to assess the knowledge, skills and abilities (professional level) of a civil servant by a competitive or attestation commission.

A civil servant has the right to appeal the results of the qualification exam in accordance with this Federal Law.

The regulation on the procedure for passing a qualification exam by a civil servant of the Russian Federation and the procedure for assessing his knowledge, skills and abilities (professional level) is approved by decree of the President of the Russian Federation.

In accordance with the Federal Program of State Support for Local Self-Government, the creation of a system for training civil servants is a nationwide task. In this regard, it is expedient to legislatively provide for the inclusion in the local budget of the cost of training for the professional training of personnel for the civil service.

Professional training for the civil service is carried out in educational institutions higher professional and secondary professional education in accordance with federal law.

The conclusion of an agreement for training between a state body and a citizen with the obligation to subsequently pass the civil service after graduation within a certain period is carried out on a competitive basis in the manner established, respectively, by a decree of the President of the Russian Federation, a decree of the Government of the Russian Federation and the legislation of the subject of the Russian Federation. Within the framework of this agreement, as well as by agreement of the educational institution of vocational education with the state body, internships and internships for students are carried out in this state body.

The coordination of personnel training for the civil service is carried out by the relevant public service management body.

In order for the head of the highest and middle rank in the system of state and municipal service to learn to think correctly and reason reasonably, courses in logic and even philosophy, penetration into the deep principles of law, economics, psychology, etc. are necessary.

Professional retraining is also useful for narrowly focused training, and in this regard, the main task is to select students when forming groups according to the nature of the activity (close or interacting), and the curriculum should provide for the study of practical experience - i.e. introduction of an internship system.

Additional professional education of a civil servant includes professional retraining, advanced training and internships.

An internship is both an independent type of additional professional education for a civil servant, and a part of his professional retraining or advanced training.

Professional retraining, advanced training and internship of a civil servant are carried out during the entire period of his civil service.

The grounds for sending a civil servant for professional retraining, advanced training or internship are:

1) appointment of a civil servant to another civil service position in the order of promotion on a competitive basis;

2) the inclusion of a civil servant in the personnel reserve on a competitive basis;

3) the results of attestation of a civil servant.

The advanced training of a civil servant is carried out as necessary, but at least once every three years of a civil servant.

Professional retraining and advanced training of a civil servant is carried out in state-accredited educational institutions of higher professional and secondary professional education.

The internship of a civil servant is carried out directly in state bodies and other organizations.

A civil servant may also receive additional professional education outside the territory of the Russian Federation.

Professional retraining, advanced training and internship of a civil servant are carried out with a break, with a partial break or without a break from the civil service.

The type, form and duration of additional professional education are established by the representative of the employer, depending on the group and category of the civil service position occupied by a civil servant, in the manner determined by the President of the Russian Federation.

The passage of professional retraining, advanced training or internship by a civil servant is confirmed by the relevant document of the state standard and is the primary reason for including a civil servant in the personnel reserve on a competitive basis or continuing to fill a civil service position with a civil servant.

A civil servant undergoing professional retraining, advanced training or internship is provided with conditions for mastering educational program additional professional education.

Employee development is not an end in itself. It makes no sense to develop staff if employees do not have the opportunity to realize their increased abilities. It must be remembered that abilities are likely to be put into practice only when there are real opportunities for this. Each program for the development of human resources of the state and municipal service, including the development of abilities and changes in activities and needs, should be focused on a measurable improvement in specific performance indicators of the organization. No change can be made unless it is clear that it will bring about an improvement, a shift that will make the activity more efficient, more purposeful, more satisfying to those involved.

Personnel development issues cannot be resolved at the amateur level, as has been done so far. These issues need to be approached strictly professionally. Until managers recognize the need for knowledge in the field of professional development of personnel, they will continue to face both economic problems and psychological difficulties, and often cause them unintentionally.

In order to move forward, it is necessary to give the heads of the state and municipal service knowledge about the possibilities of increasing the value of human capital in their unit, organization, to form their skills of effective cooperation with HR managers in the field of personnel development.

The development of the federal civil service and the civil service of the constituent entities of the Russian Federation is ensured accordingly federal programs development of the federal civil service and programs for the development of the civil service of the constituent entities of the Russian Federation.

In order to improve the efficiency of the activities of the apparatuses (central apparatuses) of federal state bodies and the apparatuses of state bodies of the constituent entities of the Russian Federation and the professional performance of civil servants in a separate state body or in its independent structural unit, experiments may be carried out within the framework of the relevant programs for the development of the civil service.

The procedure, conditions and terms for conducting the experiment within the framework of the relevant programs for the development of the civil service are established:

1) in a separate federal state body or in its independent structural subdivision or in its territorial body by the President of the Russian Federation or the Government of the Russian Federation;

2) in a separate state body of a constituent entity of the Russian Federation or in its independent structural unit by law or other regulatory legal act of a constituent entity of the Russian Federation.

Chapter 3
3.1 Planning

The main task of career planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely: achieving the relationship between the goals of the organization and the individual employee; ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations; ensuring the openness of the career management process; elimination of "career dead ends", in which there are practically no opportunities for employee development; improving the quality of the career planning process; formation of visual and perceived criteria for career growth used in specific career decisions; studying the career potential of employees; providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations; determination of career paths, the use of which will satisfy the quantitative and qualitative need for personnel at the right time and in the right place.

Planning and control of the business career of state and municipal employees lies in the fact that from the moment an employee is accepted into the service and until the proposed dismissal, it is necessary to organize a systematic horizontal and vertical promotion of employees through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

3.2 Career development

Career development refers to the actions that an employee takes to implement his plan.

Planning and managing career development requires additional efforts from the employee and from the authority, including:

providing the employee with opportunities for professional growth, ensuring a higher standard of living;

a clearer definition of the employee's personal professional prospects;

the possibility of purposeful preparation for future professional activities;

increasing the competitiveness of the employee in the labor market.

The primary responsibility for planning and developing one's own career lies with the employee. The head of the authority and management acts as a mentor or sponsor of the employee. His support is necessary for successful career development, since he manages the resources, manages the process of organizing all the activities of the labor collective. The personnel management services play the role of consultants and organizers of the career development process of employees. They seek to form the interest of employees in career development.

Employee self-organization plays an important role in career management.

For successful career development, not only the successful work of management bodies is important, but also the personal initiative of the employee. Knowing your interests, your abilities and capabilities is the starting point in a career.

A survey conducted in the Administration of the urban-type settlement Igrim revealed the reasons that hinder the effective management of the career of state and municipal employees:

1. The absence of a targeted policy of strategic and tactical planning for career growth.

2. Lack of a career management information support system, including data from internal and external marketing research:

insufficient funding for advanced training of state and municipal employees;

insufficient use of methods of active training of state and municipal employees, especially young professionals.

These factors hinder the development of state and municipal employees, slow down professional growth, and lead to their creative and intellectual "wear and tear".

The priority measures to improve the management system for the career growth of state and municipal employees include:

delegation of authority in the career development of state and municipal employees;

personnel service - through the implementation of internal marketing of quantitative and qualitative indicators of changes in their professional activities; - through the definition of areas for advanced training for each of them, tracking professional growth after training; - through marketing of the external environment, determination of career prospects for state and municipal employees;

training of executives in the ways and forms of development, ensuring the career growth of state and municipal employees;

stimulating the initiatives of state and municipal employees, providing them with the opportunity to improve their skills in various forms;

Introduction to staffing positions of a specialist in personnel development with the development of its functional duties, forms of connections with all structural divisions without changing their activities.

Chapter 4. Suggestions for Business Career Management
4.1 Strategic development plan

By strategy, we mean an important goal-setting for a period of three years or more. Accordingly, a career strategy is a constructive answer to the question "Who to be?", related to rather long planning periods.

Career strategy is dynamic because it is influenced by many different factors, mainly the market, the changing conditions of which have a great influence on professional preferences and final career goals.

The prestige of various professions passes the test of time and does not always stand it.

The accuracy of the forecast and trends in the development of the labor market directly affects the success of a particular career strategy. In fact, over the past 20 years there has been a change in the socio-economic formation - from a planned non-market socialist to a developing near-market one - the current one. Specialists of various professions are faced with the need for serious changes in the usual methods and ways of ensuring their lifestyle, and then with the need for a complete change. People who were in the most active professional age - from 25 to 45 years old, were forced, in the course of the development of an unpredictable political and market situation, to adapt their knowledge, skills, and habits to new needs.

Survived, as successful professionals, those who most quickly managed to develop new professional qualities and stopped clinging to the usual norms and stereotypes of earning income. According to various estimates, of these two "lost" generations, no more than 20% of people found themselves worthy in their new professional life. Most of them, unfortunately, "did not have time" for the outgoing train of changes. An interesting phenomenon - the most successful were the so-called "triple students", that is, those specialists whose knowledge of the subject area was so superficial that it did not burden them with long conservative torments about the need to change their profession.

As a result, those who counted primarily on themselves were realized professionally. Each of those born can describe various life experiments and name several specialties, including the most exotic ones, that have had to be acquired in the past 20 years.

Therefore, when building a career strategy, it is important to decide on the following points:

how much the chosen professional specialization is in demand in the labor market (the level of competition among representatives of this profession);

to what extent the chosen profession is conjuncture stable;

what other career paths of the specialty are adjacent to this profession;

what job position is the limit of the development of this specialization;

how much the chosen profession depends on a specific regional market (whether the chosen specialty is international or a product of some region).

If there are answers to these questions, and they allow us to conclude that the desired specialization will allow adequate self-realization, it's time to start setting goals, building their hierarchy and operational planning.

4.2 Operational career development plan

It's better to have a bad plan than not to have any. Therefore, despite the large number of random factors, it is worth trying to identify the main desired goals and outline a sequence of actions to achieve them.

At the planning stage, it was more correct to consider the process of building one's career not as a continuous action that continues throughout one's life, but as a sequence of projects, that is, actions with a certain result, limited in time and resource. This will facilitate the development of concrete steps to translate career ideas into reality.

As we have already noted, it is difficult at the very beginning of your professional path to decide once and for all how to choose a specific career.

The division of all career guidance activities and the implementation of this orientation into reality into a series of projects can significantly reduce the planning horizon, specify goals, and therefore increase the accuracy of plans and forecasts.

In order to clearly plan your career in the form of a sequence of projects, it would be good to master the technology of planning and project management. We do not set ourselves the task here to teach the basics of these courses, however, we will analyze an example of career development from the point of view of project management methodology.

And so, first of all, when opening a project to develop your career, you should decide on a foreseeable goal for the foreseeable period. For example: working as a municipal employee, you can set yourself the task of becoming a civil servant.

These are convenient and achievable goals if at least some work is already there. However, for young professionals, the formulation of the answer to the question of what they would not like to work is often much easier than choosing the desired career. Well, this can also be a method of forming a project plan: identify specialties that are adjacent to the received professional field, but are not the desired career object in the near future. And from the rest already choose those activities that cause the least rejection.

Of course, it is always better to proceed from a positive attitude when choosing a career, but a number of people divide their whole lives into two types of activities: That is, they earn "for food" in one way, but self-realization is provided differently - through a hobby, through non-commercial activity, but sometimes through activities that bring a small income, which is not enough for the usual way of life - but they do not have such a task.

Determining the main goals of the project for the development of one's career, the timing of achieving these goals and the resources necessary for the implementation of the project is the main) invariable part of the project.

The fundamental condition is the immutability of the essence of the project until the result is achieved. Otherwise, the result will never be achieved. "Here we have chosen a direction for ourselves - and let's go!" - confidently asserted the foreman, the hero of the movie "Kin-dza-dza", who believed that he was going to Ashgabat, moving along a completely different planet in a different Galaxy. And, characteristically, he got out of what seemed initially a hopeless situation!

After determining the essence of the project, it is necessary to proceed to the actual planning, that is, to determine the logical sequence of solving a series of tasks leading to the implementation of the project. In order to take into account all the possible tasks that need to be solved, it is better to spend a small " brainstorm", bringing together various participants who will be able to "throw" a large number of steps required for the successful flow of the project. At the same time, each proposal should be taken into account and included in the implementation program, even if it is a task from the series "get an appointment with the president of the country and get it has a monopoly on the alcohol trade. "Each of the tasks should be connected with deadlines, conditions for fulfillment and the resources necessary for fulfillment. As a result, a general plan is born, a draft of actions on the way to the goal.

After a detailed draft plan with all tasks and activities has been drawn up, the optimization process should begin. And this means a critical passage through the entire plan again and the removal of those tasks from it, the solution of which is not mandatory or impossible with the available resources or the available time limit. It is at this stage, at this stage, that tasks like a visit to the president of the country will be crossed out if there is not enough administrative resource to carry them out.

Immediately, at the planning stage, such tasks should not be discarded, despite their seeming absurdity, because it is very difficult to separate the realizable tasks from the unrealizable ones at the time of drawing up the plan. An attempt to initially limit oneself to only well-known and understandable tasks can lead to a primitive algorithm of actions that pre-limits the project to only standard tasks and conditions, and, consequently, depriving it of competitiveness. The whole project can then be reduced to the task of "study well and work well," which is unlikely to move the planner up the desired career ladder, because it will not single out the same applicants from a large number. In the course of optimization, tasks are checked for logical coherence, their dependence on each other, for the need and sufficiency of available resources to complete the project tasks, determining the time frame for solving each task, building the order and sequence of specific steps.

The employee must reflect in the career plan, professional goals, life stages, introspection, self-improvement, as well as personal qualities and actions with which he wants to achieve a prestigious and highly paid position in society.

And the main thing in any planning is to remember that the necessary and sufficient condition is, first of all, the active life position of a "careerist" and the desire for development.

4.3 Career management model for municipal and state employees

The career management process is two-way. Its basis is left by the relationship between the subject and the object of management. The object is a career as an increase in the value of human capital, in our case, a state and municipal employee. The subject of management can be either himself or his leader. In a situation where the subject is the employee himself, one should talk about managing a personal career, if the leader is we are talking about business career management.

Career management involves establishing the correspondence between the individual career plans of employees and the development objectives of the region.

Career planning for a municipal and civil servant involves identifying their individual capabilities, inclinations, meeting development needs, which in itself does not guarantee career advancement, but promotes professional growth, increases their significance and self-esteem.

In career management of state and municipal employees, methods of career growth management are used: administrative, economic, sociological, managerial, psychological (Table 1).

Table 1

№	Ways to manage career growth	Methods of influence
1.	Administrative	Laws, decrees, resolutions, state standards, regulations approved by state bodies. Instructions. Organizational charts, in the process of operational management. Selection, assessment, placement and training of municipal and state employees.
2.	Economic	Financial incentive. Motivation of labor activity. Salary. economic sanctions. promotion.
3.	Social	Use of the social management mechanism (relationships in the team, social needs). The use of informal factors, the interests of the individual, the team.
4.	Psychological	Continuation of the table. one Orientation to a specific person, strict personification. Appeal to the inner world of state and municipal employees, their experience, intelligence. Disclosure of the internal potential of state and municipal employees. Planning on a diagnostic basis of the goals of individual development. Identification of criteria for the effectiveness of the activities of state and municipal employees.
5.	managerial	Evaluation of the communicative culture of state and municipal employees. Assessment of their competence. Identification of problems at work. Organization of schools of excellence, young state and municipal employees. Studying the professional opportunities of state and municipal employees

The effectiveness of managing the career growth of state and municipal employees is measured by the degree of achievement of the goals set at predetermined costs for the career advancement of state and municipal employees, whose income, other things being equal, increases with an increase in investment in their creative and intellectual potential, which ensures an increase in the quality of work.

I present to your attention a model for managing the career growth of state and municipal employees (Fig. 4.1).

The managerial competence of the leader is a fundamental element of the model. It lies in the principles and methods of influencing the motivation of employees by management.

Individual needs for self-development and self-realization is one of the main principles of business career management, since the mismatch of personal needs with a business career management plan does not contribute to professional growth and the achievement of management goals.

The needs and interests of the state authorities: attracting candidates for vacant positions, helping employees achieve the required standards and facilitating their entry into public authorities., identifying differences between candidates and selecting candidates that best suit the requirements of the position.

Building career plans: determining the quantitative and qualitative needs for personnel, career planning (career promotion).

A large number of employees associate their activities with the desire to realize themselves in the management sphere (37%) and take a worthy place in society (24%). In state and municipal authorities for many employees such values ​​as respect for people (92.4%), creative nature of work and self-realization of abilities (87.3%), reputation (64.4%) are of priority importance.

It is on these interests of modern officials that existing system motivation. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Myself modern man is changing. And along with it, motivational technologies should also change.

Individual needs of state and municipal employees in self-development and self-realization

Needs and interests of public authorities

Career plans

Management bases: development; motivation of activity and behavior.

Principles: continuity; cooperation; variability;

openness; correlation of personal career plans

with regional development programs.

Methods: administrative; economic; sociological; psychological; pedagogical.

Functions: goal setting; planning; coordination (regulation); stimulation; the control.

Security: personnel; methodical; psychological; informational; financial; legal; technical.

Fig. 4.1 Career growth model for state and municipal employees

Conclusion

Human resource management is one of the most important activities of the organization and is considered the main criterion for success, even ahead of the improvement of the technical process in importance). You can have excellent technology, but the work of unskilled employees will be ruined. Thus, the key component is business career management, employee management technology.

The planning and control of a human career lies in the fact that from the moment an employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs. An employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion.

Business career management allows you to achieve employee dedication to the interests of the organization, increase productivity, reduce staff turnover and more fully disclose human abilities.

Any employee plans his future based on his needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the prospects for career growth and opportunities for advanced training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of the command becomes weak, the person does not work at full strength, does not seek to improve his qualifications and considers the organization as a place where you can wait for some time before moving on to a new, more promising job.

The current stage of the scientific and technological revolution, as already mentioned, has led to a qualitative change in the role of man in management, turning him into a decisive factor in the latter. Today's worker must have strategic thinking, enterprise, wide erudition, high culture. This put on the agenda the demand for continuous development of a business career, i.e. carrying out activities that contribute to the full disclosure of the personal potential of state and municipal employees and the growth of their ability to contribute to the activities of the organization.

As a result, we can state that the "human factor" plays a decisive role in managing a business career. Technologies of the personnel management process are of decisive importance for the results of the work as a whole.

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Official website of the Garant system: garant.

480 rub. | 150 UAH | $7.5 ", MOUSEOFF, FGCOLOR, "#FFFFCC",BGCOLOR, "#393939");" onMouseOut="return nd();"> Thesis - 480 rubles, shipping 10 minutes 24 hours a day, seven days a week and holidays

Lazukova Evgeniya Andreevna Labor career of state and municipal employees of modern Russia: dissertation ... Candidate of Sociological Sciences: 22.00.04 / Lazukova Evgenia Andreevna; [Place of defense: Nizhny Novgorod State University named after N.I. Lobachevsky].- Nizhny, 2016.- 241 p.

Introduction

Chapter 1. Theoretical and methodological prerequisites for the study of a career in the civil service 14

1. Labor career as a subject of sociological research 14

2. Sociological approaches to the analysis of a labor career as a form of social mobility 26

3. Sociological vision of the civil service and career of a civil servant 41

Chapter 2 Civil service and civil servants in the context of a career 64

1. Civil service and its institutions as a sphere of labor movements 64

2. Social characteristics of state (municipal) employees of various types of career 83

3. Career in the value system of state (municipal) employees 97

Chapter 3 Factors and features of the career of state and municipal employees 104

1. Horizontal and vertical careers of civil servants 104

2. Factors of the career of state (municipal) employees 122

3. Comparative analysis of the career of state (municipal) employees and specialists 138

Conclusion 153

Bibliography

Introduction to work

Relevance of the research topic. The development of the country is connected not only with the creation of goods, the progressive movement of science, but also with the competent management of the country. Modern society cannot be imagined without civil servants. Societies of the 21st century are so complex that they must be managed by professionals, experts in their field, which implies a complex system of state administration. Today, every state apparatus is based on bureaucratic principles of organization.

For effective management the cadres that make up the bureaucratic apparatus are significant to the state. A civil servant can effectively manage if he is in "their" place in terms of personal and professional qualities, has all the necessary resources for his work and receives job satisfaction.

Permanent changes in the Russian civil service system indicate that the best, optimal mechanisms for the functioning of Russian civil servants have not yet been found.

The processes of labor mobility play a rather significant role in the state apparatus. The high turnover of personnel in the lower echelons of power once again indicates that the most acceptable ways to organize the career advancement of state and municipal employees are absent in Russia today. The bureaucracy itself, the foundations of its functioning, and especially the system of career advancement, require careful revision and optimization.

The interest of the Russian authorities in civil servants is constantly high. Do efficient work public servants are trying mainly by reducing their numbers and fighting corruption. However, in order to modernize the country's public administration system, research is urgently needed on issues of the career of civil servants, factors, motives and types of their career advancement. A real opportunity to build a career in the state

military (municipal) service will allow to organize the work of employees, "turn on" additional motivators to work.

An analysis of the issues of labor mobility in the state and municipal service allows us to consider the labor career of its employees as a tool for managing the state apparatus.

The degree of scientific development of the problem. The problem of a working career is being actively studied in sociological science.

In Russia, a wide range of career issues in work is being studied. A labor career is analyzed, firstly, as a social phenomenon (with the identification of socially typical, the establishment of career motives and factors characteristic of certain groups of workers), and secondly, as a gender phenomenon (usually with proof or refutation of discrimination against women in the studied area of ​​employment, and also with prevalence gender stereotypes and their impact on career building); thirdly, in an interdisciplinary aspect, taking into account the knowledge of sociology, management and personnel management (to highlight the problem of managing an employee's career, etc.), fourthly, as a form of social mobility.

We will consider a work career as a form of social mobility.

It is possible to explore a career in work as a form of social mobility using various approaches, among which the main ones are: a functional approach (E. Durkheim, T. Parsons, R. Merton, P. Sorokin (“Social mobility”)), conflict management (K. Marx , F. Engels, G. Simmel, L. Koser, R. Dahrendorf), phenomenological (A. Schutz, M. Scheler), as well as structural constructivism (or the integral approach of P. Bourdieu), rational choice theory (J. Coleman, M. Granovetter), the paradigm of social action (V. Pareto, T. Parsons, J. Habermas, W. Schluchter, M. Weber (“Basic Sociological Concepts”)).

Bureaucracy as a special phenomenon is studied in the works of M. Weber ("Economy and Society"), P. Bourdieu, Z. Bauman, K. Marx, E. Fromm, G. Marcuse, J.-P. Sartre, D. Waldo, V. Ostrom, V. Wilson, G. Simon, M. Crozier, P. Blau.

The formation of the sociology of bureaucracy in our country cannot be imagined without the ideas of K. Kavelin, B. Chicherin, A. Gradovsky 1 .

For the implementation of the tasks of the dissertation research, it is important to work on the motivation of the behavior of workers, which is described in detail in the works of domestic scientists A.G. Zdravomyslova, V.A. Yadova 2 , V.I. Gerchikov 3 .

The factors that determine a working career are considered in monographs and scientific articles by such authors as A.G. Efendiev and E.S. Balabanova 4 , L.N. Kurbatov and V.N. Stegniy 5, P.S. Sorokin 6 , I.I. Korchagin 7 .

In general, modern studies of civil servants concern the following aspects: their number (V.D. Andrianov 8 , V.E. Gimpelson 9 , B.N. Mironov 10); professional development (A.N. Ershov 11 , E.V. Okhotsky 12 , I.P. Bushueva 13); public opinion in relation to civil servants (A.M. Nagimova 14 , M.V. Parshin 15 , N.B. Kosti-

1 See: Kavelin K.D. Favorites. (2010); Chicherin B.N. Course of state science. Part 3: Politics. (1898); Gradovsky A.D. Works. (2001).

See: Zdravomyslov A.G., Yadov V.A. Man and his work in the USSR and after. (2003).

See: Gerchikov V.I. Labor motivation: content, diagnostics, management // Management

human resources management: management and consulting. (2004).

See: Efendiev A.G., Balabanova E.S. Professional career of faculty graduates

management // (2010).

See: Stegniy V.N., Kurbatova L.N. The study of the qualities of an engineer in the context of competence

approach // Higher education in Russia. (2010).

See: Sorokin P.S. The careers of lower and middle managers of Russian business

organizations as a social phenomenon: dis. ... cand. sociological Sciences. (2013).

See: Korchagina I.I., Prokofieva L.M., Festi P. Influence of marriage breakdown on the professional career of men and women // Parents and children, men and women in the family and society. (2009).

See: Andrianov V. Public Administration: World Experience and Russian Realities // Society and Economics. (2001).

See: Gimpelson V.E. The number and composition of the Russian bureaucracy: between the Soviet nomenk-

latura and civil society civil service. (2002).

See: Mironov B.N. social history Russia of the period of the empire (XVIII-early XX century)

See: Ershov A.N. Problems of development of local self-government in the Republic of Tatarstan // Bulletin of the Kazan Technological University. (2011).

12 See: Okhotsky E.V. Public administration in modern Russia. (2008).

13 See: Bushueva I.P. Management of professional development of state citizens
Russian employees: regional aspect: abstract of Ph.D. dis. ... cand. sociological Sciences. (2015).

14 See: Nagimova A.M. The effectiveness of the activities of state and municipal authorities
control as a basis for improving the quality of life of the regional society // Economic
Bulletin of the Republic of Tatarstan. (2011).

15 See: Parshin M.V., Kirsanov M.V. Sociological portrait of a civil servant
// Reform of public administration in Russia: a look from the inside. (2004).

on 1, M.K. Gorshkov 2); reforming the civil service (A.V. Obolonsky 3 , S.N. Smirnov 4 ,
E.P. Tavokin 5); process management in the civil service (M.R. Gilyazeva 6 ,

E.V. Shangina 7); features of bureaucracy as a social group, and sometimes as an estate (S.G. Kordonsky 8 , G.P. Zinchenko 9); mechanisms for selecting and promoting civil servants in Russia and abroad (V.E. Gimpelson 10 , N. Manning 11 , G.A. Monusova 12 , N.N. Klisch 13 , A.V. Obolonsky); factors of their career growth (V.E. Gimpelson, V.S. Magun 14); social portrait of a civil servant (N.G. Chevtaeva 15 , V.E. Boikov 16 , A.A. Zhabreev 17).

1 See: Kostina N.B., Ozornina Yu.P. Efficiency of public administration through the eyes
population of the city of Yekaterinburg: experience of empirical research // Socium and power. (2011).

2 See: Bureaucracy and power in new Russia: the position of the population and the assessments of experts /
M.K. Gorshkov. (2005).

3 See: Obolonsky A.V. The Crisis of the Bureaucratic State: State Reforms
services. International experience and Russian realities (2011); Public service (complex
approach) - political science, law, wages, history, reforms, regional studies. (2009).

4 See: Smirnov S.N. Russian bureaucracy and its role in modernization processes // Mir Ros
these. (2009).

5 See: Tavokin E.P. Optimization of the staff of the state civil service //
Monitoring public opinion: economic and social changes. (2010).

6 See: Gilyazeva M.R. Social aspects of the conflict of interest in professional activity
the integrity of state civil (municipal) employees of the Russian Federation: author. dis. ... cand. co-
ciol. Sciences. (2014).

7 See: Shangina E.V. Sociological support for the management of personnel processes in the state
public civil service of the Russian Federation: author. dis. ... cand. sociological Sciences.
(2010).

8 See: Kordonsky S.G. Class structure of post-Soviet Russia. Part II // World of Russia.
(2008).

9 See: Zinchenko G.P. Civil servants of the region: composition and social features// Sociologists
cal research. (1999).

10 See: Gimpelson V.E., Magun V.S. In the service of the Russian State: prospects and prospects
hurting the career of young officials // Bulletin of Public Opinion: Data. Analysis. Dis
kussii. (2004).

11 See: Manning N., Parison N. Public Administration Reform. International
experience. (2003).

12 See: Monusova G.A. How to become officials and advance in the service // Society
sciences and modernity. (2004).

13 See: Klimenko A.V., Klishch N.N. Russian official - tasks for today // Issues of state
donation and municipal administration. (2012).

14 See: Gimpelson V.E., Magun V.S. Hiring and career of young officials: the ideas of M. Weber and
Russian reality // Russia in reform. (2004).

15 See: Chevtaeva N.G. Sociology of bureaucracy in Russia: pre-revolutionary legacy and modern
mennost // World of Russia. (2009).

16 See: Boikov V.E. Civil Servants: Strokes of a Collective Portrait // Sociologists
cal research. (1997).

17 See: Zhabreev A.A. Modern Russian official (outline for the sociological port
retu) // sociological research. (1996).

Despite the abundance of publications devoted to civil servants, they do not represent a career in the value system of this group; there are no attempts to give social characteristics of civil servants' career types; there is a lack of theoretical and empirical material in the study of the career characteristics of civil servants in comparison with other professional groups.

In modern scientific literature, there are gaps in the analysis of the subject of research, and in society itself there is a need for a practical solution to the problem of career advancement of state and municipal employees, since effective civil servants are the basis for the efficient functioning of the city and the country as a whole. All this determined the choice of the topic of the dissertation research and outlined the scope of its tasks.

Object of study- career as a form of social mobility.

Subject of study– social factors and types of labor career of state and municipal employees.

The purpose of the dissertation research- to identify the features of the labor career of Russian state and municipal employees.

W adachi:

– to analyze the existing theoretical and methodological approaches to the study of labor career;

- compare the features of career advancement in the civil service in Russia and abroad;

- to identify the most common types of careers for state and municipal employees;

- to reveal the factors and features of the labor career of state and municipal employees of the city of Perm;

- propose a system of measures to improve the promotion of personnel in the municipal and state civil service.

The hypothesis of dissertation research. The interest of state (municipal) employees in a career is due to the contradictory influence of such factors as the level of education, age and social

psychological atmosphere in the team, the positive influence of which prevails over the negative.

Theoretical and methodological basis of the study. The logic of the work was determined, first of all, by the understanding sociology of M. Weber, his doctrine of bureaucracy and the theory of social action, the theory of social mobility by P.A. Sorokin.

Methods of comparative, institutional, structural-functional and system analysis were used.

empirical base of this dissertation research are:

Normative legal acts of the Russian Federation: Federal Law of May 27, 2003 No. 58-FZ “On the system of public service of the Russian Federation”; Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service of the Russian Federation”; Federal Law of March 2, 2007 No. 25-FZ “On Municipal Service in the Russian Federation”.

The results of specific sociological research conducted by the author: "Labor career of state and municipal employees in the city of Perm" (N = 600, 2012-2013); "Working career of specialists" (N = 300, 2013). The questionnaire method was used to collect sociological information. Empirical data were processed in the SPSS software-analytical complex.

3. Secondary analysis of domestic sociological research on this
problems implemented in the last decade: "Bureocracy and power in the
the howl of Russia” (M.K. Gorshkov et al., 2005); Russian Bureaucracy: Recruitment Procedures
and career organization” (V.E. Gimpelson, V.S. Magun, 2005); "Career management
state civil servant” (A.B. Ambalova, 2006); "Social factor
professional-professional corporatism of bureaucracy as a resource for increasing the efficiency
efficiency of the system of state and municipal government” (N.G. Chevtaye-
va, 2006-2008); “Bureocracy: views “from the outside” and “from the inside”” (V.F. Anurin, 2008);
"Optimization of the personnel of the state civil service"
(E.P. Tavokin, 2010); ““Personnel shortage” at the state and municipal
service” (D.V. Polikanov, 2010); “Optimization of the staff of the state
civil service” (E.P. Tavokin, 2010); "Professional development in the state
civil service” (I.P. Bushueva, 2011-2013); "Life Strategies

modern civil servants” (D.Yu. Stepanchuk, 2013); "Management of organizational changes in the civil service" (O.Yu. Yuryeva, 2014).

Scientific novelty research:

It has been established that a labor career can be considered as a form of social mobility and as a special social process in the sphere of labor.

A comparison is made of the careers of modern civil servants in Russia and abroad.

A typology of the labor career of state (municipal) employees has been developed.

The factors, features and inconsistency of the labor career of state and municipal employees of the city of Perm are revealed.

A system of measures has been developed to improve personnel policy in the municipal and public service.

The following provisions are put forward for defense:

The application of the concepts of M. Weber and P. Sorokin allows us to consider a career as a process of moving along the levels of the organization's hierarchy, as well as a process of changing the social status of an individual, i.e. as an important part of social mobility.

In a number of foreign countries promotion is carried out according to meritocratic principles. In Russia, they are formally present, but loyalty to the leadership is also used informally.

Three career orientations of state (municipal) employees have been identified: focus on career growth; for more meaningful work (professional growth); unwillingness to continue to build a working career. Employees are satisfied or dissatisfied with their position. At the intersection of these criteria, the following types of employees were distinguished: satisfied professionals (8%), dissatisfied professionals (2%), satisfied careerists (30%), dissatisfied careerists (8%), satisfied indifferents (48%), dissatisfied indifferents (4%).

Based on a sociological study (N = 600, 2012-2013), key factors, affecting the type of career of the state (municipal-

th) employee - this is education, age and psychological atmosphere in the team. Increasing the level of education reduces the share of types of employees who are not career-oriented. An increase in age increases interest in career growth with dissatisfaction with the position, and with satisfaction with it, it increases the proportion of those who are indifferent to a career. A favorable psychological atmosphere in the team increases interest in professional growth, but also generates indifference to a career.

A contradiction was revealed: Perm civil servants often note the meritocratic nature of career advancement in their institution (3/4); often give negative assessments of the possibility of building a career in the organization (1/5). They are less interested in horizontal and vertical careers than civil servants in other regions due to the characteristics of our sample: the majority are women, the predominant age is up to 40 years.

More than half of the respondents are not career oriented. We see a reserve for improving the efficiency of civil servants in the motivation for professional growth.

Features of the career of civil servants in comparison with the career of specialists are related to the specifics of the civil service: regular advanced training of state (municipal) employees, the importance of power and hierarchy in the civil service.

5. The proposed system for improving the promotion of personnel includes
themselves the following measures: career planning of employees; labor movements;
organizing the selection of employees; qualifying measures; social

psychological measures. The first two groups of measures regulate the process of a career in an organization, recruitment measures prevent the appearance of “random” people in the service, and qualification and socio-psychological measures allow you to regulate the proportion of those who do not aspire to any form of career.

Theoretical significance of the work consists in a contribution to the study of labor mobility of state (municipal) employees, in identifying and explaining conflicting trends in their orientation towards a working career.

Practical significance of the obtained results dissertation research. Can be applied:

in the process of modernizing the public service as a social institution and a sphere of social mobility;

to prepare projects to optimize the efficiency of the civil service;

in specific institutions of the state and municipal service when building their personnel policy;

in university courses on the sociology of labor, sociology of professions, state and municipal administration.

Compliance of the dissertation with the Passport of the scientific specialty. The dissertation research corresponds to the specialty 22.00.04 - Social structure, social institutions and processes. The study is based on the analysis of the labor career of state and municipal employees as part of their social mobility, which is included in the specialty formula. In this case, a secondary analysis of sociological research materials and a questionnaire survey are used. The following research areas are revealed:

The concept of "social mobility", its main directions and types. Social mobility as a factor in changing the contours of social stratification.

Social mobility in modern Russia. Different strategies of adaptive behavior of people.

The results of the dissertation research have been tested at all-Russian and international conferences, as well as presented in the form of publications.

Reports on the research topic at 9 conferences: at the XI, XII and XIII All-Russian scientific conferences "Modern Society: Theory, Methodology, Methods of Social Research" (Perm, 2012, 2013, 2014); at the VI International Scientific and Practical Conference " Contemporary Issues social, humanitarian and legal disciplines: the contribution of young scientists to the development of science” (Krasnodar, 2013); at the international scientific and practical conference "Actual scientific issues of our time" (Lipetsk, 2013); for XXI International Conference students, graduate students and young scientists "Lomonosov" (Moscow, 2014); at the XIV and XV All-Russian Scientific and Practical Conference “Formation of the Humanitarian Environment at the University: Innovative Educational Technologies. Competently

direct approach” (Perm, 2014, 2015); at the All-Russian scientific and practical conference XX Ural sociological readings "Sociocultural development of the Greater Urals: trends, problems, prospects" (Yekaterinburg, 2015).

The structure of the dissertation work. The dissertation consists of an introduction, 3 chapters, including 9 paragraphs, conclusion, list of references, applications.

Sociological approaches to the analysis of labor career as a form of social mobility

Thus, the most general category of “social mobility” looks like a nesting doll, within which labor mobility (although, of course, social mobility is not only movement in labor), and then the labor career of interest to us (together with other types of labor mobility) . Social mobility, therefore, correlates with labor mobility as a generic and specific concept. Career is a part of labor mobility along with other processes and phenomena in labor area– labor migration, secondary employment, staff turnover.

Social mobility is understood as a change by an individual (or a group of people) of social status, i.e. place occupied in the social structure of society. The possibility of changing social status motivates the individual to certain actions. There is vertical social mobility (or movement up and down in the system of social positions), as well as horizontal (movement within the social stratum, movement without changing social position). Social mobility can also be considered within one or more generations. Thus, intragenerational and intergenerational mobility are distinguished, respectively. The labor career of an individual belongs to its first type.

Labor mobility is defined by us as a change in the social position in the sphere of work, associated with various labor processes- processes of filling new jobs or processes of releasing workers.

Let us emphasize that career shifts have an impact on both the professional and social status of an individual, such an impact is being studied by sociologists2. Labor mobility in the form of a career is included in a broader process - social mobility1. In the context of social mobility, career processes optimize social structure society; career allows the most perfect way to distribute individuals into social groups and strata, and those, in turn, get the opportunity to better perform their functions. This proves a significant relationship between career and social mobility.

Let us consider a labor career in line with sociological knowledge, then we will dwell in more detail on the labor career of civil servants.

The role of a career in the formation of status is analyzed by domestic scientists2. Career allows you to change professional and improve socio-economic status. That is why in today's transitional Russia, a career is so important for a person. It is one of the most important goals of the worker, apparently due to the fact that it makes it possible to more fully satisfy the needs and aspirations of people regarding their income, self-realization, as well as prestige, respect in the eyes of the inner circle and the abstract public. On the other hand, not only the individual, but also society is interested in a career, since the “stagnation” of personnel in the same positions can lead to a decrease in their efficiency3.

Career in the sociological sense is closely connected with social mobility, with the gradual movement between social groups and strata. This is an individual process in a person's life, the process of moving an individual from one social position in society and a group to other positions. Unlike the ordinary vision of a career, the sociological view is based on the demarcation of work and life careers. In sociological knowledge, life career, as a rule, is associated with a change in the individual's various aspects of social status: material, educational, qualification, official1. Because of this, a life career is a broader concept than a working career, and includes the latter.

Let us clarify that this work dedicated to careers. As a career, we mean the professional movements of an individual throughout his working life, his change of activities, his advancement in the professional ladder. A career affects not only the transformation of job positions, but also the change in the social status of an individual2. The sociological analysis of a working career is not limited to the consideration of this process within the framework of one organization, institution, but extends to the entire working life of an employee in various enterprises; this is an analysis not only within one profession, but also taking into account the change of specialties, professions3.

Social processes in the labor sphere are manifested, in particular, in changes in the conditions of social groups, collectives, individual workers, i.e. their social position in the labor sphere.

Any organization is characterized by systemic processes4. In the domestic sociology of labor (for example, in the works of N.P. Lukashevich, N.V. Karpova, A.G. Skhirtladze and others), the social processes in the sphere of labor, largely based on the ideas of T. Parsons about the four functions of any system: adaptation, integration, goal achievement and reproduction of the model5. According to this classification, the most important social processes include:

Sociological vision of public service and career of a civil servant

Despite these similarities in the use of certain promotion principles, there are sometimes differences. Thus, attention is drawn to the fact that the basis for the advancement of a civil servant in Canada is the ethics of his behavior2. The “rules” for promotion to the highest positions in the state may also differ significantly. In particular, in France, the appointment to the highest positions occurs in the presence of loyalty to the current government of the country, but meritocratic promotion criteria are more often used. They imply a numerical assessment of the work of an employee in the range from 0 to 20 points, which is set by his immediate supervisor3. In relation to senior positions, the promotion of an American civil servant can be of 4 types4: career, non-career (for political positions), temporary (up to 3 years of service) and emergency (up to 1.5 years). In England, being in the highest positions of the civil service should not exceed 4 years5, i.е. the existing system promotes a significant rotation of personnel at the highest levels of the bureaucracy.

In France and England, promotion agencies are also specific. Career advancements in France are based on a competition, candidates for which are selected by a “jury”6. In the UK, candidates for senior civil servant positions are nominated by representatives of civil society (Civil Service Commission)7.

The history of the domestic promotion system is not simple. Officialdom as an independent social stratum was formed in the 15th century. Under Ivan the Terrible, a hierarchy of "ranks" of employees already existed. It included four statuses: judge, duma clerk, clerk and clerk.

The bureaucracy was a closed layer: to get into its ranks, it was necessary to belong to a noble family. Up until the 17th century. the highest positions of the civil service were held according to generic corporate principles. In such a situation, there were no meritocratic principles for filling positions. Since the 17th century the requirement of noble origin (from the boyars, nobles) faded into the background; the ranking of civil servants on the basis of rank lists has been updated. And in 1682, the Commission headed by V.V. Golitsyn canceled the need for genealogical origin to enter this layer. Under Alexander II, there is a growing understanding that the "Table of Ranks", introduced in the time of Peter the Great, has discredited itself. Based on the principle of seniority, the “Table of Ranks” in practice led to servility and careerism.

M.M. was engaged in a serious modernization of the civil service. Speransky. Employees were now required to have a certain education in order to hold a position in the state apparatus. After the revolution of 1905, upon receiving the rank, the class criterion was replaced by a competency-based, educational criterion1.

However, soon, in Soviet times, the country, in fact, returned the former principle of the formation of the state apparatus - the principle of social origin. That apparatus can hardly be called a truly civil service; Initially, it was closest to the state service in the sense that it was formed mainly from party members and reflected its interests. Of course, such employees were not qualified workers in state administration, which required the recruitment of old, pre-revolutionary specialists. Nomenclature, i.e. part of the state apparatus, occupying important, responsible positions, got the opportunity to build a career without special competence, since the promotion system was not meritocratic, but rather political2. Under L.I. Brezhnev for

The nomenclature was abolished in 1990. In modern Russia, the change of positions in the civil service takes place on the basis of competitive procedures, taking into account the business qualities and professional knowledge of candidates1. You can apply for a position in a higher group of positions in the federal civil service if successful delivery state qualification exam 2. This is according to the law, but in practice, the loyalty of an official to the leadership also affects career movements3.

The aspects of civil service considered above give an idea of ​​the cultural and legal conditions for making career transitions by civil servants in Russia and abroad.

The foregoing in this section allows us to draw a number of conclusions. Firstly, in the content of the terms "civil servants", "official", "bureaucracy" there is both common and different. In the Russian context, civil servants are employees of state bodies performing civil, law enforcement or military service. Second, civil servants are social group with special functions and privileges; public service as social institution satisfies social needs and changes as society develops. Thirdly, in world practice, meritocratic principles of career advancement or their combination with the work experience of civil servants in the service are usually legally enshrined. In contrast to domestic practice, in some countries, along with a competitive system of recruitment and promotion, a “lifetime recruitment” system can be used, which involves certain career movements during life; it is also possible to appoint new position specialized body (administrative body or representatives of civil society). Foreign experience of actively using the possibilities of horizontal rotations can be useful for the functioning of Russian authorities1.

Summing up the chapter, we emphasize that a work career can be sociologically considered as a part of labor (and, more broadly, social) mobility; its analysis can be carried out, for example, in terms of forms of labor mobility, varieties of social processes in the sphere of work and social institutions. When considering mobility in the main sociological theories, we, having compared them, revealed in the methodology of P. Sorokin and M. Weber the greatest potential for analyzing a labor career as a form of social mobility and for constructing a career typology based on the motives for building a labor career by civil servants.

The civil service is a special social institution that forms its own system social statuses, moving along which is carried out in the process of a working career. As in many countries of the world, the career of a Russian civil servant is formally built on the basis of competitive procedures based on meritocratic principles; informally, loyalty to the leadership can be used as criteria for career advancement in our country.

Social characteristics of state (municipal) employees of various types of career

Summing up the results of the study of life values ​​of employees, we emphasize the following. The family is often located in the center of a person's life values, in the value "core", this was shown by the studies of A.G. Zdravomyslova, V.A. Yadov back in Soviet times1. Therefore, the almost total designation among the respondents of a strong, prosperous family as something valuable in life is not surprising. The stability of one's own position and incomes come to the forefront, most likely due to the desire to adapt to life in the current socio-economic situation in the country. It is clear that at the same time a minority thinks about career growth. The level of power - municipal or state - in this case does not affect the share of holders of such answers. However, the values ​​of state (municipal) employees are outstanding: the ideals of friendship and a high financial position for them more important than education and professional activities. This structure of values ​​reflects the low content of the work of employees and little interest in it, as well as the gender and age composition of the respondents (mostly women; most under 40 years old).

Let's pay attention to the attitude of respondents to careerists. Often the term “careerists” has a negative connotation when they include those “for whom proximity to power is primarily a means of solving personal or group problems”2. Let's get away from the negative meaning of this concept and call careerists "employees interested in their career advancement." in various societies and different time there are specific career assessments. Soviet society welcomed the absence of selfish interest in official or professional careers1. After the collapse of the USSR, pursuing one's own goals in building a career became more legitimate. So, let's see how public (municipal) employees treat people interested in a career today.

We have selected the most numerous groups of positions to obtain more objective information. The majority of all job groups show their disposition towards career-oriented employees (see Table 29 of Appendix 2). The largest proportion with a positive attitude towards these personalities is observed in junior group positions in the civil service (87.5%) and in the leading group in the municipal service (83.1%).

The leading civil service group does not try to absolutely idealize the image of career-building colleagues. A rather noticeable part of these respondents explains their focus on a career as a rational motive - adaptation to the existing socio-economic reality in Russia. Almost every third civil servant in the leading group of civil service is inclined to explain people's desire to build a career by the difficult financial situation of the country's population (29.3%). This share is larger than in other job groups. Perhaps this is the reason for the relatively small number of responses in this (leading) group of positions in the public service, showing respect for people building a career (61.0%).

A negative attitude towards those building a career is more common in the older group of positions in the civil service (about 13%). It seems that employees in this group find it quite difficult to move on from their positions, and people striving for a career look like “workers striving for power and wealth” to them.

The following trend was revealed: the higher in the hierarchy a group of positions is, the smaller its share calls “careerists” employees who have goals and are able to achieve them. Most likely, climbing the hierarchical ladder in an organization on their own gives employees a different idea of ​​people striving for a career. In particular, in the civil service, in parallel with each higher group of positions, there is an increase in the number of those who note the need for a career these days in order to "improve their financial situation."

Based on the foregoing, it cannot be said that a labor career occupies a leading position in the system of life values ​​of state (municipal) employees. Reflecting on the question “what is important for you in life?”, less than a quarter of respondents recalls a career. At the same time, respect for employees building a career decreases as they move to higher groups of positions in the hierarchical structure of state (municipal) authorities.

Thus, we can conclude that interesting work is the last thing that attracts state and municipal employees; in the first place for them is money, in the second - a career. Consequently, work for state (municipal) employees has social and economic significance, being primarily a source of livelihood and an opportunity to change their social and labor status due to career growth. These data are consistent with their basic life and work values, where the key positions are the importance of a stable position, the guarantee of earnings and a job, and a career is of medium importance. Thus, the economic aspect of the service, which can be satisfied, including through career advancement, is important for retaining personnel in the organization and managing the effectiveness of their activities.

The revealed decrease in respect for careerists as the position grows may indicate the fear of employees of a higher group of positions before competition from colleagues and (or) the absence of an established system of promotion in the organization.

Summing up this chapter, we will make several conclusions. For the lower and middle management in the state (municipal) service in Perm, their organizations are not ideal in terms of career opportunities. The training and career advancement of its staff should be linked to a greater extent. For the organizations themselves, managing the performance of employees is problematic, since there are no ways to stimulate the work of a large group of inefficient types - unwilling to build a horizontal or vertical career - employees who should form the basis of the institution (since they are in their 20s-40s). The situation can be improved by changing the conditions in which the employee operates. The impact on the consciousness and behavior of state (municipal) employees is possible due to the implementation of valuable working conditions for them, associated with material well-being, a stable position; the fulfillment of their career aspirations cannot be ignored. These values ​​can be realized by building a more optimal system of promotion, which will allow the employee to plan a career and feel secure in the workplace.

Factors of the career of state (municipal) employees

At the age of 31-40 years, specialists and state (municipal) employees are approximately equally represented by one group - "dissatisfied careerists". Significant differences are visible in the sample of employees according to the types of "satisfied indifferents" (3 times more often than among specialists) and "unsatisfied indifferents" (15 times less than among specialists). Consequently, in both professional groups in the 4th decade, types that are not career-oriented dominate. At the same time, the needs of respondents in the state and municipal service are better satisfied than those of specialists in various fields of labor: the predominant type for this age category of employees is “satisfied with the position”, in contrast to the dominant type of specialists aged 31–40.

At the age of 41 to 50 years, as in the previous age group, the most represented type among state (municipal) employees is “satisfied indifferent” (65.0%), and among specialists, along with this type, about the same amount there is a type of "unsatisfied indifferents" (one third each). This means that the generation of 40-year-olds in both studies tends to refuse to continue building a career, but in the sphere of state and municipal administration this refusal is based on satisfaction with their own position, in contrast to the sample of specialists, where there is dissatisfaction with it.

In the group of 51 years old, among state (municipal) employees and among specialists, the most common type is “satisfied indifferents” who have achieved the desired position. Despite this, it is impossible not to notice the differences in the two occupational groups. The share of this (dominant) type of workers in the older age category among employees is approximately 20% higher than in the compared group (78.9% and 58.8%, respectively).

In addition, in the group over 50 years old, state (municipal) employees are less represented than among specialists by the type of "satisfied professionals" aimed at professional growth (approximately 2.5 times). On the other hand, the type of “satisfied careerists” exists only among 143 employees of state administration bodies and in the group of 51 years old is represented by 10 of them. Consequently, at the age of over 50, specialists are more inclined to professional growth, and employees - to official growth (which reflects their "professional" attraction to power).

The cumulative share of inefficient types in the compared groups almost does not differ in age categories after 40 years: in the category from 41 to 50 years old, among state (municipal) employees they make up 65.0%, among specialists - 70.5%; in the category from 51 years old - respectively 78.9% and 74.5%. However, young (under 30) employees are more passive than young specialists (the total share of non-career-oriented types at this age is 38.6% and 28.0%, respectively).

The effect of age on career types of specialists is not identical to the effect on career types of civil servants. So, for example, the influence of age on types that are ineffective in a career is similar only in groups of specialists over 30 years old (the proportion of “satisfied indifferents” is growing, while “unsatisfied indifferents” is decreasing), but not in the youth group.

Thus, state (municipal) employees are distinguished by a less contradictory influence of age on their type in comparison with specialists. The two studied professional groups are united by the fact that after the age of 30, most of them move from a type satisfied with their position and striving for official growth to types that do not want to build a further career.

Let's compare the types among different groups of respondents by marital status (see Table 38 of Appendix 2). Career-inefficient types (not focused on one or another type of career) do not dominate only among single (unmarried) people; this applies to both samples, i.e. does not depend on the field of application of labor. Moreover, marital status does not affect the types of specialists and employees that are ineffective in terms of career: both in the sample as a whole and in various groups according to marital status, there are more “satisfied indifferents” among civil servants, and fewer “unsatisfied indifferents” than among specialists.

The presence of a family among state (municipal) employees reduces the interest in professional growth, while among specialists it increases it (“satisfied professionals” 4.4 and 11.7%, respectively); however, a good indicator for the authorities is the low proportion of apathetic "unsatisfied indifferents" among those with families, which is 8 times less for civil servants than in the same group of the compared sample.

General secondary education is not enough to occupy positions in the field of public administration, therefore, such a minimum level of education is found only among specialists, and all of them in our typology belong to the “unsatisfied indifferent”, i.e. to those dissatisfied with their official position, but also not striving for labor movements. This is consistent with the trend identified by sociologists1 of a growing understanding in society that higher education, as a channel of social mobility, is of great importance for building a career.

Among state (municipal) employees with secondary specialized education, “satisfied careerists” are more represented (40%, which is almost 5 times more than in the compared group), while among specialists, about 7 out of 10 belong to the type of “dissatisfied indifferent”. At the same time, in the group with this level of education among specialists, passive "unsatisfied indifferents" were detected 2 times more often (almost 68%) than in the system of state bodies (30%).

Civil servants - owners of one or more higher educations - are most often "satisfied indifferents" (about half of highly educated state and municipal employees - 49.6%). Specialists with a diploma of higher education, as a rule, also belong to the type of “satisfied indifferent”, only this type is represented here less often (more than a third - 37.6%). By the way, the second largest type in both professional groups with higher education is the “satisfied careerists”; and its share in the two samples is approximately the same (about 30%).

If we do not take into account general secondary education, which is not enough to work in the civil service, then education affects four types out of five in the same way in two samples: increasing the type of “unsatisfied careerists”, “satisfied professionals”, L.N., Boronina L.N., Vishnevsky Yu.R. New phenomena in the value orientations of the Ural students // Sociological research. 2013. No. 2. P. 59. trims "and reducing the share of" unsatisfied indifferents. Another impact of education on the type of those who are satisfied with the position and aimed at career growth (“satisfied careerists”): state (municipal) employees, apparently, due to the specifics of their profession, are guided by the authorities, without having higher education, more specialists are ambitious about their promotion (40.0% and 8.2% respectively).

It is significant that the lack of higher education among specialists generates workers of types that are inefficient from a career point of view even more than among civil servants.