The problems of career advancement of public civil servants and the ways of their solution

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The problems of career advancement of public civil servants and the ways of their solution

M.K. Krivtsova,

M. A. Podzorova

The Financial University under the Government of the Russian Federation, bachelors of Public and Municipal Administration Faculty, Moscow,

the Russian Federation

The main problem of career advancement of public civil servants is a shortage of professional personnel; the requirements for a decent level of competence of managers exceed a real level of their competence. Though the interests of the society, the state and civil servants in providing the favorable conditions for professional development and formation coincide, in fact the legal and organizational obstacles which considerably slow down the professional development of civil servants, reducing a level of employees' interest in achieving the maximum results of work are observed. Therefore the problem of training quality of the specialists who belong to the government agencies is sharply designated. [1] career public civil

Secondly, the analysis of managerial practice allows to make up a conclusion regarding the existence of a serious gap between the requirements concerning a level of professionalism of civil servants and a real situation.

Thirdly, the process of training, retraining and professional development of the personnel which meet modern requirements and the improvement of their professional orientation are restrained by a number of fundamental circumstances:

* discrepancy of a modern level of professional education and training of the staff by means of social, economic and political transformations in the country;

* insufficient consideration of the global experience;

* weakness of scientific development of the modern concepts and programs of the innovative systems in the sphere of personnel training and retraining;

* imbalance of the technocratic and humanitarian, global and regional (national) directions in the process of updating the contents, forms and methods of professional education of civil servants;

* lack of the obligatory state system of professional development of civil servants.

Fourthly, the motivation of civil servants regarding their career allows to draw a conclusion that the main reason for climbing the ladder for civil servants is a will to find a solution to material problems. [6]

So, following the results of the questionnaire of the Federal portal of headmaster material whose main task was to point out the most significant social guarantee in public service in the respondents' opinions an overwhelming majority of people shows the preference for social guarantees which are connected with the prospects of personal material welfare growth (a block grant for the acquisition of residential premises and the state provision of pensions).

1134 respondents participated in the questionnaire. As a rule they belonged to a group of unregistered users of the Federal portal of headmaster material (95,1%).

A considerable part of the respondents (48,6%) marked a block grant for the acquisition of residential premises as the most significant social guarantee in public service.

Approximately an equal number of the respondents gave their preference to such social guarantees, as the state provision of pensions (18,9%) and professional retraining: advanced training and development preserving the occupied work position of civil service and cash allowance (16,1%) for this period.

A fair number of the respondents who mentioned such a social guarantee as medical insurance of civil servants and members of their family made about 9,1%.

Yet hardly anyone (less than 3%) ticked the reimbursement of expenses which are connected with leaving of civil servants and members of their family for other district and their transferring to the other government body as the most significant social guarantee.

It is necessary to develop a complex of measures where professional development of public civil servants will take a particular place in order to solve the revealed problems.

It is rather complicated to get a job of a civil servant abroad: applicants for this position are seriously selected (competition -- depends on the country -- from 10 to 100 people into place) where their mental abilities and communication skills are tested. A novice is usually accepted to an insignificant post and they are being trained for 2 or 3 years. They will be transferred from one department to another at the expiration of this period. [4]

Personnel professional development consists of adaptation, training (raising the level of employees' skills, professional retraining, probation periods, self-education), official advancement and attestation of civil servants. [2]

The system of employees' career advancement is closely connected with the system of personnel training therefore high emphasis should be put on active training methods particularly practical working-off of extensive knowledge, skills and abilities imparted to the listeners.

The training system of civil servants should include formulating a multistage system of purposes and their distribution according to the levels of public administration system. [3]

For example, employees' career optimization and development should be started with an in-depth study of the current personnel management system in the Ministry of Transport and Road Economy, i.e. a personnel audit. [7] Such preparation will help to define necessary changes, for example, in the mechanisms of training or personnel development and assessment.

First of all, it is necessary to introduce a system-defined approach to career planning of the personnel which includes the following stages:

* to describe the options of a career way of all specialists of the Ministry of Transport and Road Economy of the Sakha (Yakutia) Republic. They would definitely rely on the mechanisms of their natural professional growth and support the development strategy of the Ministry as a whole;

* to create and introduce the assessment tools of technical and managerial competences as well as a system of individual professional and career plans;

* to prepare a program of trainings for implementing individual plans within each career way.

The creation of a career planning system should proceed in close cooperation with the heads of departments. [5] They will be the sources of information about personnel functionality, mechanisms of their professional development and development strategy of the ministry, its specific character in different departments. Creating the card of career ways will become a result of this work.

The technique of carrying out the diagnostics of employee's career potential is presented in the Appendix 1.The career potential of civil servants can be calculated on the basis of the data processing which was collected as a result of doing diagnostic research (document handling, supervision, carrying out a survey, interviewing and tests) using the following formula:

CPi = QPi x Pspi x PPi, (1)

where QPi - the qualification potential of civil servants;

PsPi - the psychophysiological potential of civil servants;

PPi - the personal potential of civil servants.

Each of these parameters is assumed to be estimated on a decimal scale from 0,00 to 1,0. The maximum of the career potential assessment (СPi) makes 1,0. In this case all three parameters have the maximum assessment.

The Ministry of Transport and Road Economy of the Sakha (Yakutia) Republic offers to carry out a personnel audit as well as to take a complex of measures for forming and training the personnel reserves of executive power bodies of the Sakha (Yakutia) Republic for the purpose of optimizing the system of office and professional advancement.

Bibliography

1. Akimova E.J. The social and psychological analysis of the civil servants' professional activity // E.J. Akimova. - In the world of discoveries. - Krasnoyarsk. - 2010, № 4 (10). - P. 2. - p. 79-81.

2. Chernova E.B. Motivational factors of civil servants' work // Social policy and social partnership. № 9, 2012

3. Hliviskas E. Public administration: the strategy of development of human resources//Public administration. Electronic bulletin, issue №2, - 22 October, 2009.

4. Hutornoi M. Such different public servants//Arguments and facts. 14.05.2011. - № 20.

5. Norton A. International Handbook of Local and Regional Government. 2009, - p. 465-466

6. Novoselov J.V. The factorial structure of a motivational sphere of public service staff//The problems of psychology of professional activity of public service servants. M: RAGS publishing house, 2007. - 168 p.

7. Polents I.A. Career management in the modern organization: its concept, essence and main categories//Modern economic aspects, № 14 (81). - St. Petersburg, 2011.

Appendix

The technique of carrying out the diagnostics of career potential of the civil servants

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