Personnel registration program for municipal service workers. Using information technology to improve the efficiency of human resources services of organizations Personnel work in municipalities

You need to study a lot to know a little.
Charles Montesquieu

Studying the international experience of training personnel for the civil service, we can identify a number of parameters common to all countries. The status of a civil servant is, as a rule, enshrined in relevant legal documents. A prerequisite for entering the civil service is the presence of basic education and special specialized training. In addition, to improve professional skills in the process of career growth, a civil servant must regularly attend various retraining courses, advanced training, undergo internships, etc.

By the end of the last century, many developed European and American countries created special training programs for the public service, which fit into a single standard called MPA - Master of Public Administration. Despite the undoubted similarity of the main educational programs in different countries, there are significant differences that allow us to talk about several different approaches to the training of civil servants.

First of all, Western European and American systems of training specialists are distinguished. Of course, American standards were based on the European tradition of education, but the historical features of the development of North American countries led to significant differences in American standards of professional higher education.

It should be noted that Western European educational traditions also have their own characteristics, introduced by the adaptation of educational programs to local political, socio-economic, as well as cultural conditions. In general, we can talk about two main Western European approaches to training specialists for the civil service - Anglo-Saxon and French. To build a holistic picture of the system of training personnel for public service abroad, it is necessary to consider all three approaches: Anglo-Saxon, French and American.

Part I
Anglo-Saxon approach

The founder of this rather traditional approach to training personnel for the civil service is Great Britain. However, in the future, the greatest contribution to its development was made by German scientists. Such world-famous names as Lorenz von Stein, Robert von Mohl, Max Weber have long left Germany the palm in the field of determining scientific and educational priorities in the training of civil servants. Currently, the Anglo-Saxon approach is actively used by the most dynamically developing countries in the political and socio-economic spheres of Northern Europe - Sweden, Norway, Denmark, and the Netherlands.

What are the features of this approach?

The most striking is the legal dominance in the general system of training of civil servants. Basic education for entering the civil service had to be legal. Currently the situation has changed. However, officials who received professional education using the methods of the Anglo-Saxon approach traditionally have strong training in the legal field.

In Great Britain and Germany, as in most other countries in Europe and America, the civil service is being reformed under the influence of globalization processes. The qualitative transformation of the responsibilities of civil servants is to increase the importance of such professional characteristics as the ability to make independent decisions, manage changes, and demonstrate leadership qualities. The personnel training system is also changing in accordance with new requirements.

It should be noted that the development of leadership skills, a penchant for innovation and creative problem solving have traditionally been considered key elements of training for private business, and such skills have been instilled in MBA programs. As for civil servants, they were required, first of all, to be able to strictly follow instructions, follow procedures, and strictly obey the orders of their superiors. Initiative was not encouraged. However, in the modern world, the existing stereotypes are morally outdated, and blind adherence to them has begun to have an extremely negative impact on the quality of decisions made by public servants. Increasing the efficiency of civil servants is inextricably linked with the development of an interdisciplinary approach to their education, focused on developing future officials' systemic thinking, communication skills, teamwork skills, independence and initiative. It is these requirements that are developed within the framework of MPA programs and adapted to the needs and characteristics of work in the public service.

For example, in Great Britain, all civil servants are divided into seven classes (the highest positions are classified as first class). As part of the reform of the civil service system, criteria for assessing the competence of specialists were developed. This created a powerful impulse of positive motivation for civil servants to constantly improve their professional skills, master new knowledge and effective work methods. When deciding on the assignment of the next class or promotion, the level of education and professional training is considered as one of the decisive arguments.

There is no centralized training program for civil servants in the UK. Even defining what an MPA program is is a rather difficult task, since there are several such programs and they all have different names. For example, public administration, public policy or public sector management, etc.

There is a leading educational institution where the bulk of middle and senior employees are trained - the Civil Services College, founded in 1970. Classes are conducted according to programs for training future leaders. Successful completion of such a program allows you to obtain the qualifications necessary for promotion up to and including 3rd grade. There are also special advanced training programs for leaders in grades 4-7. Specialists holding senior management positions of grade 1-2 attend “master classes” specially designed for them, dedicated to the projects that they are currently supervising.

In addition, courses are addressed to heads of grades 1-3, where training is conducted in two main areas. The first helps to understand the scale of fundamental changes that are taking place in the world, their significance for the political and socio-economic life of the country, positive and negative consequences. The second is devoted to the problems of effective leadership and human resource management.

The duration of study at the College is 22 weeks, which are distributed over four years.

It should be especially emphasized that in the UK, personnel training is considered one of the priority areas. Therefore, there is a wide system of seminars, conferences and educational courses that are organized by various ministries and departments, in the charter of which there is at least a vague mention of responsibility for training personnel. Each department develops its own personnel reserve training programs, taking into account monitoring of personnel training needs and planning for its further use. The content of training and professional development programs for civil servants are formed taking into account the specifics of the functions and position held by the official.

Thus, in the UK there is no single centralized system for training personnel for the civil service, but there are many courses, programs, and seminars taking into account an individual approach to choosing an educational program. With all the variety of forms and methods of training, they have in common the preparation of a final work on a project, theoretical training in an educational institution, and the acquisition of practical experience.

In the system of personnel training for the civil service in the UK, the following factors can be identified that could be useful for Russian practice:

The existence of clear criteria for assessing the competence of civil servants creates a huge positive incentive to improve the level of education and professional skills. The introduction of such criteria into the quality control system for the work performed makes it possible to more clearly formulate the responsibilities of civil servants and makes it mandatory to increase the level of their professionalism;

Nevertheless, a number of limitations can be identified that do not allow us to take the English version of the personnel training system for the civil service as a role model.

Firstly, this is a pronounced decentralization of the educational system and retraining of civil servants. In Russia, on the contrary, the traditions of centralization are too developed to rely on the initiatives of federal and, especially, regional and municipal departments in organizing special educational seminars and training programs. In addition, in the UK, despite the apparent variety of training programs for civil servants, there is a clear system for monitoring the quality of the education received. In Russia, this is one of the main problems that still requires a solution.

Secondly, the strong legal training that traditionally distinguishes the Anglo-Saxon approach is based on a completely different legal tradition - case law, which significantly complicates the process of adapting training programs to Russian conditions.

For quite some time, this country has remained a trendsetter in the development of public administration as an academic discipline. The basis of modern science of public administration is the so-called cameralism, founded in the 18th century. Cameralism, created in the wake of the Enlightenment and rationalistic approaches in science, was focused on describing what the state and civil service are, what their internal features and patterns of functioning are. In 1727, for the first time, training was organized for people working in public administration, covering a very wide range of subjects. In 1792, the School of Government was already drawing up its curriculum based on more than 20 scientific disciplines, combining political science and philosophy, law, statistics, finance, agriculture, forestry, mining and applied mathematics in accordance with the objectives of training for government controlled.

However, the structure of public administration expanded, became more complex and required more specialized training. Therefore, in the 19th century, the comprehensive approach to the training of civil servants was replaced by another approach, focused on obtaining narrow professional knowledge by trainees. The layer of comprehensively educated officials has practically disappeared.

Currently, German universities are reviving the tradition of training highly qualified specialists based on a broad interdisciplinary approach. The predominance of legal disciplines, which was a hallmark of the Anglo-Saxon approach, is gradually giving way to a more balanced version of the curriculum. Legal and economic disciplines are in approximately equal proportions and are supported by the necessary humanitarian and mathematical theories.

1. Introduction to public administration (lectures on structure, subject matter, personnel issues, legislative and financial foundations of public administration, as well as relations between officials, politicians, citizens and qualified managers).

2. Legal foundations for the modernization of public administration (seminar on the legal foundations and limitations of public service reform).

3. Managing a united Germany (seminar on institutional and functional problems of managing Germany).

4. The main problems of public administration in Germany (seminar on issues of structure, personnel policy, decision-making and control in public administration).

5. Evolution of political and administrative decisions (seminar on the effectiveness of administrative activities in Germany).

6. Problems of administrative reforms (seminar to review current processes of reform of the central and local levels of government in Germany).

7. Client-oriented policy (project groups working on topics of public administration restructuring).

8. Ministries (seminars on organizational structures, fields of activity and prospects for reforms of ministries).

9. Regional integration into Europe (seminar on the legislative framework and practical experience of management cooperation with national states).

10. Introduction of the euro (a business game to evaluate the introduction of the euro at the central and local levels in Germany).

In general, the system of training specialists for the civil service in Germany is divided into several stages:

Initial (basic) training (2 years), equivalent to a bachelor's degree, but not recognized as a separate academic degree. This training is not narrowly professional; on the contrary, it is intended to cover the widest possible range of basic academic disciplines. The purpose of this training is the harmonious integration of lower-level officials into the German civil service. At this stage, attention is paid to familiarization with the main tasks of the civil service, with the rights and powers that ensure the performance of official duties. At the initial stage, the program is focused primarily on developing skills in students that facilitate the establishment of interpersonal contacts and adaptation to the administrative environment;

Professional training (2-3 years), ending with a master's degree or a diploma of higher education. This is already specialized training for work at the federal or municipal levels of government. The purpose of this stage is to develop leadership skills and prepare management personnel for all levels of government in Germany.

In Germany, you can get an MPA degree at three universities. Two traditional academic programs for training civil servants exist at the universities of Potsdam and Konstanz, and a graduate training program exists at the Graduate School of Management Sciences in Speyer. In addition, there are EU training programs in Berlin, Hamburg, Bonn and Saarbrücken. These offers are complemented by both new programs of special higher education institutions (atthe Fachhochschulen) and traditional academic programs for training specialists for public administration (like courses in political science in Bamberg and Duisburg, management courses in Mannheim, Potsdam and Hamburg, courses in public and municipal government in Hamburg).

When training personnel for the civil service, great attention is paid to the practical part. All programs include internships in government agencies that last several months. Study programs in Germany are distinguished not only by the balance between legal and economic disciplines, but also by the balance between theoretical knowledge and practical skills. This balance to some extent dictates the universality of the programs. The Nordic countries prefer to train their specialists in Germany, primarily due to the ease of adapting German programs to local specifics.

German educational programs are also more flexible in the changing political and socio-economic environment. But this happens thanks to the block-modular principle of their construction. The centralization of the personnel training system for the civil service remains very high.

An important factor in the success of the German educational system and the high quality of results is the focus on the continuity of education of officials. Basic training, specialized education, retraining and advanced training courses - all these stages of personnel training are linked into a single system of career and professional growth.

Thus, the training system for the German civil service, although traditionally formed within the framework of the Anglo-Saxon approach, has long gained its own strong position in the European educational space.

The universality and balance of curricula, the centralized approach and continuity of the training system - from the basic level to advanced training programs, as well as the flexibility of the block-modular principle of constructing curricula - all these factors turn the German educational model into an effective and in demand internationally, a tool for training the personnel reserve for reforming administrative management systems.

In the next issue of the GS magazine, the conversation about approaches to training personnel for the civil service will continue. The reader will be able to get acquainted with the French approach to the problem.

In the fourth issue of the magazine "GS" we began publishing the article "Training programs for the public service." Its first part examined the Anglo-Saxon approach to this problem. Today we introduce you to French, and in the sixth issue we will tell you about the American approach to training personnel for the civil service.

The origins of French “administrative science” go back to the 13th century, which in its modern form has existed since the late 1960s - 1970s. It is characteristic that universities specializing in teaching administrative law and the history of public institutions, closely associated with the State Council, served as a kind of “incubator” for the ruling elite.

Personnel training programs for the civil service.//Public Service. - 2005. - No. 5 (37)

Part II
French approach

The peculiarity of the French approach is that public administration is taught as a branch of political and administrative sciences.

The public administration training system in France is dominated by two types of educational institutions: institutes of political studies and universities. Now there are 74 universities and university centers in the country, uniting about 800 educational and research departments and departments for training and research. In addition, there are institutes (for teaching a single subject), higher schools (for professional multi-subject training) or laboratories (for research). The training of civil servants for public administration, which in France is called professional continuous training, consists of professional initial training of civil servants and advanced training, which is organized throughout their career.

At some institutes of political research, centers for training public administration personnel have been created, which, within a year after receiving a diploma, prepare for the entrance competition to certain public service bodies.

Various ministries organize direct recruitment competitions for civil servants. This is a French specificity that distinguishes this model from the British and German ones.

Public administration specialists with master's degrees are graduated from universities, political research institutes and specialized educational institutions.

A special place in the field of training in the specialty "Public Administration" is occupied by two higher schools under the authority of the Prime Minister: the National School of Administration (ENA) and the Parisian Institute of Political Studies (IPI). The task of the NSA is to train officials to recruit senior personnel of the administration: members of the State Council, the Chamber of Accounts, the Financial Inspectorate (the highest governing bodies), regional chambers of accounts, administrative courts, the General Inspectorate of Administration, the corps of prefects, and civil administrators.

The Paris Institute of Political Studies is a public scientific, cultural and professional institution independent from universities that provides training in political, economic and social sciences.

Close in some respects to a higher school, and in others - to a university, the Paris IPI has its own characteristics regarding teaching staff, student enrollment, teaching methods and its organization. The institute's teaching staff consists of 40% university personnel, 37% government employees and 23% private sector representatives. About 5 thousand French and foreign students are accepted for study. The duration of training is from two to three years.

The Institute issues master's and doctorate diplomas and organizes preparation for competitions for filling administrative positions. A certificate of political education, independent of the existing diploma, is issued after a year of study to foreign students with training equivalent to at least a French bachelor's degree and with a very good degree of proficiency in French (entrance exam in French).

The International Institute of Public Administration (IIPA) trains foreign officials, promoting the dissemination abroad of the working methods used by the French administration. Foreign employees must be recommended by their government and already have a master's degree or equivalent diploma. During training, employees can work towards a higher education diploma under agreements between MIGA and Parisian universities. The Institute publishes the French Journal of Public Administration and directs various studies in the field of management sciences.

There are about 50 specialized schools (not counting the military). Among them are: the national school of magistrates for judicial magistrates, the national school of customs, the national tax school, the national school of treasury services and the national center for the territorial civil service, which trains administrators and territorial attachés.

Advanced training is considered by the government from the perspective of updating the state apparatus. In other words, the education of civil servants, while remaining a means of increasing social status and career advancement, has become a tool for modernizing the civil service, which is carried out in the interests of not only the administration itself, but also other organizations and the population as a whole. A number of measures taken recently as part of government reform confirm the focus on ensuring the interconnection of professional training of officials, decentralization of management decision-making and administrative restructuring.

Thus, in France, as in Germany, the training system for civil servants is centralized and has a multi-level structure, ranked depending on the goals of training and the degree of professional training of students. However, if German educational programs are distinguished by a high level of balance in economic and legal disciplines, then the French approach is focused on an in-depth study of economics.

Official website of the government of the French Republic.

Some Southern European countries have taken the French model as a model for developing their own civil service training programs.

In Spain, until the end of the 1980s, there was only a school of political sciences, and in 1986 a new branch of knowledge based on the French model, “political and administrative sciences,” was officially recognized. During this period, new schools of political science and sociology were created, a larger number of courses in public administration, programs for training civil servants, including a course in public management, were introduced.

The reform of the 1990s concerned mainly state policy. Universities introduced new three-, four-, and five-year programs, upon completion of which students received an academic degree in the field of political and administrative sciences.

Academic degrees awarded by universities require accreditation from the Ministry of Education, which, in turn, approves the curriculum, where 40-50% of all subjects are devoted to MPA programs.

Universities organize classes according to four degrees:

Diplomatura - 3 years (for students planning to work as middle managers and civil servants);

Licenciatura - 4-5 years (consists of two cycles, where the second is divided into public administration, political science and international relations);

Master (1-2 additional years after licenciatura + defense of a master's thesis. Involves training in a public management program both full-time and part-time);

Doctorate (2 additional years after licenciatura + defense of a PhD dissertation. Assumes a doctorate degree in political and administrative sciences).

Public management scholars have developed a distinctive approach that has influenced the development of research, training, and consulting in this area. Among them are works on changes in the Spanish administration, a comparative analysis of the activities of public administration, as well as improving the budget and control over the expenditure of public funds; strategic management combined with political science; tax system management, etc.

Recruitment of civil servants is carried out through open competitive examinations in subjects such as administrative law, public economics, public administration, budget and financial management. Sometimes new topics related to public sector reform are also included in the exam format - civil service and political processes, public management, etc. An innovation is the internship of graduates for several months, which allows them to find permanent work in the public administration.

Programs and courses for training civil servants for certain positions are developed by the Central Institute for the Recruitment and Training of Civil Servants (INAP), created on the basis of the Ministry of Public Administration.

Training of specialists is carried out in three areas:

Management structures, personnel, ethics of civil servants;

Development of public policy;

Public management.

In Italy, public administration as a separate academic discipline appeared only in 1955. Its program was proposed as part of an agreement between the governments of Italy and the United States and was developed by the University of Bologna and the California Department of Political Science. The program was funded by the Ford Foundation and aimed at modernizing Italian public administration, but it was not widely adopted and was later replaced by a more traditional program that focused on legal training. However, administrative sciences, political analysis, economics, management, methodology and sociology are also quite widely represented.

The Italian higher education system includes 67 higher education institutions, including 45 universities; 3 polytechnic universities; 5 free universities; 9 university institutes; 2 universities for foreigners; 3 specialized schools.

There are four types of diplomas in the Italian academic system:

Diploma universitario (2 years of study);

Laurea (minimum 4 years of study, if it concerns the faculties of political sciences, law and economics);

Post lauream (1 year of specialized training);

Dottorato di ricerca is the equivalent of a PhD (3 years of study, since a special doctoral diploma in public administration does not yet exist in Italy).

Obtaining diploma and laurea degrees requires a certificate of completion of secondary school (after 13 years of study, usually at the age of 19). Testing is carried out at the faculties of political science and law.

Among the current areas of training, special attention is paid to:

EU legislation (courses in this specialty are offered in the departments of political science, law and economics of many universities and usually include analysis of EU institutions);

EU and its structure;

European political institutions (eg European Commission);

International Relations (course on the formation of European political processes);

European integration.

The Faculty of Political Sciences of Florence offers a one-year master's degree for 30 applicants who hold a degree (laurea) in political science, law, economics, literature or sociology.

A number of research centers are engaged in public administration and public regulation at the University of Bologna, the Polytechnic University of Turin, and the University of Udine.

Entry into the civil service in Italy is subject to passing a competitive examination. The subjects taken for the exam are usually of the same type. For senior administrative positions, a university diploma is required, as well as degrees in law, economics, political science, sociology, etc.

Training of senior civil servants is carried out using special courses. For example, a course lasting 2-2.5 years includes practice in administration, in which case the examination selection is carried out depending on the training program of the participants. Admission to courses is carried out after a qualifying exam. Training of central administrative civil servants is carried out for individual ministries, for example, the Ministry of Internal Affairs, the Ministry of Finance, the Ministry of Defense, the Ministry of Foreign Affairs, etc., in specialized educational institutions.

The Graduate School of Public Administration has been training personnel for the Prime Minister's Office since 1957. More than 180 types of preparatory courses are organized on its basis.

In parallel, the Italian government created an educational institution that awards the MPE (Master of Public Economics) degree. It trains personnel for regional and local administrations, government and private firms and offers courses of 6-12 months for university graduates with a Master in Public Sector Economics.

In 1984, the Graduate School of Public Administration opened preparatory courses to recruit university graduates wishing to find employment in senior key positions in public administration. These are the only courses where training can be compared to practical training in the civil service. However, formally, students enrolled in this program become civil servants only after completion and after further selection.

Until recently, the legal approach to the study of administration dominated the Italian education system. However, since the early 1990s, the situation began to change, and the role of programs aimed at modern interdisciplinary training of future officials, especially at the highest level, has increased significantly. This is due to the fact that Italy signed the Bologna Declaration in 1999 on the formation of a pan-European higher education system by 2010.

Italy has extensive experience in solving acute social problems that Russian civil servants currently have to solve. A promising direction for studying this experience is to expand the scope of internships for Russian civil servants in Italy, and a qualitatively new stage in the development of Russian-Italian cooperation is the joint development and implementation of MPA programs.

The training system for civil servants in the USA and Canada, as well as the higher education system as a whole, differs from the Western European one (we wrote about it in Nos. 4 and 5 of the GS magazine). The differences between Western European and American standards of professional higher education are due to the peculiarities of the historical development of the countries of North America.

Training programs for the civil service.//Public Service. - 2005. - No. 6(38)

Part III
American approach

US higher education system- more than two thousand universities, institutes and colleges. Universities include one or more general education colleges, special colleges, higher specialized faculties, and centers. Many colleges, like institutes, exist as independent educational institutions. Higher education is considered to be training obtained not only at four-year colleges, but also at two-year colleges.

Most higher education institutions (about 2/3) are private, where tuition fees are much higher than in public ones. Private universities receive subsidies from sponsors - private firms, foundations, former alumni, etc.

The most famous institutions of higher education include: Harvard University in Massachusetts (founded in 1636), Yale University in Connecticut (1701), University of Pennsylvania in Pennsylvania (1740), Princeton University in New York. Jersey (1746), Columbia University in New York (1754).

Universities make a significant contribution to the development of science. Being involved, among other things, in developing problems of a strategic nature of national importance, they train scientists and specialists who are hired not only by private sector organizations, but also by government agencies.

The trend of interaction between science and government interests is also reflected by the teaching staff of American universities, many of whose representatives have received not only degrees and awards for their contributions to science, but also positions in the public service. These are the Nobel Prize winner in economics in 2001, chairman of the President's Council on Economic Affairs under US President Clinton, chief economist of the World Bank, and now a professor at Columbia University and an opponent of globalization, Joseph Stiglitz; Professor at Harvard University, Director of the Institute for Strategic Studies. J. Olina at Harvard University, author of the book "The Clash of Civilizations" Samuel P. Huntington; former advisor to the President of the United States, and now dean of the Institute of Government. Kennedy Joseph Nye; specialist in modern international relations, consultant to the State Department and permanent consultant to the RAND Corporation, author of famous books and university lecturer Francis Fukuyama; Professor at Georgetown University and the Department of Political Science at Columbia University, which trains specialists in the field of public administration, Zbigniew Brzezinski.

As in European countries, public administration in America has always been closely associated with legal disciplines, in particular with administrative law. Then the discipline that studies the system of government (the system of state power) became widespread. The concept from which it gets its name - government in relation to the United States is often incorrectly translated as "government". In fact, this concept is broader and applies to all three branches of government - legislative, executive and judicial, as well as several levels of government.

This discipline deals with a wide range of public administration problems. It is often taught in a political science (political science) department, such as at Columbia University. The curriculum may include topics such as political setting of public administration, the national government and national economy. Colloquiums and seminars may be held on the content of American politics, American political thought, or the politics & administration of environmental problems. The comparative approach has long been rooted in this area.

The long-established trend towards strengthening the economic education of public managers in recent years - with the introduction of assessing the effectiveness and quality of the work of government bodies - has been enriched by the further development of economic-mathematical and other advanced methods. We should not forget that the once so-called managerial revolution and many other influential sociological movements were born in America.

The master's degree program is intended for individuals who have a bachelor's degree (B.A.) or its equivalent and are pursuing a master's degree (M.A.) in public administration. The content of the master's educational program includes the study of the features of political processes, the legal system, and sociological theories.

To obtain a master's degree, you must: 1) score a certain number of points for listening to this course - usually 36 points; 2) actively participate in other types of educational activities provided for by the program; 3) successfully defend a master's thesis. Typically, all of the above standards must be completed within one academic year. Sometimes the period can be less, and sometimes it increases to two years.

A special form of training for masters in public administration is a course of study and the defense of a dissertation, which is organized for senior and middle-level government officials by a number of universities that have an agreement with the American government.

One such university is American University, which ranks sixth in the country for training in public administration. In collaboration with the U.S. Government Personnel Administration, the university has developed a Master of Public Administration (MPA) program for U.S. government employees.

The Office of Personnel Management (OPM, Office of Personnel Management) is a federal agency (independent agency) created in 1979. The functions of this department include selecting applicants for positions in government departments and conducting competitions for filling vacancies according to the table of ranks of the civil service ( civil service). The Effective Group Program training course lasts less than two years. The form of training is full-time and part-time, without interruption from work. The student needs to score 36 points for studying the subjects included in the program. The course is divided into three two-week periods of full-time seminar classes in the department itself and, in addition, includes 18 additional three-day classes once a month on weekends (study weekends). Program participants continue to work at their jobs, which, according to the organizers, is optimal for a public administration specialist.

The sequence of subjects may change during the course. In 2004, the program also included the topic “Assessing and changing the position of the organization” and a seminar for advanced training of management personnel.

The total cost of tuition as of November 10, 2004 was: $41,001 (of which $10,950 was paid by the Office of Personnel Management and $30,051 by American University). Thus, although the overall cost of training is more than $40,000, the training is free for civil servants undergoing training - the government and the university pay for them.

Generally, master's degree applicants must achieve at least 36 credits in course completion, primarily in the form of lectures and seminars. During the academic year, to dynamically assess their knowledge, undergraduates perform tests, pass exams and write scientific and educational papers.

As a rule, the preparation program for defending an academic degree includes such additional activities as visits to research centers, municipal and state government bodies, etc. Based on the results of extracurricular work, a report is written that is subject to evaluation by an academic consultant. This part of the program is also scored.

The preparation logically ends with the defense of a master's thesis. It is a qualifying work, which is an independent scientific study of a complex nature, which reflects the ability to interpret various concepts and theories, using appropriate research methods.

The Master of Public Administration training system at Canadian universities is not much different from the US system. Both are based on theoretical premises and methodology common to North America. It could not be otherwise, since Canada has adopted both the American education system and the American system of higher education. Universities, the number of which is much smaller than in the United States, are organized according to the American model. Universities in the province of Quebec are some exceptions. The largest universities are located in the cities of Toronto, Montreal and Quebec.

Typologically, they can be combined into a model conventionally called “American” above. It is based on an interdisciplinary approach, and not only applied, but also general theoretical problems are developed. Initial requirements for applicants include proficiency in English, a bachelor's degree or a successfully defended diploma recognized by a reputable university. Both full-time and part-time forms of education are used. Much attention is paid to independent work and work with literature. The student is required to submit detailed “essays” - abstracts and projects - analogues of course work. Control is carried out in the form of an interview, defense of projects, analysis of situations, and discussions at a seminar. All types of work receive evaluation. The examination and master's thesis are the final stage of education. For listening to any course, conditional points are awarded.

The features of the Canadian system of training masters in public administration can be examined using the example of one of the country's leading universities - Carleton University and its school of public administration.

It trains specialists in three areas - on Canadian issues; scientific and technological progress, innovation and environmental protection; on development issues. All three areas of specialization require you to receive 8.0 points for listening to the entire course, which consists of the following.

Firstly, from the “inner core” - seven compulsory courses of major disciplines in the specialty (3.5 points);

Second, from the "outer core" - two courses (1.0 points) chosen from five or six courses;

And thirdly, from seven elective courses (3.5 points).

Elective points (3.5) are awarded for agreed and approved subjects from the master's program or graduate school; preparation of dissertations and abstracts. Elective courses are taken after successfully completing at least seven courses from the “internal” and “external” set of compulsory programs.

The following is an example of the required and elective courses that are included in the Master of Public Administration program at the Faculty of Public Policy and Public Administration (SPPA) at Carleton University in Canada.

Each course is awarded 0.5 points.

Name of academic discipline

Public sector management and the Canadian political system

International relationships

Political Economy

Social movements, interests and the political process

Environmental policy

Financial management

Budget decision making and budgeting

City and local government management

Project management

Investments in the public sector of the economy and pricing policy

Macroeconomic approach in management and policy

Applied microeconomic analysis

Economy of Canada

Information Systems

Organization theory

Legal norms regulating the activities of government authorities

Local Government Governance - Provincial Governance

Science and technology policy

Technology, firms and innovation systems

Risk and assessment

The nature of science

Quantitative methods

Tax policy

Planning and evaluation in government

Seminar on Social Policy

Political economy of the state

Economic policy models

Regional policy

Advanced methods of statistical analysis for (economic) policy making

Personnel policy

Indigenous Peoples Policy

Policy of (structural) adjustment

Abstract, scientific research

Master's dissertation

Thus, the organization of the educational process and the range of disciplines - along with other factors - confirm the unity of the American and Canadian systems for training specialists in public administration. There is, however, one important difference - the cost of education, which in Canada in general and at Carleton University in particular is much lower.

Another feature is that Carleton University, one of the largest universities in Canada and widely known beyond its borders, has professional, multifaceted relationships with many foreign educational institutions. For many years, Carleton has consistently focused on the integration of Russian higher education into the global educational space. Currently, there are real opportunities to expand international cooperation in the field of scientific research and higher education. The working relationship that develops between Carleton University and the RAGS demonstrates the feasibility and fruitfulness of such cooperation.

The experience of foreign countries shows that the effectiveness of training civil servants depends on the commitment and continuity of the learning process and its direct connection with career advancement. In particular, the multi-level ranking system practiced in Germany (initial, introductory; updating, associated with changes in the management process; retaining, aimed at maintaining or expanding the level of professional knowledge and skills; ascending, etc.) is recognized as one of the most effective educational systems in Europe.

Considering the current state of the civil service in Russia, it seems appropriate to pay special attention to the creative adaptation of the accumulated positive experience to Russian conditions. The Russian Academy of Public Administration under the President of the Russian Federation pays special attention to this area of ​​activity. Based on existing and expanding fruitful contacts with foreign educational institutions, internship programs for teaching staff are being implemented, and work is underway to coordinate educational programs for training, retraining and advanced training of civil servants. A key role in solving these problems belongs to the recently created structural unit of the Civil Civil Service - the International Institute of Public Service and Management.

Every organization, even a small one, has staff. In order for employees to calculate their salaries, they must be entered into a specialized program - personnel. A program for the HR department such as 1C has become very popular. Of course, this application copes with its tasks perfectly, but it is paid.

Newly opened organizations sometimes cannot afford to install 1C personnel. Therefore, it is recommended to consider other programs that are distributed free of charge, but also perform their tasks well.

Selecting a frame program

On the Internet you can find more than a dozen programs that will make the work of a personnel officer easier. Don't rush to install the first application you come across. You need to do a little analysis and then compare all the paid and free programs. Most often, HR officers use the following software:

Each of the programs presented above is unique, but all of them are suitable for the work of personnel services. Please note that some programs are free, while others are paid.

The 1C Personnel program is designed for personnel records and payroll calculations. The application works with budget and self-supporting financing. The program can be designed to organize employee records, register office premises, and also to obtain reference information on personnel.

Key features include:

• Payroll preparation;
• Creation of staffing;
• Personnel accounting;
• Taxation;
• Reporting;
• Possibility of recording time worked;
• Working with payroll funds.

The program occupies a leading position in popularity. The only drawback of the application is that it is paid.

A program designed for personnel records. Thanks to the application, the personnel officer can take into account the employees of the enterprise, as well as generate all the necessary orders. The program is paid, it can be purchased for 1,500 rubles. If you don’t want to pay money, it is recommended to use the free version of the product – Mini Frames. Of course, the free version is a little stripped down, but its functionality will be sufficient for basic work.

Main features of the program:

• Creating an employee profile with all the data (full name, photo, education, etc.);
• Maintaining the HR officer’s “calendar” (visits, absenteeism, sick leave);
• Making report;
• Printing the necessary documents.

The program has an intuitive interface, so even an inexperienced user can handle the work. It should be noted that the application also has a network version.

The Personnel program occupies a leading position among free applications designed for personnel records. If you wish, you can purchase a license, the cost of which does not exceed 1000 rubles per year. In this case, you get additional functionality.

The program can keep track of data such as:

• Taxation;
• Vacations;
• Sick leave;
• Employee card;
• Business trips;
• Movements;
• Debts.

You can work with the Salary and Personnel program not only via a computer, but also via the Internet, that is, a mobile device can be used for these purposes.

This is a free application designed for HR work. Unlike many programs, “Enterprise Employees” allows you to manage several organizations at once. To make it easier to work with the application, the developers have provided the ability to work with three accounts: Administrator, User and Guest. In the first case, you can create and edit entries. As for the “User” account, it only allows you to fill out already created databases and documents. The guest can only view the finished documentation.

The main features of the program include:

• Ability to capture a camera (to obtain a photo of an employee);
• Working with a scanner;
• Creation of employment contracts;
• Development of new templates;
• Creation of orders;
• Ability to calculate vacation and length of service;
• Maintaining time sheets;
• Reminder of the need to undergo a medical examination;
• Uploading documents to Word and Excel;
• Sending documents for printing.

The program has network access, which means that several employees can work with it at once. The number of jobs in the program is not limited.

This is a multifunctional program that helps improve the work of the HR department. It should be noted right away that the application is paid, but it can be used in test mode for 55 days. This time is enough to fully study the functionality and understand whether the application is suitable for working in your company.

Main functions of "Kadry Plus":

• Creation of cards for each employee;
• Working time tracking;
• Organization structuring;
• Job classification;
• Formation of time sheets;
• Creation of all necessary orders;
• Calculation of employee length of service;
• Tracking the movement of each employee;
• Creation of templates for any documents;
• Export documentation to Excel;
• Vacation calculation.

This is an incomplete list of program features. More details about the functionality can be found on the official website of the developers. It is noteworthy that the application can be installed even on weak computers running Windows XP.

The HR department is a multifunctional program that can even replace 1C. You should immediately take into account that the application is paid. The developers provide budgetary and government organizations with a 30% discount.

The program interface is intuitive, so there should be no difficulties in working. Of course, some misunderstandings may arise at first, since the “HR Department” is equipped with a large number of functions. Over time, all work will be done automatically.

Main functions of the application:

• Creating a detailed employee card;
• Import/Export of data from 1C;
• Creation of personnel documents;
• Drawing up staffing schedules;
• Calculation of all types of experience;
• Connection of any type of classifier;
• Accounting for vacations and business trips;
• Export of data for sending to the Pension Fund;
• Working with standard reports;
• Organization statistics (free and occupied units).

In fact, this is not the entire list of what the program can do. You can work with the program over the network. If necessary, you can connect an additional employee, but you will have to pay for each account.

A professional application necessary for HR work. Thanks to the “Personnel Business” program, HR administration is automated. The program is aimed at organizations that do not have an independent personnel service.

Managing the program is not difficult, so any employee responsible for HR work can handle the task. Even an untrained personnel officer will be able to maintain full personnel records. The “Personnel Business” version is distributed free of charge. If necessary, you can upgrade to the “Pro” version, but for an additional fee.

Program functionality:

• Maintaining employee records;
• Tracking movements and assignments;
• Staffing table;
• Time sheet;
• Calculation of experience;
• Employee career development planning;
• Working with regulatory documents;
• Printing the necessary documents;
• Creation of text and graphic statistics;
• Database backup;
• Ability to maintain reference and regulatory documents.

Thanks to the ability to create queries, you can extract any information from the database. In this case, a similar procedure can be performed by the personnel officer himself without the involvement of a system administrator.

Conclusion

Don't underestimate free programs. They cope with tasks no worse than paid products. Of course, they may have some nuances, but this does not greatly affect the work. Of the paid products, it is recommended to pay special attention to 1C Personnel and the Human Resources Department. As for free software, Personnel Business is an excellent solution. You need to compare software products and then choose the one that suits your organization best.

Video review of the program

INFORMATION TECHNOLOGY IN HR SERVICE

The state civil service is no exception in this aspect. The use of automated systems in personnel management in government agencies makes it possible to create a unified information environment and unite all management entities, increasing the efficiency of their work. The use of modern information systems in personnel management activities creates a number of advantages compared to the traditional approach to organizing the work of personnel services and the use of local personnel programs.

If the personnel policy in a government agency is integrated with the management and financial policies of the organization, then the automated personnel management system should not exist separately, but be part of a unified information system, the personnel core, without which complete automation of the organization’s management process, the introduction of electronic document management, and the development of internal and external communications.

Under normal conditions, personnel information is most often used by the human resources department, the labor and wages department, and the accounting department. Specific tasks of management accounting are solved here: planning and control of staffing, hiring, transfer and dismissal of personnel, accounting for vacations and business trips; payroll calculation, etc. Each of these tasks represents a specific sequence of actions (in essence, these are production technologies). For example, filling a vacant position can be presented as a sequence of actions: creating a vacancy - searching for candidates - obtaining data about candidates (resumes, questionnaires, interviews, etc.) - processing data - screening out unsuitable candidates - clarifying information on real candidates - making a decision (candidate selection) - hiring/transferring an employee to a vacant position - drawing up an employment contract - filling a vacancy in the staffing table - calculating the wage fund - calculating a specialist’s salary. In large government agencies, it is almost impossible to effectively manage such a process without an information system.

In addition, the circle of people who, to one degree or another, need high-quality personnel information is much wider. These are managers at all levels, security officers, etc. That is why a personnel module in an information system, consistent in structure and data format with other functional subsystems, seems preferable to a local personnel program. On the one hand, the information system significantly expands the number of people who can use information from their computer, and on the other hand, control and delimitation of access rights guarantee against abuse of authority and unauthorized access to personnel information.

It should be noted that personnel accounting (or, more precisely, personnel document flow) is only one of the personnel functions, which is sufficiently formalized by unified documents, and therefore can be easily automated. With an appropriate level of development of the information system, other tasks of personnel management of civil servants can be successfully solved: development of personnel policy in the aspect of a clear definition of the organizational structure and functional responsibilities of employees, planning of personnel needs (including for individual positions, specialties, etc. ), selection and placement of personnel in accordance with the organizational structure, control of labor organization (movements, changes in wages, vacations, etc.), planning and control of employee training, etc.

Certain areas of activity in personnel management of civil servants are successfully implemented using information systems (table).

personnel automated technology employee

The main capabilities of the IT system in personnel management of civil servants

	HR records, reporting and analysis	Selection, adaptation	Assessment, certification, development
Management level	Top management	Formation of staffing, hierarchy of positions, salary systems, systems for access to personnel information. View the database of personnel and organization structure. Viewing HR reports	Determination of approaches to personnel selection, professional and personal requirements for candidates, principles of adaptation of new employees. Organizing the selection and assessment of candidates for mid-level positions. Planning and control of personnel selection	Formation of a policy for assessment, certification and personnel development. Initiation of personnel assessment and certification. Obtaining information about plans and results of personnel development
Middle management	View the database of personnel and structure of the unit. View HR reports. Creation, coordination and approval of job regulations for department personnel	Selection of personnel for available vacancies. Obtaining information on candidates. Formation of professional and personal requirements for candidates. Formation, coordination and approval of employment contracts	Conducting and participating in personnel assessment and certification. Formation of personal development plans for department employees. Obtaining information about plans and results of personnel development
Employees	Control of personal information. Obtaining information about job responsibilities	Obtaining information about possible promotion, professional and personal requirements for the position	Passing assessment and certification according to a given scenario. Formation of self-development programs, applications for training. Participation in corporate personnel development plans

Thus, on the basis of automated personal accounting, it is possible to formulate a service contract and job regulations for a state civil servant.

By correctly building an organizational structure, defining functions, systematizing the rights, responsibilities and regulations that arise in the process of performing these functions, appointing those responsible for work in key areas, and entering this information into the IT system, you can get the opportunity to use established document forms automatically generate basic documents, make adjustments to them if necessary and print them for further approval. Since the area of ​​activity of each employee in this case is determined by the range of tasks he solves and the responsibilities assigned to him within the framework of these tasks, accordingly, job regulations and a service contract are formed not on the basis of general concepts of job responsibilities, but in accordance with the areas of responsibility and his functional responsibilities.

An automated system will allow you to store history and receive reports on changes, for example, in the distribution of job responsibilities. In the case of redistribution of job responsibilities between employees, the process of developing new job regulations and making changes to service contracts takes a minimum of time, since this will only require entering information about the change of those responsible for the redistributed functional responsibilities. The system will form new job regulations and, if necessary, make changes to service contracts.

Automating the recruitment process makes it much more efficient. In addition to the above definition of functions, the information system can systematize the entered information about the skills and qualification requirements required or required to perform specific functions. In this case, work with potential candidates for vacant positions will be more targeted, because it becomes possible to check the candidate’s compliance not just with a specific position, but with specific professional and personal requirements for solving certain functional tasks.

If we consider the process of certification of civil servants in the traditional sense, then this is, as a rule, a rather complex undertaking that requires a significant amount of time and is associated with certain organizational difficulties. An IT system can solve most of the problems that accompany certification and increase the efficiency of the results expected from certification. Certification can be carried out using a local network and standard scenarios that allow an employee to be assessed by himself, colleagues, a manager and an external expert.

In this case, the entire certification process will take place without taking the employee away from his workplace, with minimal waste of his and management’s working time. Certification using IT is becoming a routine, planned and effective activity. The information obtained during the certification process and the conclusions drawn on its basis make it possible to make informed decisions on the formation of a personnel reserve, individual development plans, etc.

Similarly, with the help of an information system, a qualifying exam in the form of computer testing can be organized. Based on the database of test tasks entered into the IT system, the program will automatically generate a variant of a certain complexity for a specific civil servant, process the test result both from the point of view of the overall result and from the point of view of those tasks that caused difficulties and relevant topics.

When holding competitions for filling a vacant position or inclusion in the personnel reserve, the system will allow, based on the assessments of the commission and experts, to compare candidates with each other and with standard indicators, and build a ranking of candidates.

IT systems greatly facilitate record keeping and compliance with deadlines for civil servants to undergo advanced training and retraining, internships and other forms of training, and allow for targeted and systematic implementation of training technology.

Thus, modern information systems can be used in the main functional areas of personnel management and make it possible to reduce labor intensity and increase the efficiency of personnel work.

The considered capabilities of the IT system give a general idea of ​​the benefits that can be obtained after their implementation. Practical experience shows that any major informatization project is associated with significant changes in the management structure of the organization. When automating personnel work, which, as a rule, requires the joint and coordinated efforts of several departments at once: the personnel department, the labor management and wages department, the accounting department, the information technology department and others, problems may arise related to the inconsistency of work technologies, requiring preliminary discussion and search for solutions.

Along with solving the problem of choosing a software product for an information system, the following criteria are indicators of a high level of readiness for implementation:

• 1) managers at all levels accept the goals of informatization and are convinced of its necessity, the information system is considered as a way to solve many problems;
• 3) funding has been allocated for the implementation of the information system;
• 4) the level of computer literacy of users meets the requirements of the system;
• 5) the automated control system department is capable of mastering and maintaining the information system;
• 6) the IT hardware and software base is developing at an appropriate pace;
• 7) the interaction system is ready for changes associated with the implementation of the information system;
• 8) the management of the government agency is ready to transfer to the personnel service the necessary powers and resources to organize work on the implementation of the information system.

The implementation of an IT system requires combining the activities of interrelated departments and eliminating inconsistencies in work technologies. Thus, in the conditions of traditional non-automated or locally automated work, responsibility for the correctness of wage calculations is assigned to the person performing the calculation, i.e. to an accountant who receives and can always check documents coming from the HR department. In an automated system, an accountant works with the necessary data entered into the database and performs only his professional duties. If the HR department does not act responsibly, this will lead to errors in payroll calculations.

In another version, contradictions arise due to different time parameters for the work of the HR department and the accounting department. The specifics of the work of the HR department are such that the data in the system about reception, transfer, etc. are displayed almost immediately when the personnel situation changes. To calculate wages, a certain delay is required: payroll data for the previous month is generated, as a rule, at the beginning of the next month, and changes cannot be taken into account online. It is obvious that such problems must be solved primarily by organizational methods.

One of the options for complex automation of personnel work could be the introduction of a corporate information system, including a subsystem with the code name “Personnel”, designed to record and manage the actual personnel composition, maintain the staffing table and ensure their mutual compliance, plan work schedules and maintain time records, and also to perform other activities that cover the entire range of personnel operations.

The “Personnel” subsystem allows you to effectively process personal files of the main staff, candidates for employment, dismissed employees, freelancers, etc. and is used to automate the work of personnel departments and related services. The “Personnel” subsystem must be integrated with another subsystem - “Salary”, which uses data from personal cards and time sheets of the “Personnel” subsystem. This allows for efficient payroll processing.

The main tasks solved with the help of the “Personnel” subsystem include: maintaining the staffing table and organizational structure, accounting for personnel and maintaining time sheets. When working with the staffing table, changes in the organizational structure, system of qualification categories, ranks, etc. are automatically tracked. Work with the staffing table is carried out for each division.

Personnel accounting is carried out by maintaining personal cards of employees, in which basic data is entered (biographical information, education, available specialties, awards, etc.), as well as information accumulated during civil service - changes in working conditions, vacations, business trips, etc. etc.

An automated timesheet accounting system can be carried out both “by fact” and “by deviations”. Working hours are recorded using records of deviations from the working time schedule of each employee or by registering the days/hours actually worked.

The “Personnel” subsystem makes it possible to generate reports of any degree of complexity; automation of statistical reporting significantly facilitates the activities of the personnel service.

Thus, the implementation of an information system allows you to automate most of the functions of the personnel service:

• - accounting of personnel;
• - entering information about an employee upon admission, maintaining a history of changes in working conditions (movements, appointments, etc.), advanced training, certifications, incentives, etc.;
• - maintaining the staffing table, the history of its changes, maintaining a clear correspondence between the actual composition and that defined in the staffing table, calculating vacancies;
• - accounting and registration of all types of vacations, tracking underused vacation days, assigning additional vacations to an employee;
• - maintaining a calendar taking into account weekends/working days,
• - maintaining work schedules with arbitrary settings of types of working time;
• - maintaining time sheets and military registration tables;
• - development of primary documents used in the records management of the personnel service;
• - generation, viewing and printing of output documents for personnel records;
• - creating reports of any degree of complexity (Fig.).

Rice.

The transition to automation of personnel flow registration processes makes it possible to rationalize the performance of labor operations, reduce time costs and streamline personnel accounting activities.

Thus, our analysis of data on the labor costs of HR employees on basic personnel accounting operations when performing work manually and using an IT system shows that automation of the functions of a HR specialist has made it possible to sharply reduce the time costs of employees when performing many HR procedures. Automatic calculation of the number of days and the vacation period takes 1-2 minutes, and with manual work it takes more than 15 minutes per person; searching for any information about an employee in the system takes no more than a minute; with manual work, you need to find a personal card, personal file, work book and compare the available information, which takes up to 20 minutes per employee.

In addition, the possibilities for obtaining information about employees have expanded. The automated system allows you to receive, upon request, a variety of statistical and other reports (for example, on employees with higher education, on employees working for over three years, on those liable for military service, etc.) in a matter of minutes. Manual preparation of such data usually takes from several days to 2-3 weeks.

When using an IT system, there is a reduction in employees involved in maintaining personnel records, and the time for checking department time sheets is reduced; the number of errors in timesheet calculations associated with incomplete or inaccurate information about deviations from the schedule for individual employees is reduced.

Thus, the use of an IT system in personnel work leads to optimization of activities related to the implementation of personnel operations and procedures:

• - the time for one procedure is significantly reduced due to the automation of individual operations;
• - the number of participants in the technological chain for processing personnel documents is being reduced;
• - the number of errors is minimized by concentrating the procedure in the hands of one performer;
• - reliability and safety of personnel information, completeness and efficiency of its receipt are achieved;
• - the loss of time for employees who initiate personnel actions is reduced and, thus, the double effect of informatization is achieved - improving the work system as a whole.

A condition for the successful implementation of an IT system is the appropriate readiness of the entire personnel management system of a government agency and the personnel service in particular. It should be noted that both successes and problems of informatization of personnel technologies are always due to preparatory work. The preparatory stage should be of independent importance and take a long time so that almost all personnel procedures are prepared for automation, and the workers performing them are confident in computer technology. The organization of the personnel service, the creation of its clear structure and regulations, the selection and training of specialists can ensure the overall compatibility of the organizational structure and employees with the main goals and ethical values ​​of the IT implementation project. It is necessary that the motivation of HR specialists to use IT is quite high, and that all employees have good skills in working with computer programs.

If these conditions are implemented, the use of information systems in the implementation of personnel technologies will help improve the efficiency of personnel work in general.

It is no coincidence that when a comprehensive assessment of a particular candidate for a position is needed, managers and personnel department employees begin to make inquiries again and collect additional information. The reasons for this situation lie in the following. 1. Science and management practice have not yet developed sufficiently substantiated criteria for the comprehensive assessment of personnel. And a person is hired for a responsible position often at random by trial and error. 2. The data bank on personnel is poor, modern means of information support are ignored. 3. Traditionally, managers do not allow personnel officers to get involved in personnel policies, deliberately limiting their powers to the technical preparation of the draft order.

Personnel work in municipalities

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