HR Policy in Public Administration as an Element of Sustainable Regional Development
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E3S Web of Conferences 295, 01062 (2021) https://doi.org/10.1051/e3sconf/202129501062
WFSDI 2021
HR Policy in Public Administration as an Element
of Sustainable Regional Development
Elena Kulikova*, Olga Durandina and Elena Molokova
Ural State University of Economics, Yekaterinburg, Russia
Abstract. In the course of regional development of any territory, the
infrastructure of public administration bodies is crucial, ensuring the
strategic development of the territory, its priority areas and a system of
interaction organized at the local level. The personnel issue plays an
important role in the formation of the territory's sustainable development. It
is the success of the public administration teams work that ensures the
growth of the investment attractiveness of the territory, the formation of its
competitive ability and, as a clear consequence, success in strategic growth
and achieving the planned economic indicators. The paper considers issues
of effective HR management in public administration. Effective HR
management in any public authority and at all levels is impossible without a
certain personnel policy. Accordingly, the main elements of the
interpretation and formation of HR management are considered in our
research.
1 Introduction
The current economic situation requires the strategic development of Russia's territories.
With the post-pandemic conditions and the uncertainty of economic processes, personnel
policy in public administration (human resource) is becoming increasingly important – this
is one of the conditions for reforming society and uniform sustainable strategic development
of territories. At the same time, the definition of personnel policy in HR management is
ambiguous. Thus, domestic management allows for a discretionary interpretation of
personnel policy: in a broad and narrow sense.
Yu.G. Odegov defines personnel policy in a broad sense as "... a system of rules and
regulations on the basis of which the main activities (tactical moves) for HR management are
planned and coordinated with a common understanding of the goals and objectives of the
entity" [5, p.12]. In a narrow sense – as " ... a set of specific rules, wishes and restrictions in
the relationship between an employee and an entity (for example, hiring staff only with a
completed specialized education and computer skills)".
In Switzerland, the personnel policy in state bodies is aimed at attracting representatives
("representation in the state bureaucracy") of cultural minorities to the service. The
importance of this problem is determined by the fact that there is no common language and
national culture within the Swiss Confederation. Switzerland has three leading Euro-
*
Corresponding author: eskulikova@mail.ru
© The Authors, published by EDP Sciences. This is an open access article distributed under the terms of the Creative Commons
Attribution License 4.0 (http://creativecommons.org/licenses/by/4.0/).E3S Web of Conferences 295, 01062 (2021) https://doi.org/10.1051/e3sconf/202129501062
WFSDI 2021
continental ethnic groups, each of which is joined by neighbouring large countries with a
similar mentality. Therefore, when selecting candidates during the recruitment, emphasis is
placed on the observance of the equal rights of minorities.
In the Russian Federation, the main principles of personnel policy in the public service
are openness and competitiveness [2].
2 Methods and materials
One of the tools for implementing the personnel policy is HR management. HR management
is nothing more than the activities of authorized bodies aimed at implementing the personnel
policy. The content and direction of the personnel policy are constantly changing in terms of
the goals and objectives set, therefore, the organization of HR management is also changing.
Along with that, stable and long-term main features are preserved, they constitute the basic
principles of the organization of HR management.
The main purpose of HR management is to ensure fulfiling the tasks of the entity (and
state bodies are no exception). Based on the goals of HR management, its following functions
are traced [4]:
personnel planning – determining the need for personnel depending on the entity's
strategy, searching for specialists, creating a reserve of personnel;
staffing - selection of a sufficient number of citizens that meet the qualification
requirements;
further professional development of personnel;
appointment to positions;
motivation of professional activity;
formation of a reserve of managerial personnel, including career planning;
conducting and analyzing performance appraisals;
training, retraining and advanced training of personnel;
planning the use of personnel and transition to another job;
organization of HR records keeping – preparation and execution of personnel documents
(contracts, orders, work-record books, etc.), organization of work with them (registration,
control, current storage, file register, evaluation, preparation and transfer to the archive).
In other words, HR management is the activity of the subjects of personnel relations for
the implementation of personnel policy, including the organization of work with personnel,
technologies, ways and methods of its implementation.
3 Findings and Discussion
In a state body, HR management is carried out by the HR office. The formation of personnel
services in state bodies was slow and difficult for some reasons. There were no uniform
standards for the activities of HR offices, the professional level of specialists was insufficient
Today, as practice shows, HR management remains the main functionality: registration
of documents for admission and dismissal, maintaining the staffing table, personal files,
work-record books, registration of vacations and business trips. HR offices also ensure that
the procedures provided for by the current legislation on the public service are carried out:
conducting official inspections, competitions, certifications, qualification exams. In addition,
these units implement measures aimed at combating
corruption – prepare plans and reports, collect and analyze information on the income and
property of civil servants and their family members, ensure meetings of relevant
commissions, organize professional development of civil servants, monitor compliance with
the requirements of the legislation on the public service.
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Reforming the civil service required expanding and deepening the tasks, increasing the
number of functions assigned to HR managers. In Federal Law No. 79-FZ "On the State Civil
Service of the Russian Federation" dated from July 27, 2004 (hereinafter No. 79-FZ), the list
of functions was increased to 19 [2]. The HR office status is being increased. The content of
HR management is expanding and requires additional regulation at all levels of the hierarchy.
Effective performance of HR management provides for knowing modern HR
technologies by employees of HR offices.
HR technologies in the civil service are a set of actions, methods and techniques aimed at
implementing the personnel policy of a state body [14].
HR technologies can be divided into 2 groups: traditional and innovative (Figure 1).
Fig. 1. HR technologies in the executive authorities*
* Written by the author
Let's consider these technologies in more detail.
Traditional HR technologies include:
Personnel planning is "providing an entity with the necessary number of qualified
personnel, assigned for specific positions at a specific time... and ... able to perform current
and long-term tasks". Personnel planning is carried out by the HR office in close cooperation
with the employer's representative to implement the personnel policy in any entity, including
the civil service.
Personnel is the full staff of employees. The personnel is characterized by structure and
number. In previous years, the opinion was often voiced that "personnel decide everything".
The staff is, first of all, people, the main group of qualified specialists and employees with
whom employment contracts are concluded for performing certain employment duties. In
this regard, the concepts of "personnel" and "staff" are identical [14].
In general, personnel planning allows us to answer the following questions of personnel
policy: the number and qualifications of civil servants necessary to ensure the powers of a
state body for the short-term; the possibility of optimal use of the abilities, knowledge and
experience of each; issues of optimizing the number of personnel; ensuring the development
of personnel potential following new tasks; the costs of carrying out a particular personnel
event [14].
The evaluation and selection of citizens for service is forming the motivation and desire
to work in the entity. The evaluation object is a candidate's qualities and abilities, and his/her
3E3S Web of Conferences 295, 01062 (2021) https://doi.org/10.1051/e3sconf/202129501062
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possibility of their effective application in future activities. The evaluation criteria are set by
the head of the entity, the activity specifics are taken into account.
The candidate must meet the stated requirements of the executive authority. Verification
of candidates is carried out by authorized officials: HR pros, medical workers, psychologists,
employees of the security agency, etc.
Certification is determining a civil servant's compliance with the position by appraising
his/her professional performance.
The competition for a position is a "special procedure for determining the most
appropriate candidate from among the candidates for the position."
The official regulations are a regulatory document according to which employment
activity is carried out, aimed at optimizing and improving the efficiency of a civil servant's
work.
The qualification exam is conducted for assigning a civil service grade on the initiative
of the civil servant to assess the knowledge, skills and abilities of a state civil servant by a
competitive or attestation commission [11].
The reserve of personnel is "... a specially formed group of employees who meet the
requirements for managers of a certain level in their qualities, who have passed the selection
procedure, special managerial and professional training and are capable of leading activities"
[12].
The rotation is "... a planned official transfer of an employee or a significant change in
his/her official duties to increase efficiency and reduce the risk of corruption components by
appointing civil servants to other positions" [11].
In modern realities, personnel technologies in the civil service must meet certain
requirements:
efficient and economical use;
uniformity and adaptability to the specifics of the civil service;
stimulating constructive ideas;
increasing the civil servants' receptivity to innovations.
These criteria can be met by innovative HR technologies that represent "... the latest or
modernized ways of interacting with personnel that provide an incremental effect" 11.
Innovative HR technologies in state bodies are aimed at improving the level and ability
of personnel to solve the tasks of effective functioning and development of the executive
body.
4 Conclusions
Innovative HR technologies include:
HR management in executive authorities is a set of measures that allows developing and
implementing an effective system of personnel retention, management and control while
creating a positive image of a state body. With this approach, managing and working with
personnel are considered as HR management, which is at larger levels (regional, national,
international) " 12.
In the state bodies, this approach will have the following specific features:
developing the creative component and initiatives of civil servants;
reducing the decision-making time without compromising the quality of decisions;
functional division and cooperation of labour, team spirit;
a favourable moral and psychological climate, reducing the level of stress, ensuring a high
level of civil servants' cultural education.
The competence-based approach is the assessment of personnel not by "narrow"
qualifications, but by their competence, by the range of possessed skills and knowledge that
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can be applied in various fields of activity. "Competence is a set of some personal
characteristics, properties, abilities, skills and motivational features that a person must have
to successfully work within the specified competencies of a particular position or company
as a whole. The main components of competence: knowledge, skills and abilities, personal
and business qualities, motivational and target settings, experience" [13].
Outplacement is " ... a technology that allows employing dismissed personnel in some
other place in certain terms and under certain conditions. Outplacement is used when there
is a large reduction in personnel and includes the employer's assistance to the dismissed
person in the form of a prepared CV and a letter of recommendation" [10].
Assessment – conducting business games with government employees on current topics.
This method can be used both to assess the competence of existing civil servants and to
develop a multi-disciplinary approach to solving the problem and to conduct a competition
for admission to a civil service position [9].
The polygraph is used when someone appointed to a position. The polygraph checks the
candidate for a criminal record, bad habits, connection with criminal structures, etc. In many
structures, this is part of the corruption prevention check 8.
Information technologies are "... a set of methods, production processes and software and
hardware combined in a technological chain that ensures the collection, processing, storage,
distribution and display of information to reduce the complexity of using an information
resource, as well as increase their reliability and efficiency" [7].
Information technologies are used to manage the organizational structure, maintain
personnel records, work with the personnel reserve, etc. (Figure 2).
Fig. 2. Information HR technologies [6].
Mentoring is "... a technology for transferring knowledge, skills and attitudes from a more
experienced person to a less experienced one... " [3].
Mentoring structure [3]:
the object of training (what information should be conveyed to the young employee);
subject of training (young employee, "student", "protégé");
mentor (responsible for training).
Mentoring methods: instruction, explanation, development.
The use of HR technologies in the public service should be carried out on a regulatory
basis, which gives them legitimacy. That means [4]:
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regulation of the activities of HR offices;
accessibility and clarity of the applied HR technologies;
HR technologies should not violate the fundamental rights and freedoms of employees
enshrined in the Constitution of the Russian Federation;
the use of HR technologies by employees who are entrusted with this activity.
Thus, HR management in the public service is the activity of management bodies, HR
offices and officials to implement the personnel policy of the state body. The main goal of
HR management is forming such a personnel potential that would professionally allow for
the sustainable development of any territory.
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