Personnel Management Practices Research Articles

Genesis of human resource management paradigms

Human Resource Management emerged as a concept in the 1980s. The rebranding of personnel management quickly gained popularity, but many organizations needed to become acquainted with the evolution of theoretical research underlying this concept. This study aims to provide a brief and accessible overview of human resource management's evolution and current research in this field. An analysis of research on the origins of human resource management is conducted, addressing issues related to the functions, roles, and strategies of managers and current debates on how human resource management affects organizational effectiveness. The results of a retrospective analysis of approaches to interpreting the "personnel management" concept are presented. The theoretical framework for defining "enterprise human resource management" is justified. The genesis of human resource management paradigms is considered from technocratic thinking, based on managerial rationalism, to future-oriented management with a priority orientation towards strategic human resource management. It is noted that mastering advanced management technologies is impossible without mastering the fundamentals of the humanistic paradigm, which provides a comprehensive understanding of the evolution and functioning of various organizations, taking into account the deep mechanisms of human behavior and the development of human potential in the face of changing external environments. Additionally, business globalization implies that human resource management professionals must be more proactive in areas such as business ethics, corporate governance, and managing employees' work-life balance. Considering the stochastic nature of the external environment, uncertainty, political and economic instability, and economic globalization, it is noted that the potential of human resources serves as a tool for reducing business risks. In these conditions, business exists for people rather than people for business. It is noted that business globalization implies that human resource management professionals must be more proactive in areas such as business ethics, corporate governance, and managing employees' work-life balance. Changes in communication and information technologies, such as the digital revolution, satellite communication, and cellular networks, will require the adoption of strategic international or global models of personnel management, which will be implemented through radically new approaches to strategies, structures, organizational culture, personnel management practices, and labor relations. Keywords: human resource management, personnel management, organizational effectiveness, productivity leadership, management, organizational culture.

Investigation of the Impact of Work Incentives on Employee Work Quality

The theme of article is dedicated to investigating the impact of work incentives on the quality of employees’ work. During the research, various methods and approaches to incentivization are analyzed, and their effectiveness in terms of improving labor productivity accuracy and work quality is assessed. Special attention is given to the comparative analysis of material and non-material forms of incentives and their influence on employee motivation and satisfaction. The article is based on a theoretical literature review on the topic and practical data analysis obtained from various organizations. The research aims to identify the most effective methods of work incentives, ways to adapt to different organizational conditions, and individual employee needs. As a result of the work, specific recommendations for personnel management practices are presented, and criteria for evaluating the effectiveness of various incentive methods are determined. These recommendations and criteria can be used by organizations to enhance the quality of employee work and ensure the company’s development.

Identification of Employee Management in MSMEs

MSMEs (micro, small, and medium enterprises) are a crucial component of global economic expansion and exert a substantial influence on employment creation worldwide. Proper staff management is a critical determinant of success and sustainability for MSMEs in their operational endeavors. This study examines personnel management techniques and practices employed by MSMEs in the tourist sector focusing on CV OBKA Mandiri as a case study. The findings of this study demonstrate that CV OBKA Mandiri employs a distinctive method in managing their workforce. The organization places significant emphasis on fostering a culture of collaboration and teamwork among its workforce. The employees are seen as integral members of the firm, with a strong emphasis placed on the value of teamwork. The belief in the significance of mutual success is held by individuals. This research also emphasizes the significance of employee engagement and motivation in the management of employees in MSMEs. CV OBKA Mandiri recognizes the correlation between employee motivation and engagement in their work and the subsequent positive impact on the firm. Furthermore, the findings of this study emphasize the significance of staff training and development within MSMEs. The firm has undertaken significant measures in this context, offering useful insights into the implementation of human resource management. This study offers significant contributions to the understanding of staff management within the context of MSMEs. The findings can serve as a valuable resource for MSMEs in addressing unique obstacles such as the Covid-19 pandemic and its consequences.

Personnel Management Practices in Relation to Teachers’ Teaching and School Performance

The purpose of this study was to determine the personnel management practices and its relation to teachers’ teaching and school performance of the public elementary and secondary school teachers in Garcia-Hernandez district. School administrator’s personnel management practices affects teachers’ performance and school performance. The study was conducted in Garcia-Hernandez district, particularly to the two hundred fifty (250) respondents who were the school heads/principals, teaching, and non-teaching personnel for 2022-2023 academic year. This study utilized the descriptive-survey design employing the total population sampling technique with the use of a modified standard research tool from the IEA Teaching and Learning International Survey (TALIS) (2001) for the Personnel Management Practices, Teacher’s Self-Assessment Rubrics (TSAR)” by Hrushikesh Senapaty (2019) for the Teachers’ Teaching Performance, and Achievement Integration Program-School Staff Survey Questionnaire by the Minnesota Department of Education (2009) for the School Performance. The results showed that personnel management practices of the school administrators in Garcia-Hernandez district were very satisfactory. Teachers’ level of performance in terms of designing learning experiences, knowledge and understanding of the subject matter, strategies for facilitating learning, interpersonal relationship, professional and school development were very satisfactory. Likewise, the respondents’ perception on school performance in terms of climate and environment, leadership and government, professional learning, data-based decision-making, improvement initiatives, family and community partnership were also very satisfactory. There is a significant relationship between personnel management practices to teachers’ level of performance and school performance. This study concludes that effective personnel management practices positively influence the performance of both teachers and schools. The study showed that when school leaders engage in discussions with teachers to establish educational goals, provide opportunities for professional development, and encourage participation in school decision-making processes, it results in better teacher performance and contributes to a more positive school environment. Furthermore, it indicated that when teachers design learning experiences that incorporate the knowledge and experiences of their students, foster interpersonal relationships, and engage in ongoing professional development, these lead to better student outcomes and contribute to school improvement. It was recommended that school heads/principals may assign available teaching staff ahead of time in the absence of the regular teacher. The available teacher shall provide modules for the student’s activity in order for them to learn, and to make sure that teaching-learning process continues. Teachers are highly encouraged to pursue graduate and post-graduate studies. Further, schools should have quarterly monitoring and evaluation on their programs, activities and projects for school development.

ІНТЕГРАЦІЯ ЦИФРОВИХ ІНСТРУМЕНТІВ В УПРАВЛІННЯ ПЕРСОНАЛОМ: ПІДВИЩЕННЯ ПРОДУКТИВНОСТІ РОБОТИ ЧЕРЕЗ ІННОВАЦІЇ

The article is devoted to the study of digital personnel management tools as another method of increasing labor productivity in the context of global remote work. The article analyzes the latest research and publications on the theory and practice of personnel management, highlighting the growing scientific interest in modern technologies of personnel management and the role of digital tools in this process. The directions of integration of digital tools in personnel management were analyzed and methods of implementation were determined. The work presents the main directions and possibilities of using digital technologies to increase the efficiency of personnel management, in particular through computerization, the Internet as a business environment, the use of information technologies for full technical and information support of management processes. Special attention is paid to distance learning and staff development using various digital tools, such as e-learning, m-learning, u-learning, f-learning and blended-learning, which allow to improve the quality of education and training of employees. Issues of typology of digital learning tools, involvement of employees in the digitalization process and improvement of their qualifications are also covered. According to the results of the study, specific methods of integrating innovative digital tools are given in order to optimize the working time of management personnel, which in turn leads to an increase in the provision of information and prompt response to challenges that do not allow the enterprise to work as a single whole organism with the most optimized internal mechanisms. For each of the methods of integration of digital personnel management tools, possible ways of their implementation in the conditions of accelerated digital transformation and implementation of innovations in this direction are determined. The article calls for further research in the field of implementation of innovative digital technologies in personnel management, which opens up new perspectives for increasing labor productivity and the efficiency of the enterprise as a whole.

Using modern theories of motivation in the practice of personnel management

In a fast-changing world and a competitive business environment, effective personnel management is becoming a critical element of any organization's success. One of the key components of modern personnel management is motivation, which determines the degree of involvement and commitment of employees to the achievement of the company's goals. The essence and role of motivation determine the success of the management strategy and affect the effectiveness of the organization. The article examines the importance of effective personnel management in today's competitive environment and highlights its key aspect – employee motivation. The authors examine modern theories of motivation, such as Maslow's need theory, McGregor's theory «X» and «Y», Vroom's expectancy theory, and equity theory. It is considered how these theories can be used in personnel management practice to create effective motivation systems. The authors note the importance of recognizing and rewarding employees to ensure their motivation and job satisfaction. Modern motivational theories face several problems. First, the individualization of the needs and values of employees makes it difficult to create universal methods of stimulation. Second, the role of intangible incentives and self-fulfillment is becoming increasingly important, but measuring and managing them is a challenge for organizations. In addition, the rapidly changing business environment requires constant updating of motivation strategies, which is also a time-consuming task. The development of current theories of motivation is the key reason for the successful development of a company and ensuring competitiveness in the market. In modern society, the development of motivational tools is determined by flexibility, individualization and emphasis on the personal and professional growth of employees. Technological innovations, a balanced approach to incentives, reflection of company values and employee participation in management create a complex motivation system. Addressing issues of health and stress resistance emphasize the importance of the psychosocial well-being of employees. These directions define a new approach to personnel management aimed at creating sustainable and effective organizations in the modern business environment.

РОЗВИТОК ТЕХНОЛОГІЙ УПРАВЛІННЯ ПЕРСОНАЛОМ В УМОВАХ ЦИФРОВОЇ ЕКОНОМІКИ

The article determined that new technologies have great prospects in the development of the personnel management system. They create new paths and opportunities for a more prosperous future, but along with that they also present new challenges. Although digital technologies have impressed with the brilliance and skill of their applications, they have not yet fully yielded the expected dividends in higher productivity growth. It has been proven that digitalization not only opens up new opportunities, but also presents difficult tasks and challenges to managers. The article structured current digital HR technologies and developed proposals for their implementation in the work practice of modern Ukrainian enterprises and proved the feasibility of using digital technologies in the Ukrainian practice of personnel management, it was determined that the most effective way to implement HR technologies is the use of electronic tools and specific software, in particular, HR - systems with the capabilities of comprehensive automation of personnel recruitment. The role of HR in the digital transformation of the development of the digital economy of society is determined. Prospective directions for the use of digital technologies to increase the efficiency of the personnel management process are proposed. The expediency of using social networks, communication robots (chatbots), big data analysis, applications and analytics based on artificial intelligence, cloud technologies in software for personnel management needs is substantiated. The main emphasis of the transformation of the HR manager’s activities, caused by the possibilities of using new digital platforms, applications, systems and methods of automating the management of HR processes, as well as the competence and professional challenges of HR specialists related to the need to adapt to fast-moving digital solutions, intellectualization and robotization of business processes. Changes in the conditions of digitalization are singled out, which require new skills and abilities from employees, which increases the need for innovative methods of training, development and motivation of personnel. The advantages and disadvantages of digitalization of the main HR functions in the activities of enterprises are highlighted. It has been clarified how the digitization of HR functions allows enterprises not to lose personnel potential and to ensure the stability of work in conditions of economic shocks.

DIGITAL TOOLS IN HUMAN RESOURCE MANAGEMENT: HOW DIGITIZATION AFFECTS PERSONNEL MANAGEMENT

This article delves into the dynamic of human resource management (HRM) in the era of digitization, examining the profound influence of digital tools on personnel management practices. Through a meticulous review of literature, theoretical frameworks, and empirical studies, it elucidates the multifaceted impact of digitization on HRM. The study explores how the adoption of digital tools transforms traditional personnel management, addressing key concepts, challenges, and perspectives in the context of digital transformation. Empirical research methods, including surveys, interviews, and focus groups, provide deeper insights into the practical implications of digitization for personnel management. The findings underscore the critical need for organizations to adapt strategically to the digital era, emphasizing the integration of digital technologies to enhance HR processes, employee engagement, talent management, and overall organizational effectiveness. This abstract contributes to the discourse on the intersection of technology and HRM, providing valuable insights for practitioners, scholars, and policymakers navigating the evolution of digitized personnel management.

“High performance work system”: challenges and good practices of organizations around the world

The desire to ensure high productivity of each employee in each organization is characteristic of the entire modern world. However, there is no single term used for this, even within an English-speaking (or Russian-speaking) environment, just as there is no common understanding of the factors that can lead to high productivity of each employee. In Russia statistics are collected and programs are being developed that contribute to the growth in the number “High Productivity Jobs” (at the state level). In English-speaking practice, similar approaches are indicated by the abbreviations HPO, HPHRP, HPWP and HPWS. However, similar to the difficulties encountered in the implementation of the concept of “Decent Work” in the world, problems are also experienced by companies trying to apply “high-performance work organization practices”. The published results of the analysis of world publications over the past 30 years show the connection of “high-performance work systems” a) with a variety of personnel management practices (slightly less than in half of the publications); b) with an intermediary factor in the form of staff satisfaction and their sense of subjective well-being (according to some data, most discussed in publications on “high-performance systems”); c) with the effectiveness and productivity of the organization as a whole, and d) with different, not always explicit, attitudes and expectations of employees (allocated to a separate group). Nevertheless, studies periodically show not only successes, but also unpredictable deterioration of indicators that are significant for organizations. The “emotional burnout” of employees and the “imbalance of work and the rest of life” increase attention to the “psychological contract” as ensuring compliance with the complex of mutual expectations of employers and employees. Part of these expectations is related to the currently developing format of hybrid work for some categories of specialists.

Трансформация социально-трудовой сферы под воздействием мегатрендов

The article examines the main consequences of megatrends for the Russian social and labor sphere: the labor market, the personnel management system in Russian organizations, in particular, shows how the Russian historical, political and cultural context leads to differences in the impact of megatrends, outlines practical solutions that Russian companies have implemented in the recruitment and selection process, training and development, organization of labor, motivation and consolidation of personnel management activities within the framework of corporate systems. It is shown that in recent years the Russian practice of personnel management has undergone a complex transformation in response to new technologies and markets, as well as to the changing political and social environment in the country. In a diverse business landscape (characterized by significant diversity in terms of the type of industry, form of ownership and access to resources), a special cluster of firms has formed that adhere to the “investing in people” approach. Companies in this cluster use digitalization and IT technologies to perform key personnel management functions, look for talents for effective management of knowledge workers, revise motivation methods and labor organization, and adjust their business models to solve social, demographic, environmental and other problems.

EVALUATION OF HUMAN RESOURCE MANAGEMENT RESEARCH IN POST-SOVIET COUNTRIES: A BIBLIOMETRIC ANALYSIS

This study aims to conduct a bibliometric analysis to reveal the status of human resource management (HRM) studies in Post-Soviet countries while exploring research trends and future directions.Methodology. We have used bibliometric analysis to examine a bibliometric data. Web of Science database was chosen because it ensures that the studies identifi ed for analysis are relevant to the fi eld. In total, 133 articles were selected for bibliometric analysis. The VOSviewer software tool was used to construct and visualize bibliometric networks. Overall, these methods provide a comprehensive and reliable picture of the state of research in the fi eld being studied.Originality / value of the research. This study is the fi rst bibliometric analysis of HRM in Post-Soviet countries research. It contributes to the literature by bringing HRM studies in Post-Soviet countries and revealing the current position of the inquiry by determining the most cited authors, articles, journals, and organizations. It also sheds light on the future directions in HRM research in Post-Soviet countries.Findings. The fi ndings revealed that the most frequently used keywords were Human resource management, Russia, hrm practices, and fi rm performance. Bjorkman et al. (2007) were the most cited authors and Minbayeva et al. (2003), Andreeva & Kianto (2012), Bjorkman et al. (2007) were the most cited documents in HRM in Post-Soviet countries. The study also revealed a focus on human resource management, performance, capitalism, model, and transition economies. Additionally, the study found a trend toward exploring the HRM practices in MNCs and knowledge management. If research in the fi eld of HRM was diligently conducted in Kazakhstan from post-Soviet countries in early 2010, then research on the practice of personnel management in Kyrgyz enterprises actively began to take turn from 2018.

SOME THOUGHTS ON A RENEWED MANAGEMENT COMPETENCY-BASED HUMAN RESOURCES WITHIN THE MOROCCAN CIVIL SERVICE

Virtually all companies and public organization are facing a new challenge in today’s world. They need to know how to best manage change. The simple real-time management of human resources remains insufficient to ensure the smooth functioning of organizations, faced with the acceleration of changes that affect jobs. In this changing context, the Moroccan public administration is obliged to continuously adapt and to opt, where appropriate, for deeper changes in its management methods, including the issue of skills and human resources management. The purpose of this work is to present, through a literature review, some avenues for reflection for a renewal of human resource management practices based on competency logic. Investigations show that the Public Service has great difficulty in implementing modern skills management capable of improving its HRM practices and therefore, it is necessary to renovate the traditional practices of personnel management and to implement a real strategy of dynamic HRM, evolving and professionalizing taking into account the change of its environment

Communicative and Psychological Aspects of Professional Career Development: Exploring the Differences

The objective of this study is to identify and quantify the factors that impact professional career development, with the intention of applying this knowledge to personnel management practices. The goal is to enhance motivation, develop effective socio-economic systems, and facilitate individual career projection within specific companies. This article aims to explore the influencing factors on professional career growth and develop a quantitative methodology for assessing these factors. It recognizes that the employment market has undergone significant changes due to new global challenges, necessitating a re-evaluation of existing methods and models. Method: The study employs a sociological survey methodology to collect data and analyze the results. This approach allows for the quantitative confirmation of hypotheses regarding the influencing factors on career growth. Mathematical justification is used to determine the weighting coefficients of these factors and establish a comprehensive assessment of professional career growth. The research successfully develops and validates an integral coefficient that quantitatively describes the impact of priority factors on career development. The findings suggest that the proposed methodology can be implemented in personnel management practices to improve motivation and foster effective socio-economic systems. Additionally, the approach can be used by individuals to plan their own career development within an organization. Implications of the research: The proposed methodology and approaches have broad applicability across different social groups and specialties. They can be utilized to enhance personnel motivation, develop effective socio-economic systems, and facilitate psychological and communication interactions during career development.

Human Resources Analytics for Public Personnel Management: Concepts, Cases, and Caveats

The advancement of data technology such as machine learning and artificial intelligence has broadened the scope of human resources (HR) analytics, commonly referred to as “people analytics.” This field has seen significant growth in recent years as organizations increasingly rely on algorithm-based predictive tools for HR-related decision making. However, its application in the public sector is not yet fully understood. This study examined the concepts and practices of HR analytics through a thematic review, and proposed a five-step process (define, collect, analyze, share, and reflect) for implementation in the public sector—the process aims to assist with the integration of HR analytics in public personnel management practices. By analyzing cases in both the public and private sectors, this study identified key lessons for functional areas such as workforce planning, recruitment, HR development, and performance management. This research also identified the necessary conditions for introducing HR analytics in public organizations, including data management, staff capabilities, and acceptance, and discussed the potential challenges of privacy, integrity, algorithmic bias, and publicness.

THEORETICAL AND METHODOLOGICAL ASPECTS OF STRATEGIC PERSONNEL MANAGEMENT OF THE ENTERPRISE

The relevance of the article is associated with the problems of unsatisfactory (incomplete and ineffective) implementation of the company’s development strategy due to its rejection by a certain part of employees. The purpose of the article is to analyze the causes and find ways for solving the indicated problem. The paper substantiates the legitimacy of positioning the company’s development strategy as a set of unidirectional but at the same time separate strategic development vectors (HRV) that differ in the level of perception (approval) of employees and the set of labor functions. The main hypothesis is put forward, according to which the differentiation, on the one hand, of the HRV (in terms of the content and complexity of the functionality), and, on the other hand, of employees (in terms of strategic motivation and the type of strategic flexibility of the labor force) determines the possibility of optimal combination of labor functions and performers, and, therefore, unconditional achievement of strategic goals and objectives. The questions of the methodology for the development of the conceptual apparatus of the social and labor sphere have been worked out in detail (the types of strategic flexibility of the workforce, strategic motivation and employee motivograms, etc., have been determined). Conditional examples demonstrate the effectiveness of the author’s methodological tools, combining a number of specialized methods: a typology of the strategic flexibility of labor; assessment of the level of strategic motivation of an employee (personnel) of an enterprise using the “HRV Questionnaire (perception, intention, readiness)”; development of an in-house strategic employment model (WFMSZ); formation of the “Map of the ratio of the strategic importance of employees of the enterprise”; substantiation of individual coefficients of the strategic importance of employees in accordance with the parameters of personal motivograms. The conclusions are made about the advantages of introducing the proposed methodological tools into the practice of strategic personnel management of the enterprise.

CURRENT TRENDS IN PERSONNEL DEVELOPMENT MANAGEMENT IN THE FIELD OF HOUSING AND COMMUNAL SERVICES IN A CHANGING VUCA ENVIRONMENT

The article considers the main trends in the management of personnel development in the sphere of housing and communal services in the changing VUCA environment in Ukraine and developed European countries. The article analyzes the main reasons for changes occurring in the practice of personnel management in the sphere of housing and communal services. The article considers models of human resource management in the conditions of transition to the principles of “lean management” in the sphere of housing and communal services. Modern and rational lean-technologies are analyzed and a functional model of personnel development and training under the conditions of “lean management” in the field of housing and communal services is developed. As a result, project proposals for the rationalization of staff activities in the implementation of “lean management” in a volatile VUCA environment in the field of housing and communal services are presented.

Führen auf Distanz!? Personalführung in der Logistikbranche während der Corona-Pandemie

Die Corona-Pandemie hat nicht nur einen technisch-medialen Schub hin zu einer Personalführung auf Distanz bewirkt, sondern auch durch den Veränderungsdruck wesentliche „Dogmen“ der hierarchiebezogenen Machtregulation und Beziehungsgestaltung in Logistikunternehmen in Frage gestellt sowie bestehende Grundüberzeugungen und Praktiken von Personalführung angezweifelt. Diese Dynamik betrifft allerdings die Notwendigkeit der Selbstreflexivität und der psychosozialen Beratungsbereitschaft von Führungskräften bisher kaum und stößt auf robusten Widerstand. Die in der Komplexität des VUKA-Umfeldes erforderlichen Skills liegen nur unzureichend vor. Die Personalführung in der Logistik befindet sich daher in einem Zwischenstadium, das Risiken erkennbar macht. Das Votum Pfohls, dass Personalführung möglicherweise den entscheidenden Wettbewerbsvorteil darstellt, wenn sich die technologischen Innovationen angeglichen haben, zeigt sich in den Ergebnissen einer qualitativen Studie bisher noch nicht hinreichend umgesetzt.

Запросы бизнеса: готовность HR-систем отвечать на вызовы времени (по материалам Омского кадрового форума, 2022)

The result of the 17th Omsk Personnel Forum are presented. The main topic of the forum's discussions was the approaches of companies and HR departments to the adjustment of companies under regular changes in the parameters of the external environment. The key problems that HR specialists face while building recruitment and staffing policies are highlighted. The article marks differentiation of the regional labour markets by attractiveness for employment and speed of response to the challenges of economic regulation and policy. The results of monitoring the labor market, describing parameters of correlation of demand and supply of labor, cost of labor are presented. The article offers suggestions about key trends in development of theory and practice of personnel management. The set of trends is due to the change of the employee groups in the labor market and the business's request for preliminary analytical development of management decisions.

Инновационные аспекты структурно-факторного анализа движения кадров предприятия

The article outlines the reasons for the increasing need for quantitative analysis of personnel structural changes; the indicators traditionally used to measure the movement of the enterprise's labor force are analyzed. Attention is drawn to the formal nature of structural analysis of the personnel of the enterprise, which is limited by comparing the proportional values of the parameters of the base and analyzed periods; emphasis is placed on the need to develop methodological tools adequate to the realities of time. The article critically analyzes the shift-fraction (shift-components) method, widely used at the regional level; the fundamental possibility of its application at the level of economic entities is justified under certain (boundary) conditions. The central place in the work is devoted to the justification of the innovative concept of structural-factor analysis of the movement of personnel of the enterprise, associated with the division of the cumulative structural change into two components (own change and third-party change), with the factor analysis of the own structural change, with the diagnosis of the type of effect and the depth of displacement exerted by the third-party structural change. The procedure for development of the Summary Results Map of Structural and Factor Analysis of Personnel Movement of the Enterprise is presented and illustrated on a conditional example; directions of its use in personnel management practice are indicated.

Разработка и применение модели личностных компетенций в оценке государственных гражданских служащих

The personnel policy of state bodies over the years of administrative reform has become an urgent agenda and a key task to improve the efficiency of public administration as a whole.
 The development and improvement of the efficiency of the state civil service is inseparable from the improvement of assessment methods that will improve the quality of personnel work [3]. The Decree of the President of the Russian Federation “On the Approval of the Regulations on the Procedure for Organizing Experiments Aimed at the Development of the Federal State Civil Service” notes the importance of the need to implement in the practice of personnel management of state bodies measures to introduce a system of indicators and criteria for assessing the professional performance of civil servants [2]. In this connection, the relevance of developing a model of personal competencies is increasing, which can be used, among other things, to obtain high-quality information on the performance of public civil servants, assess employees in accordance with regulatory legal acts, as well as select methods for capacity development and placement of personnel that reflect employee strengths.