Attaining Strategic Priorities: KPI and/or Personnel?
Today, the integration of strategic priorities for the country's development in the daily work of the state and municipal authorities and the transition from administration by orders to administration through strategy is an urgent task of public administration. To that end, it is necessary to optimize the performance of executives, introduce effective administration and HR management technologies, and upd ate the current se t of values by changing the corporate culture.
The Decree of the President of the Russian Federation No. 261 dated March 10, 2009 “On the Federal Program Public Service Reform and Development in the Russian Federation (2009-2013)” defined, inter alia, the following tasks: implement effective technologies and modern methods of HR management to improve professional competence, motivation of public servants and to increase efficiency of their official professional performance; establish and implement programs for training for the public service and professional development of public servants; develop a system of additional professional education of public servants.
The discussion suggests considering how this Decree and other documents of the President and the Government of the Russian Federation with a similar focus have been put into practice so far and what tasks are yet to be completed. Discussion will include strategic objectives, current trends of development of an efficient human resources policy, and the best Russian practice to implement modern HR management technologies.
Issues for Discussion
- HR management technologies to achieve the strategic goals of the country’s development: is it possible and is it necessary to adapt international experience to the Russian realities or should we find an own unique path? Best practices: experience of implementation and use, assessment of results
- Maturity of the existing practices of HR management in public administration. Evaluation criteria and motivation system for public servants. How to motivate a public servant to work towards a result?
- Existing risks: administrative barriers, management systems, or the human factor? What are the key success factors?
- Which path should be chosen to achieve changes in top-down or bottom-up strategies in public administration? A road map for required changes
Vice-President, Head, Institutions and Society, Centre for Strategic Research
Director, Center for Change Management, RANEPA
State Secretary – Deputy Minister of Economic Development of the Russian Federation
Deputy Minister of Economic Development of the Russian Federation
Deputy Minister of Construction Industry, Housing and Utilities Sector of the Russian Federation
Deputy Director, Department of State Policy in the Sphere of Civil and Municipal Service, Anti-Corruption, Ministry of Labour and Social Protection of the Russian Federation
Chief of Staff, Executive Office of the Governor, Omsk Region
Vice Governor, Stavropol Territory – Minister of Economic Development of Stavropol Territory
Vice Governor for Economy and Finance, Leningrad Region
Head, Administration, Municipality of Astrakhan
Senior Fellow, Center for Public Policy and Public Administration, RANEPA
Advisor to the Rector, Moscow State University of Management under the Government of Moscow