STAFFING FOR THE PUBLIC CIVIL SERVICE: THEORETICAL AND PRACTICAL ASPECTS OF MANAGEMENT

Abstract

This article examines the theoretical foundations and modern practical approaches to managing staffing for the public civil service in the context of increasing digital transformation and global instability. The article substantiates the importance of transitioning from rigid staff administration to flexible, adaptive models of human resource management capable of functioning effectively in uncertain environments. The study conducted a systemic decomposition of key scientific approaches (resource-based, competency-based, strategic, and ecosystem-based), allowing the authors to identify the key parameters of managing personnel development in the context of the digitalization of public administration. The paper places particular emphasis on benchmarking best departmental and regional practices. It analyzes the experience of the Federal Property Management Agency in implementing a “human science” system, the Federal Tax Service's approaches to reducing the distance between management and subordinates, and innovative solutions from the Sakhalin, Kaluga, and Nizhny Novgorod regions. Effective tools for increasing employee engagement and loyalty are identified, such as digital feedback services (“Ideas Button”), “immersion” methods, mentoring institutions, and personnel hubs (KUPNO). As a practical tool, the authors propose and substantiate a matrix for developing human resources for the state civil service in the context of digital transformation. This model, based on calculating the indices of digital maturity of regional government (Iz(j)) and digital literacy of civil servants (Ip(j)), allows for classifying Russian regions and identifying priority development vectors-from the implementation of platform-based management to the transition to a fully human-centered model. The study concludes that overcoming formalism, using predictive HR analytics, and developing digital employee profiles are essential for increasing government agencies' adaptability to modern challenges. The study's findings can be applied to the development of regional human resource management strategies and professional development programs for civil servants.