The famous phrase “personnel decides everything” did not belong to Stalin. What does the phrase “personnel decide everything” mean - who said it and features of use

“Personnel decides everything,” once said a famous statesman who gave personnel policy great importance. Often those who repeat this trend catchphrase, give her broad meaning...

“Personnel decides everything,” a famous statesman once said, who attached great importance to personnel policy. Often those who repeat this catchphrase give it a broad meaning: it is very important not only to correctly assign personnel to positions, but also to stimulate them in the right way - optimally in terms of the ratio of personnel efficiency and the costs of maintaining this efficiency at a sufficiently high level. In other words, increasing employee productivity while spending a minimum amount of money, time and other resources should be highlighted as one of the tasks of any manager, including an IT manager.

Monetary incentives play an important but not decisive role in this process. Firstly, the work of not all employees will be directly proportional to the money they are paid. Ross Perot, Founder and Chairman of the Board of Directors American company Perot Systems does not advise paying employees very much, citing the fact that “big money kills brains.” At first glance, his advice is paradoxical, to say the least. However, it was developed as a result of long-term observations: sooner or later, highly paid employees begin to take their salaries for granted and, moreover, turn on the “meter” for almost any effort they make for the benefit of their company. Overly mercantile employees are unlikely to bring much benefit to the company.

Secondly, in addition to monetary income, IT specialists are interested in a whole range of factors: the possibility of professional and career growth, the implementation of cognitive and research activities, participation in interesting projects, communication with highly qualified colleagues, professional self-realization, as well as the prospects of working in their chosen area of ​​IT and company business, etc.

Talented technicians highly value the atmosphere of creativity and really do not like working on boring “assembly lines.” On the other hand, a creative atmosphere should not become an end in itself: the IT department has clear goals, on the achievement of which the success of the IT manager and authority depend information service and the business of an enterprise that uses an information system in its work.

One of the important tasks of the CIO is to try to direct the creative potential of his employees in a “peaceful”, productive direction. In a developed IT service, there is a high need for employees with a very different set of qualities. The IT manager should determine what personal and professional qualities his employees have and distribute positions in the IT service between them.

Most likely, it will not be possible to offer a single recipe for stimulating the work of creative intellectuals-technocrats. More precisely, it will consist of the opposite: do not cut everyone with the same brush. Depending on personal qualities and preferences, you should choose different methods of stimulation. Some people will be more motivated by the opportunity to attend training courses, conferences, seminars and present their own report at them. Someone will be interested in combining travel and business. Some people really like to solve complex technological problems and then share their experience of solving them with colleagues.

Understanding that giving advice on motivating the work of IT specialists (as well as on raising children, selecting football coaches and driving a car) is a thankless task, we do not strive or even try to take on the role of “guru” in this area. We decided to make our contribution in a different way: we tried to establish cooperation with representatives of science - employees of the Department of Sociology and Psychology of MIEM and began the implementation of our joint project to study the characteristics of the motivational sphere of Russian IT personnel, as well as to identify the prevailing motivational aspirations of IT specialists. In this issue of the journal we publish the first results of the project. We will be glad if the IT services of the enterprises where our readers work join the research. This is easy to do - just contact our editors. The results of the research will be published in future issues of the journal.

Mistakes in HR policies can be very costly, so taking care of people should be the top priority of any print shop manager.

Surely readers have heard about my misadventures at Moscow State University. M. V. Lomonosov. Then we managed to quickly revive and bring to the Moscow market a self-supporting printing house with a staff of 120 people, mastering many technologies: color offset, digital, silk-screen printing, embossing, UV varnishing, cutting, lamination; binding with paper clip, glue and spiral; integrated and hardcover. People have learned to quickly and efficiently produce a wide range of printed products on an industrial scale - from business cards and leaflets to calendars, paper bags, envelopes, DVD packaging, magazines and books.

We almost doubled the equipment park, equipped the printing house with furniture and office equipment, renovated the premises using independently earned funds and did not receive a penny from the state. budget... And 2.5 years after my appointment, I was fired from the position of director, and after another 2 years (when the printing house practically collapsed), at the instigation of my “successors” S. Yu. Egorov and I. V. Popov, I ended up behind bars .

While objecting to the absurd accusations of self-interest when using a commercial p/c printing house and paying salaries to employees in the wrong way, I still admit my mistakes in the personnel policy of the enterprise.

Having promised the rector of Moscow State University V.A. Sadovnichy to retain the employees of the old printing house, I “put on the neck” of the growing enterprise dozens of people who did not know how and did not want to work. I consider my main mistake to be the choice of the chief accountant - N.V. Pavlova turned out to be not only an amateur, but also simply a dishonest person. Having failed all financial reporting, she escaped from the printing house during the inspection, destroying the documentation, and later “agreed” with the investigators of the Nikulinsky MSO to evade responsibility.

I will not write about the unprofessionalism and corruption of personnel in the Investigative Committee and the entire justice system of Russia, as well as the history of my arrest (those interested can see the information on the website www..

Personnel issue

The diligence of management, the best organization of production, the latest equipment, competent pricing and behavior of the company in the market cannot bring success if the manager does not pay attention to the selection, placement, training and motivation of employees.

According to the famous American business expert Brian Tracy, who has helped many people become millionaires: “95% of a leader’s success is determined by the specialists he attracts to work. The most successful companies tend to employ the best of the best.”

One highly paid professional is more useful than several mid-level workers with lower salaries. For example, after leaving Moscow State University, I managed to reform the printing house of the National Research University " graduate School economy”, expand the range and triple the volume of production by reducing the staff by one and a half times, training the remaining employees and recruiting experienced specialists. What’s surprising is that people began to earn more, but the department’s payroll remained the same.

Constantly think about the people working in the printing house and helping it develop from the outside. The ability to select and retain specialists is invaluable, because any decisions must be implemented by certain people in a certain way. Be aware of personal problems of employees and, if possible, help solve them.

Even if everything is fine with personnel in the printing house, monitor work force. There is a shortage of professional personnel in our industry, so it is almost impossible to find a competent specialist through recruitment agencies, newspapers and general sources of information on the Internet. I advise you to use industry websites, printing forums and portals, and the word of mouth method through friends, communication at exhibitions and seminars. Even one smart specialist can increase the efficiency of a printing house and organize new profitable projects from scratch.

Hiring employees

Personally make decisions about hiring, relocating, or terminating key employees, management personnel, and unique blue-collar professionals. Properly delegate authority to trusted subordinates to resolve personnel issues with the printing house staff in order to always be in the know.

Avoid hiring relatives and close friends for responsible positions - this may lead to their unwanted alliances against the interests of the enterprise. Do not repeat my mistakes, as a result of which Natalya Pavlova was able to secretly from me, through accountants and a personnel officer under her control, place her entire family (sister, son and daughter) in the Moscow State University printing house.

When interviewing, pay attention not only to professional skills, but also to the person’s abilities. For example, it is useful to check the color perception of a printer, the artistic taste of an artist, the mathematical abilities of an accountant and the communication abilities of a manager. The human qualities of the applicant are often more important than the professional ones; an amateur can be taught to work, but his character can never be changed. Often the first intuitive impression of a person turns out to be the most correct.

Don’t be shy about asking candidates for recommendations, and contact their previous employers yourself. The circle of printers is small, and we are all connected to each other. We are united by our favorite profession, general seminars, exhibitions and other events, industry publications (for example, Publish magazine), websites, forums and blogs in in social networks. Any head of a printing house will always share with a colleague his opinion and information about the departed employee.

Personnel training and career growth

We all know about the shortage of personnel in our industry, the lack of printing educational institutions and the level of education of their graduates. Just don’t become hostage to the “crusts” when searching for personnel. An intelligent person can be trained in an active production facility. Moreover, in order to maintain people's interest in work and increase their productivity, training must be continuous.

Use the institute of mentoring, pay extra bonuses to experienced workers for mentoring students and, of course, hold them accountable for the mistakes of their students.

For managers, accountants, IT specialists, external courses and trainings. You shouldn’t believe the advertising about their high efficiency, but you will still get more benefits from such employee training than you pay for it. Printing specialists can “pull up their skills” through seminars held at Moscow State Unitary Enterprise and at exhibitions, and by communicating with colleagues at industry events.

Try to get more information from engineers and technologists when installing equipment or becoming familiar with new consumables. The printing house pays a lot of money for equipment or materials, so it has the right to train its employees using specialists from supplier companies. Usually they have seen a lot of production and can tell not only about a specific machine, but also about the effective organization of labor in the best printing houses in Russia. The director of the printing house can also receive an unspoken assessment of his employees from them. I also know this as an engineer who has installed hundreds of units of printing equipment in printing houses in Russia and the former CIS.

Use rotation of specialists. In the printing house of Moscow State University, for example, each worker in the finishing shop had at least three specialties, such as cutting, folding, laminating, die-cutting different types machines, stitching on a horizontal line and a vertical sheet-gathering installation, work on a wire sewing machine and KBS devices. The printers of the b/w workshop knew how to handle Romayor, Dominant and Ryobi machines. And half of the employees, including accountants, couriers and security guards, were trained in simple operations (selection of book notebooks, assembly of book blocks, packaging of products).

In addition to the above horizontal rotation, create conditions for vertical promotion of employees. Typical career for printing house employees: printer's assistant - printer - foreman - shop manager - production manager. Or another: assistant manager - manager - head of the sales department - commercial director.

Although the printing house does not practice a closed personnel policy (when only low-level specialists are invited from outside), most often the best and most useful personnel are obtained from those who “grew up” and went through the personnel ranks at your enterprise. Such specialists can remain faithful to their native printing house for 10-20 years.

Control and information of employees

Subordinates need to set specific, understandable tasks and be sure to monitor the progress of their implementation and check the results. Unfortunately, having worked only in efficient commercial firms before Moscow State University, I did not pay enough attention to monitoring government employees. enterprises. Increases in wages by an order of magnitude for former employees and a constantly maintained level of wages above the industry average in Moscow did not automatically lead to corresponding returns and increased productivity. In addition to the “carrot”, the “stick” should also be used.

You should carefully prepare a list of employee job responsibilities, standards, internal regulations, printing house orders and other documents that allow you to monitor and evaluate people’s work. These “rules of the game” must be communicated to every employee and understood by them.

Encourage leaders emotionally (at meetings, information stands) and financially, and punish, up to and including dismissal, violators of labor discipline and defectors. Praise people in public at the first opportunity, but scold people in private. Investigate each case of defects, identify specific culprits and fine them in the amount of the cost of damaged materials.

Regularly inform employees about the results of their work, about the successes and failures of the printing house. People need to know what is happening around them. This develops a sense of belonging and helps create a team spirit. The clearer and more honest the situation that has developed in the printing house is explained, the more people are more effective work, make personal sacrifices for the common cause.

Hold weekly meetings of responsible employees and meetings of the entire printing house team once every 1-2 months. After communicating current affairs and news, be sure to ask people for their thoughts and suggestions. You will be amazed at the number and quality of ideas for improving the state of the printing house and the prospects that have opened up. The most active ones can be financially rewarded for their innovations.

Staff motivation

Introduce a piecework or bonus wage system. This is the best motivator, allowing people to count on rewards according to their professional level and personal contribution to the development and profit of the printing house. I will give an example of the transfer of MSU printers to piecework at the end of 2009.

The printers of the Roland 204 and 305 half-format presses completed an average of 10-15 orders per shift, and no amount of exhortation and requests from managers, technicians and craftsmen could make them work more. People were satisfied with salaries of 40,000 rubles, and some saved their energy for part-time work in other printing houses. When I suggested switching to payment depending on the results of work, the advanced workers received more than 50,000 rubles in the first month, and the next month everyone wanted to work on piecework. The average output of printers increased to 25 adjustments per shift, and the leaders made 35 orders without any coercion from their superiors. The calculations at MSU were based on the number of sheet passes (l/p) through the machine; they assessed all printer operations.

For example, the cost of making adjustments with ink 1+0 or 2+0 was 3000 l/p, with ink 3+0 or 4+0 - 5000 l/p, changing offset canvas or Pantone paint - 3000 l/p, an hour of downtime not due to the fault of the printer - 2500 l/p, preventive work - 5000 l/p per hour, etc. I may be wrong in the exact figures (in prison I do not have access to my records), but I think the principle is clear. At the end of the month, all l/p were summed up and converted into rubles by multiplying by the price of one l/p. If the result was less than the salary, the person received his 40,000 rubles, but had to compensate for the difference in wages from the next month if he wanted to stay on piecework. After 2 months, the average salary of printers reached 60,000 rubles, and output increased by 150-200%.

Unfortunately, before my dismissal, I did not have time to transfer to piecework the operators of post-printing machines - cutters, folders, cutters, etc., although the necessary schemes for recording the results of their work were prepared. I think it is impossible to transfer the workers of the bookbinding shop to piecework, they have to do many different operations during the day - several standard setters will be needed to record them and draw up reports. Therefore, they remained on salary with bonuses for overworked hours and the results of the work of the entire workshop. The automatic production control system (APS) Print Expert, introduced at MSU, brought significant benefits when calculating piecework wages.

Motivation of sales managers

An important point is the remuneration of sales department managers as the main “earners” of the printing house. All employees must understand that they work for clients and do everything to make customers happy, but its success depends primarily on the managers who directly represent the printing house. It is necessary to create such a remuneration system so that managers are interested, without being forced by management, to find more orders at higher prices.

At Moscow State University, managers were entitled to a small salary (about 15,000 rubles) and a bonus of 5% of the conditional profit, calculated using a simple formula: the order price minus the cost of paper, printed forms and outsourcing work. Two points are important here: firstly, simplicity of calculation (as in the case of printers), so that people do not think that they are being deceived. Secondly, the basis for calculation should be profit, and not the selling price of orders, otherwise the printing house may get bogged down in a mass of low-profit work. In order to interest managers in selling printing services at higher prices, we additionally paid them 25% of the difference between the sales price and the price list (calculated automatically in the automated control system). And in order to motivate people to work permanently, all bonuses were paid only if the monthly sales quota was met. The value of such a norm should be at the level of the break-even point (i.e., the amount that covers all costs of the printing house, including staff salaries). In the printing house of Moscow State University, experienced managers had to sell orders worth 1 million rubles per month, and beginners - half that.

The head of the sales department did not receive a percentage of his own sales, but had a bonus from the total profit from all orders of the printing house. This kept him from pulling the blanket in his direction and stimulated him to learn and help his subordinates.

To increase efficiency, assistants were assigned to MSU managers (one for every 2-3 managers); they had at their disposal couriers, drivers with their own cars and automated control systems, which I will discuss later. Assistants were the closest talent pool for managers.

Automation

Many printers underestimate the role of automated control systems in increasing the efficiency of a printing house. And in vain! I will outline her contribution to the personnel issue using the example of my experience in different companies.

The automated control system calculates the price of orders, sums up the cost of consumables actually spent on their implementation and calculates bonuses for managers; calculates piecework wages to employees depending on the results of their work; allows managers and department heads to work remotely from the office, connecting to their workplace via the Internet; stores information about clients, their individual discounts and helps managers effectively replace sick or resigned colleagues; plans the passage of orders through the workstations of the printing house and thereby allows you to schedule the working day of each employee in advance; takes into account defects and other personnel errors, helps in determining those responsible and the scale of losses.

In Print Expert, it was also planned to keep track of employees’ working hours, their tardiness, absenteeism, overtime, vacations and time off (the developer made such modules on other proprietary systems.) For convenience, it was planned to connect the automatic control system with the system used at Moscow State University for employees to enter the printing house using magnetic cards. In a word, automation is the future of printing houses in all aspects, including personnel.

By personal example

In conclusion, I will mention the factor of the leader’s personal example to employees. People look at you, and the mood, team spirit, and microclimate in the team depend on your behavior. Treat all employees equally well, regardless of their position, nationality, religion, gender or age. Don't forget to congratulate people on holidays and birthdays, give them gifts. Create a friendly atmosphere between people, be honest with them, and then they will answer you a hundredfold - they will help in the development of your common enterprise.

Best regards, your Marcel.

Many people have probably heard the phrase “Personnel decides everything” in their lives. Who said it for the first time, what meaning does it have, in what context was it said? And given who spoke this phrase, what was the implementation of the words he spoke? How relevant is this expression in our time and can it be applied now? And who owns the phrase “Personnel decides everything”?

The meaning of the phrase “Personnel decides everything”

The phrase was said to draw attention to the importance of a person’s education and professional skills when approaching the solution of certain problems. Correct selection personnel who bring an idea to life has a significant impact on its implementation. That is why various companies and enterprises want to have the most qualified personnel and are ready to carefully select candidates. After all, personnel decides everything. The original of this phrase was said by one very famous person. And now you will find out who said these words.

“Personnel decide everything”: who said these words and when?

Who said the words “personnel decide everything”? The author of the phrase is a famous politician of the times Soviet Union Joseph Vissarionovich Stalin (Dzhugashvili). He said it in 1935 during a report on the state of affairs in the USSR. It should be noted that those years marked the beginning of significant progress. Humanity was entering a period of development, which, unfortunately, was subsequently postponed by the Second World War. It was at this time that the words “Personnel decide everything” were first uttered. Now you know who said this phrase first. But in what context was it mentioned? What preceded it, what statement replaced it, and how was the idea associated with it brought to life?

In what context was the phrase said?

You now know who owns the words “personnel decide everything.” But what were the circumstances in connection with which they were said? At that time, the second five-year plan was actively underway, and the gross domestic product of the Soviet Union was calculated in tens of percent. Therefore, many began to attribute successes in construction and management to individual personnel. They said that this was all their merit. The report made by Stalin contained sharp indignation about this and opposition to attributing everything to individual managers.

At the same time, the slogan “Technology decides everything” was popular at that time. This report by Joseph Vissarionovich also contains statements against him. And instead of the old one, a new motto is put forward - “Personnel decide everything.” Who said these words? A man who knew what he was talking about. As the main argument for changing slogans, the thesis was adopted that the statement about technology is active only for “technical hunger,” but even then the emphasis had to move from machines to qualified personnel who would be able to effectively manage them, and also in the future create new samples.

The main reason for implementation was taken into account the fact that with a sufficient number of professional workers it could be increased three to four times. In addition to the simple requirement for advanced training, there was also a demand for a change in attitude towards the people themselves. As an example of his careless attitude, Stalin told the story of his time spent in exile in Siberia. The essence of this story was that when they lost 1 person, they did not really grieve for him, while more attention was paid to the horse, which needed to be fed.

Implementation

How did this slogan come to life? The approach to implementation was chosen quite competently - it was decided to create educational reserves by freeing people employed in agriculture. The implementation was to create a vicious circle: the more equipment and qualified personnel are at the disposal of Agriculture, the more people from it can be sent for retraining and training of other workers and specialists. And the most successful ones can be trained in engineering or trained as scientists. This is how the slogan “Personnel decides everything” was implemented. Whoever said these words first, you know, what remains important is that this phrase is picked up by modern politicians who now govern the Russian Federation.

Relevance today

Are these words topical these days? Yes. After all, it is now very difficult to skillfully manage enterprises, plan economic development, and create wealth without qualified personnel. What can a manager do during a major crisis if he does not know how to solve a minor problem? How can specialists calculate development plans if they lack knowledge about the patterns in the economy? And can a person without qualifications create a good table, chair or computer? Therefore, these words retain their value and importance even now. Moreover, their importance is not only in obtaining qualified personnel, but also in relation to people. After all, if there is no person, then there is no knowledge or skills.

Conclusion

And what can we say in the end? Then, in 1935, considerable attention was paid to the self-education of the working masses and enterprising people who wanted to learn. They were supported. It is worth remembering the great scientists and inventors whose talent was revealed during this period (Kurchatov, Korolev and many others). And it should be noted that for those who think about the importance of the slogan “Personnel decides everything” in their lives, that an essential aspect is not only qualifications, but also attitude towards people along with self-education. Such an integrated approach in the field of management and in the approach to training workers will help our country emerge from the severe economic crisis.

In the end, it's all about people, not strategies.

Larry Bossidy

Personnel decide everything” is a well-known saying that is always relevant, especially now in our country.

Management is always about actions with people - personnel. If you are a manager, then, contrary to newfangled statements, you do not manage processes, resources, technologies, etc., you manage personnel and only personnel. Your executive subordinates can manage processes if they do not have their own subordinates. And you have to manage the staff. Either you are a manager, then you manage your subordinates, or you are a specialist, then you manage processes. Make up your mind - there is no third option!

So what do personnel “solve”? Good employees do what their boss asks them to do. It is the leader who determines the tasks that subordinates must solve and controls their implementation. It is the manager who selects these same personnel based on the intended goals, and, if their qualifications are not enough, he trains his employees himself, or organizes their training on the side. Therefore, it is the leader who bears full and sole responsibility for everything that happens in the team he leads. And there is no point in complaining about bad subordinates - they are what they were recruited and what they were made to be.

So, the well-being of the enterprise depends entirely on the manager, and he can improve this condition only through his employees. And in this sense, indeed, “personnel decide everything.”

Now the issue of personnel, or rather the lack thereof, is constantly being discussed by everyone, from the president to modest businessmen. It is very convenient to blame the entire failure of the Russian economy on the collapse of education and the lack of qualified personnel. There are no insoluble personnel problems in Russia!

Of course, it is foolish to deny that secondary specialized (vocational) education has been almost completely eliminated, and higher education, for the most part, churns out poorly educated “specialists” in numbers several times greater than the needs of the economy. But why should you and I think for the whole country, even though we are patriots? The problems of Russian education are the concern of the president, the government, the Duma, and education officials. But if the country’s leadership cannot or does not want to decide anything, there is no need to give up. It is enough for every businessman to solve this small problem for himself in his own place. Moreover, it is not as difficult as it seems at first glance.

For a small or medium-sized business, only a few dozen or hundreds of people are needed. In any town, even a small one, you can always find a dozen sane people with a good specialized, not necessarily higher, education. To create a management team for a small or medium-sized enterprise, they must be intelligent, ambitious, responsible and capable of learning. With workers who drink in moderation, things are not so catastrophically bad either. This, of course, is not easy, but it is always possible. You just need to organize the selection wisely. Practice shows that 4-6 months are enough to form the main personnel backbone of an enterprise.

If there are no highly specialized workers in your area, this also happens, then you will have to either send several of your employees for training or assign specialists to you. In any case, in order to minimize personnel risks and not depend on labor market conditions, it is necessary to organize in the company a process of training employees, improving their skills, and exchanging experience.

“Growing” its own specialists gives the company a number of additional advantages. Firstly, you get employees who are loyal to the company. Secondly, in the process of studying, workers receive those skills and specialization that they really need for the most effective solution tasks assigned to them. Thirdly, the opportunity to advance up the career ladder, thanks to continuous improvement, greatly increases the motivation of employees, “forcing” them to work with full dedication.

But it is not enough to recruit qualified personnel; it is necessary to create comfortable working conditions for them. And this is ergonomic workplace, equipped with everything you need at arm's length. And a favorable socio-psychological climate in the team. And a flexible system of fair motivation.

Comfortable conditions are not a luxury, nor a whim of an overbearing employee. The less an employee is distracted by issues not related to his immediate work, the higher the level of his potential effectiveness. Of course, the ideal conditions for organizing the workplace and a good socio-psychological climate in the team in themselves do not guarantee high intensity of employee work. But the absence of normal conditions, quite obviously, can significantly affect both the efficiency and quality of work.

The importance of motivation cannot be overestimated. This is one of the most important conditions for the development of an enterprise. Motivation should not only stimulate the employee to satisfy his material physiological needs, but also create conditions for the formation and implementation of his social, status and personal needs and motivations. It is especially important that the motivation be fair, that is, there should be equal remuneration for equal work. Failure to comply with this principle leads to unnecessary tension in the team, generates distrust of employees towards each other, strengthens the tendency for employees to have a formal attitude towards their duties, and deprives them of initiative and the desire for healthy career growth.

For effective management and creating a self-governing system, it is necessary to shift decision-making centers as close as possible to the places where failures and errors occur. One important component of this process is delegation of leadership. But there are always questions that the leader must resolve himself. In order for these issues to be resolved as quickly and efficiently as possible, the manager must teach his subordinates to correctly prepare and submit decisions. Option from the series: “Chief, everything is gone! The plaster is removed, the client leaves...” does not work.

When a problem arises, the solution of which is beyond the competence of the employee, he must prepare several possible solutions and analyze the consequences of each of them. It is the employee who must find a solution to the problem, since he is the best versed in his area and knows everything that is happening there. All decisions are reported to the manager, all consequences are described in detail, and the optimal solution option, from the employee’s point of view, is proposed.

This approach contributes to the development in subordinates of qualities important for the organization of a self-governing system, such as analysis, independence, and responsibility. This “pushes” employees to independently find and, over time, make decisions, and expands their level of competence.

And, finally, most importantly, for the boss-subordinate tandem to work effectively, their complete mutual understanding is necessary. The employee must understand exactly what is required of him and have the appropriate authority to complete the assigned tasks. The manager must be sure that the subordinate understood everything correctly, and he has enough qualifications to do what the manager needs.

In any case, responsibility for failure lies with the manager. Either the manager explained it poorly or did not make sure that he was understood correctly, or gave the assignment to the wrong employee.

In the relationship between a manager and subordinates, not only understanding is important, but also, as in any human relations, adaptation to each other. When giving a task, the manager must take into account individual characteristics employee perceive and rethink the information received. Therefore, it is important not only “what” to say, but also “how”. The manager must be able to correctly determine for each employee the form and structure of information, its quantity, and have feedback to check that it was understood correctly. The subordinate, in turn, must provide reports, reports, other documents and proposals in a form convenient for the manager. This general rule: To be understood, you need to speak the language of the interlocutor.

And one more note.

A paradoxical situation has developed in our country: on the one hand, leaders complain about the lack of qualified personnel, on the other hand, a whole generation that has received a real education Soviet time and, having managed to work at Soviet enterprises with, unlike today, strict production discipline, was almost completely thrown out of the economic life of the country. Experienced, highly qualified specialists, for the most part, are forced to engage in low-paid, unskilled work due to their age. From a psychological point of view, the most socially active and productive period of human life is maturity, which occurs at the age of 40-50 years. In the US, the highest paid professionals are between 50 and 60 years old. And only in our country there are strict age restrictions.

Many managers are looking for job candidates who are no older than 25 years old, but at the same time they want them to have a good education, or better yet two, and 10 years of work experience in large companies. high positions, and the successful launch of several projects from scratch, and a large life experience. Maybe stop believing in fairy tales and engaging in self-deception? You can't combine incompatible things. It's time to turn our attention to a completely unclaimed segment of the labor market. Moreover, “mature” specialists, as a rule, have higher qualifications, are able to make decisions independently and share responsibility, are more flexible, more experienced, and wiser than their “young” colleagues. With the right motivation from management, they are willing and able to learn. You can rely on them. Plus, they are often much cheaper.

Finally.

A tree growing in a forest, coal, oil, gas located deep in the bowels of the Earth, a fish swimming in the depths of the ocean - all this has no material value, specifically material (issues of beauty and spirituality are not considered in this context). It doesn't cost anything from an economic point of view. All items we pay for are made by human hands. When we buy a shelf made from that same tree, or pour gasoline into a car tank obtained from that same oil, we are not paying for the product itself - wood and oil, as we have already found out, are worth nothing in themselves. We pay the work of a colossal number of people completely different professions, who extracted all these natural resources, processed them into the form we are familiar with and delivered them to us. Only human labor has value. Because only the labor of those very “personnel”, “staff”, “workers” creates all the values. And in this sense, personnel not only “decide everything,” but also create everything. Personnel are the main and only value in the economy.

Conversation during webinar No. 124 “Personnel decides everything! That’s all,” held on November 29, 2017.

FRAME #1 AND STABILITY OF THE CEMETERY GRADE

“Personnel decide everything” is a famous historical quote from Stalin, just like his other quotes: “If there is a person, there is a problem. No person, no problem.” I would rephrase one of these quotes: “As a person, so are his problems.”

There is a small funny anecdote. Death knocks on the man's door, the man opens:

I am death.

Same with personnel. And that's all...

The conversation is therefore relevant because our data on the objective indicator of Russia’s viability over the 26-year post-Soviet period, and especially over the last years of the Putin period, show that Russia is losing its viability. A country is a living organism, it is born in deep history, can get sick, be in crisis conditions, and can die as it died Russian empire in 1917, Soviet Union in 1991. And according to this indicator, Russia is now approaching the threshold of its viability, that is, the threshold of its demise.

Many questions are asked about the reasons for the total degradation of the country. One of the pressing issues is the issue of personnel. Sometimes one single personnel can decide a lot, and today we, of course, will talk about personnel, not so much about professionally specialized mechanics, repairmen, adjusters, apparatchiks, but about personnel in the public administration system, in the public policy system , about that very single frame on which history, as if in focus, then places a significant share of responsibility. For example, Mikhail Sergeevich Gorbachev, whose efforts led to the destruction of the Soviet Union. The phrase is simplified, of course, but no one will argue about the contribution he made to preparing the collapse of a large country. Just like the guy named Yeltsin.

We understand that the first person, the head of state, is a special cadre who, firstly, personally makes a huge contribution to the state and dynamics of the country, but in addition, he also generates a personnel pyramid, because with the arrival of a new political teams with a new political leader may implement completely different principles. Why is this especially relevant now? Last week our President, popularly elected, broke a record. In terms of the length of his reign, he has already surpassed Leonid Ilyich Brezhnev. And this very stability that the country’s leadership is now proud of, the so-called “stability”, the stability of the cemetery variety and nature, is that for the next six years they plan not to change anything in the country, that is, both personnel policy and personnel no. 1 according to these plans in the country will not change. An analysis in this area of ​​state management of the country's development can provide a very important understanding of the causes of today's degradation and a forecast of what to expect for responsible people, people who love their country, people who understand the threat it faces.

Therefore, the topic of personnel, which decides everything, is incredibly relevant.

HOW WILL THE CHANGE OF AUTHORITY TAKE PLACE IN RUSSIA IF IT IS NOT PUTIN, BUT HIS POLITICAL OPPONENT, who wins the election?

In 1999, when the personnel department, not only and not so much the Kremlin as overseas, was deciding who would inherit Yeltsin, it first settled on personnel No. 1 in the person of Nikolai Emelyanovich Aksenenko. I know this for certain, as a historical witness. He was a very strong figure, capable and professional in terms of his attitude towards the country, towards the ideology in the triangle “socialism-liberalism-fascism”. This was a man who could give our country a chance. But the Dyachenkos, Berezovskys, Voloshins, the “regional committee” of personnel, the “department” of personnel of a certain kind intervened, and Vladimir Vladimirovich Putin was elected. 18 years have passed. And what has the country become? What she is aiming for now is completely clear.

A simple question: “Did this 18-year fate of the country depend on frame No. 1, the collapse of those hopes and aspirations that were connected in the first years, I admit, in my mind, with the chances that the new President, Vladimir Vladimirovich Putin, seemed to bring? " What's happened? The theory says that when the first person of the state changes in democratic countries, the political team is replaced. In the United States of America, the figure is about 120 people who come to the White House, government and executive power infrastructures along with the new president. This is true. The changeover procedure has been streamlined. When the elections are completed, the winner of the presidential election is determined, in the latter case - Trump, two teams are created: the outgoing President and the incoming one, which transfer affairs, including sensitive and secret institutions, documents and processes, a nuclear briefcase, and the like.

Let's ask a simple question: “How will a change of power take place in Russia if it is not Putin who wins the elections (well, let’s dream, fantasize, more precisely) but his political opponent?” How will this procedure work? What personnel will the new President bring with him? Which personnel from the old team, according to what principles and procedures, will leave their offices? And the first, simplest question is this: “If the current political regime is absolutely, blue eye, may violate the Constitution and laws (I mean the processes of formation of power at the federal level, which we, strictly speaking, have already observed in the form of global all-Russian ones, at the organizational level state system, at times election fraud), if the current political power in the country, political decency, laws, which seem to be not as detailed as in the United States, but describe the transition procedure, are treated with such disdain, then how will they transfer power to the President, the opposition Putin and Putinism? New political regime, who in his presidential election program announced in advance how, what, on what scale, in what direction he and the new political team will change the country?”

I'll simplify this picture completely. Elected future President(I’m not thinking about this abstractly, but concretely in connection with my own well-known intentions), he finds out in the morning at the Central Election Commission that yes, he won and goes, like, knock on the door of the Spasskaya Tower: “Please let the new President through.” And there is the Russian Guard. And there all this guard, who for 17 years have already settled down, settled down, already feel like lifers. What are they? This is how they will open the gates and say: “You are welcome! Here is bread and salt. Here are the offices. Here are the rest rooms. Here are the secret orders. Right here hot phone with Trump"?

This means that the first very serious question that I raise in this topic: “What are the guarantees that in Russia it will become a reality and possible to change not only the first person, personnel No. 1, but also the change of hundreds at the upper levels of high-ranking officials to the team of the incoming President under incoming policies, under incoming plans and programs that will turn the country around largely from what is now called Putinism in political science, that is, the model of the country, which for 18 years has in some ways succeeded the Yeltsin model, reproduced it, and in some ways developed to a completely extreme, even absurd quality, which, in fact, is responsible for the movement towards the threshold of the collapse of the state?

AS IS THE POST, SO IS THE POST, OR THE FISH ROTS FROM THE HEAD

The second problem, which I think is very serious and needs to be discussed: “What kind of team? Where can the new President get it from for new purposes, a new political course, a new Constitution, a new program for the country?” Who are these people? Where will they come from? I'll start with something a little different. And who are the people who are now sitting in the Kremlin offices, the offices of the White House, many very sensitive federal organizations and services, including special services, and law enforcement agencies? Who are these people? Where did they come from? They are the country's high-ranking personnel corps. It was formed over 18 years. But in 18 years, people, having been born, grow up, become adults, and can even come to the same government bodies for some feasible positions. What kind of personnel process was going on during Putinism? Who are these people? What is their education? What are their ideological and moral imperatives? Where did they come from? What are they doing? At what quality level? What were the general principles of this Putin personnel policy?

We can remember historical examples, when in fact the first person laid down the principles of personnel policy, and carried out the selection and selection of personnel, and established the policy and culture of the personnel process, the measure, degree and levels of responsibility of these appointees, the system for monitoring their activities and the sanctions that were applied to them in the event, if anything was left unfinished. Many quite striking, even exotic, examples were given by such powerful figures as the first leaders, such as Peter I. He had a very specific personnel policy: “A subordinate in the face of his superiors must look dashing and silly, so that his superiors can recognize that he is from there.” introduces himself." Not verbatim, but a quote.

Stalin’s is probably also a very bright personnel story, in which even young people were surprisingly selected, sort of like during the Putin period, but those people became outstanding statesmen, leaders who decided the most difficult tasks state building, defense tasks, country development tasks. What are these secrets? What are the ways to recognize such people? What are the risks and ways to predict that a certain young person can grow up and solve the problems that face him? Many questions are not classified; you won’t find answers in books. But analysis and a special look at top-level personnel policy provide some lessons and also suggest some recipes and a vision of the future.

Where do we start? Let's start, of course, with the well-known. As is the pop, so is the arrival. Where does the fish rot? Also known. The fish rots from the head. The role of the first person in the system state power and management, determining the system of public policy. What did we see during the years of the same quoted Stalin? This man had incredible intuition, incredible toughness and cruelty, he was a man of ideas, a man of function. His whole life, all his management, all his decisions, both breakthrough and criminal, were aimed at the goal, the goal of building a state, developing a new model of a socialist state, to fight geopolitical, geo-economic and military-political, military pressure, threats and aggressions. And the country during this period turned from an agrarian one, collapsed after Civil War, to the first or second country in the world, on the first or second step of the world development pedestal. This man solved, first of all, the task of developing the country, moving towards the goal. He had his own intellect, natural, in order to formulate a goal, see it, project it onto the levels of operational goal setting and, based on this, select people who could organize goal achievement. That is, the impulses organizing personnel development in the country largely depended on the qualities of this person, and it is unlikely that anyone will be able to challenge this.

But let’s look at the current example, in which it is impossible to discern the value-ideological position, platform, understanding and knowledge of the first person. This simply doesn't exist. There are no values, no goals. This follows from the analysis of direct speech, from the analysis of state administrative documents signed and generated by the first person of the state and his team. There are no goals. The goals are sometimes strange, somewhat painful, such as: “Entering the world”, “Discovering Russia”, “We are Europe!” We are Europe! Partners, partners. In fact, this means, translated into open language, the desovereignization of the country. This is actually what happens. Desovereignization has reached such a level that today the country is in the status of a pariah, under financial and political sanctions, in isolation, which is accelerating its downward movement. There is hardly any need to prove that the current chief cadre No. 1 and the chief personnel manager government policy in the country there is simply no goal-setting in managing the country's development.

FROM THE SHOULDER

And hence the selection of personnel, which is carried out in a certain methodological fork, and this is also a theoretical message. First: the manager needs personnel he trusts. Well, how could it be otherwise? The possibilities of sabotage, collusion, palace coup and so on - these classic attributes of the life of the supreme power - have not disappeared anywhere, especially today they are beginning to gain strength and increase the likelihood of implementation. Erdogan recently encountered this. Putinism will inevitably face this.

Fork: the subordinate must be trustworthy, or the subordinate must be professional, capable - this is a challenge. How to combine these two requirements: trustworthy, professional, capable? It is clear that this criterion sharply narrows the field of choice, because your friends at school, on Leningradskaya street, at the gym, at Sobchak’s mayor’s office, in all sorts of interesting affairs - this is a rather limited circle of people who, while, of course, trustworthy, have professional capacity at the highest level of public administration, they cannot take and receive from anywhere: neither by education, nor by inclusion, nor by any tradition, nor even by life, the most fantasy plans, strategies for future life in acquiring the necessary knowledge, professions, and so on. None of this has happened and will not happen. There is no trace of the principle of selecting personnel “to suit the purpose.” Why? So there are no goals!

That is, we can now say quite confidently that the personnel process in Putinism was built on the principle of trust. It is difficult to talk about professionalism when people who do not have any professional background became and become ministers or deputy prime ministers: they did not serve in the relevant professional fields, they did not grow up in the professional pyramid, ladder, they did not gain professional knowledge in this field. The most striking and equally wild example is the appointment as Minister of Defense of a man who did not serve in the army, who had never touched this in his life, was engaged in trade, was involved in finance, whatever. Experts understand well how this ultimately affected the country’s defense capability. Despite the television picture, despite the demonstrations, which were fairly staged in Syria, and some other pictures, despite all this, experts know well how much the National security country and its defense capability.

An example is when a journalist who graduated in philosophy becomes responsible for the military-industrial complex, creating his own expert institutions. True, the degree of Doctor of Technical Sciences immediately appeared in a person who had never held a soldering iron in his hands. Well, such miracles do happen, but miracles of reliable starts from philosophy from the Vostochny cosmodrome do not happen. A candidate of philosophical sciences is appointed head of the expert council in the field of the military-industrial complex - this is another example. And is it any wonder that rockets from Vostochny either do not take off or fall. But I will not list these examples. They are well known. They are well known. But the frame is confidential! All trades. Destroy the patriotic opposition party, please. Bark at NATO, please. Drive pigeons from Tuzla Spit - please.

Is it any wonder that the gubernatorial corps, which in this personnel pyramid also serves one super task - to be trustworthy, does not have professional personnel decisions in mind at all. A person finds himself in a region where, relatively speaking, he has never been in his life, elections are supposedly being held, elections that should choose the best, professionally most prepared for this role, are replaced by an administrative filter - as they command, so all this will happen. There are no elections, of course, no mechanism for legitimizing trust, as well as demands on the part of the population for the so-called governors today. There is no conversation about this. A surrogate, not a personnel policy. Governors can be picked up and removed in batches, removed (they are not removed for success) and immediately awarded orders in the Kremlin. Marasmus.

This personnel policy, it seems to us, is described by the formula “From the Shoulder”. If a leader is weak, professionally incompetent, then he is afraid of his subordinates; they may turn out to be more professional than him. The subordinate, of course, will hide his eyes when he reports to his superiors about some difficult things, but he sees and understands, and it is written in his eyes that the superiors do not understand anything about this. The bosses read papers written by someone, sometimes stumbling, sometimes skillfully learning these papers, fussing their eyebrows, making appropriate pauses, even inserting anecdotes, enlivening these same notes. But this is absolutely far from the qualifications of professionalism and responsibility for the state entrusted to someone, the ministry to someone, the human sphere to someone.

Lack of professionalism according to this scheme - “From the shoulder” - is replicated. On each subsequent floor of appointments - again from the shoulder of the previous boss. This is how it turns out to be a country of managerial gnomes. Is it possible, again theoretically, that is, as if in principle, to combine trust and professionalism in this fork in personnel choice? Yes, it's possible. First, trust is determined by working together. So start this work! Put a man in probation and check it out! Place him first on the fourth level, then transfer him to the third, to the second, and you will make sure that he fits into your team, he professes your ideology, he is in your value space, or he is random, or he plays a role, playing along, looking into eyes and so on.

But attention! What is the main thing in this technological technique? The ability of this person to test in the field of a single value worldview, a single ideology, which is projected onto the value, goal-oriented, problem and then management field. If a person is concerned with different values ​​than you, the first leader, how can he be trusted? Professional selection is absolutely necessary. This is not a place for improvisation. These places are for people who know the subject of management, know management methods, and have a methodology for online approaches to emerging problems. But there must be an ideology and goal setting. Without them, with just the desire for a career and enrichment, nothing will work out.

What if this person is forced to call a friend, ask the audience for help, or what other phantasmagoric scenes are we watching? What if the Deputy Prime Minister of the Government, who is responsible for the most complex sphere of the country’s life, has never gone through this pyramid in his life? He came as an assistant, an adviser, and in these offices he became deputy prime minister. He did not manage a single institute, not a single enterprise, not a single region, or anything.

We also see this personnel policy, this technique, and we understand that it is this part of the personnel corps that forms the basis of the fifth column, because the files on these outstanding leaders include well-known open data about how they studied abroad in school, how they studied at universities abroad, what internships they had there. Wonderful photographs are visible in a certain series: Shokhin, Gaidar, Chubais, Aven, Gref (who else is with them) at Yale University, and then this is the personnel corps in Yeltsin times, and even today these gentlemen-comrades occupy key positions.

In other words, this part of the reflection shows, using an unkind, untenable example, how destructive, poor-quality personnel policy, which, in fact, I again assert, is derived from the quality of the first leader, his political team, is dangerous. So the political team that should come with each new leader should not be formed.

DO NO HARM!

Naturally, the second part of today’s conversation is where and how new personnel will come from, and what will happen to the old personnel if, let’s imagine, a political change occurs in the country. Putin and his Putinism in the form of ideology, practices, and personnel will go down in history, and a new leader, team, ideology, and new management technologies will be suitable. How can all this happen? Where will these people come from? What to do with the old ones?

A simple principle from medicine is “Do no harm.” There must, of course, be continuity in the personnel corps, because at least the accumulation of managerial experience, paperwork flows, those documents and archives that have already been accumulated over decades should not disappear. This is an experience. It is well known that even negative experience is also experience.

What did I observe in the State Duma when it was re-elected? In fact, the management apparatus and the apparatus of committees also changed, and those developments that accumulated in the committees were simply taken out and thrown away. Neophytes came and looked with round, joyful eyes: “Where is what?” How can you move a piece of paper from the left table to the right? But as? What?". Not kindergarten. Therefore, of course, the level of vertical cutoff - a replaceable political team and a successive personnel corps - is the most important principle.

At what height will this cutoff line be? Will it be completely horizontal? Most likely, it will be selective. And, most likely, the concept of a transition period will be mandatory. Moreover, the transition period will be in different senses of the word. These are changes in the constitutional and legal space, these are changes in the country’s course in external space and in domestic politics. This will be a very intense transitional period of communication with our own people openly, honestly, explaining to them what was happening, what kind of dizziness from success it was, and where the country is turning its course. This will be the most intense political communication with the world, explaining to it the same issues. Openness, professional understanding of where, where and how to move from, programmatic that will be announced and announced in a commitment mode.

But the transitional personnel process, of course, should follow the “Do no harm” principle. Those officials, those leaders in the authorities, the presidency, the presidential echelon, the executive branch, which, of course, are very connected, and are also combined in terms of the factor of derivative from the presidential set of powers of the corps in the judicial law enforcement system, in the legislative system, in mass media institutions information, in external missions of Russia - all this, of course, will also enter into a transition period.

It will be created, it is advisable to create a temporary personnel rotation body that will test, filter and carry out decisive, but at the same time smooth, personnel changes that are respectful of people and tasks. It is almost obvious that there will be informal re-certification. The fact that it should be based on the principle of professionalism and compatibility with the new ideological, political content of the entire public administration, new goal setting - this will also, of course, coincide with innovations from the point of view of the presence of an ideological and party value component. Not only in the corps of managers of all branches of government, including the presidential one, but also in various institutions of social life. We will also talk about this separately. New law on parties new law about elections all these elements will include. Value-based goal-setting will have to come to the country at all levels, and this principle will seriously affect the new personnel policy.

THERE IS A CHANCE THAT PERSONNEL INCREASE CAN COME QUICKLY AND DECISIVELY

Will there be cleaning? Yes. Absolutely yes. We retrospectively obtained a very interesting effect through special methods of distributed expert assessment at the time of the transition from Yeltsinism to Putinism. Yeltsin left, Putin came, and the topic of state corruption then looked surprisingly interesting. The level of corruption rose to its local maximum under Yeltsin. Putin comes - he fell sharply. Why? The officials sat down. They began to wait, to figure out how the new broom of revenge would be assembled. Broom is a professional from the State Security Committee, the FSB. He, Vladimir Vladimirovich, worked as director of the FSB for some time. Corruption has settled down. The bureaucrats were opportunistic and waited for an answer. The answer was... Corruption grew to a historically maximum level during the times of developed Putinism. But the answer could have been different. But what did I lead to this example? And to the fact that the new culture of responsibility, control, sanctions in the corps of political leaders can change the style of behavior and activities of even those who, let’s say, have become spoiled. Those who are irredeemable, those who have caused significant harm to the Russian state, those who are recorded in violation of Russian legislation, of course, will fall under lustration.

Lustration is a loss of rights. This must be done according to the law. Nowadays there is no such law. He will have to appear among the first, and will exclude a certain contingent of officials from the opportunity to occupy public administrative positions. For some compositions and qualifications, this will be a lifelong deprivation of such rights.

Of course, abuses and all sorts of unpleasant things can happen. Accordingly, of course, temporary bodies will emerge not only for personnel changes, but also for control and supervision of transition procedures. The concept of “new centurions” comes to mind, who bring a new chance to the country. Analogues of the guards of the Islamic revolution come to mind, whose corps is ideologically and value-motivated. Someone, of course, will say: “Oh! Again Stepan Stepanovich is thinking about a new totalitarianism!” Utter nonsense.

The fact is that the classical state, unlike the thieves' raspberries, has its own laws, not concepts, but laws of construction, efficiency, ensuring purity of thoughts, providing mechanisms for protecting the interests of people who find themselves in the highest government positions from mutation. There are very important mutation mechanisms at work there. I quote how experienced people me, then still young statesman, taught: “We are the power! We can do everything. We can adopt a law for ourselves (Rotenberg’s law), and a Constitution for ourselves, the winners, and a Constitution for Yeltsin’s super-super-super-duper presidential republic! Yes, we can break laws, because we ourselves are judges! Yes, we can leave the jurisdiction of courts, for example, the ECHR, if we don’t like its decisions!”

There is such a temptation in power - to be above the rule of law, above morality, above sociality, above responsibility to the majority of the population, to one’s own people. We see this problem, I don’t want to compare and draw historical parallels, but in our political echelon there is no task of getting rich, filling our foreign bags in offshore areas. It is enough for me and those people who will come to power, or, say, not for me and those people, but for the principles that are theoretically possible for new Russia, provide for yourself and your family at a healthy, normal, non-acquisitive level. Do not claim anything else, cutting off temptations, temptations and claims with special institutions of control, supervision, including special anti-corruption institutions and not in the mode of chatterboxes, chatter (“A thief should be in prison!”, “We are against corruption!”), and knowing exactly how to fight this disease, this bubonic plague that has struck the country (corruption), with numerous know-how solutions. This means that there is a chance that personnel improvement can come quickly and decisively.

WE KNOW THE CAUSES OF THE DISEASE, WE KNOW THE MEDICINES, WE INTEND TO APPLY THEM

Who are the new candidates? Where will they come from in the offices that will be vacated for the natural reasons I talked about? What kind of people are these? Where are they from? There is evidence from our many years of research that the personnel corps of the Moscow flood, seemingly even with the experience of the Kremlin and other White House and State Duma offices, is inferior in quality to the personnel corps of the regions. Despite the fact that degradation is happening everywhere, it is losing. Fresh blood will flow to Moscow in terms of personnel.

The second most important consideration. The post-Soviet period, Putinism in particular, has very far-reaching plans, which they implement and which were translated from English and implemented in 1991, and in subsequent Yeltsin years, and in the 2000s, and subsequent Putin years. After all, the system of education and training of highly qualified personnel has actually been destroyed. Not only has corruption led to the substitution of a high-quality dissertation process, the Unified State Exam has led to processes reducing the quality of education of young people, the Bologna system has led to a sharp, noticeable, absolutely significant decrease in the quality of university education, post-university graduate school has turned into absolute bullshit, and this has reduced the overall level of quality training of highly qualified personnel.

What can you do here? First, filtering, testing and casting in these temporary bodies will and should be the strictest and most effective. Secondly, of course, this system itself grows from secondary education. There will no longer be any Unified State Examination, there should be no testing system, which not only changed the methods of examination, it changed the entire system of school training. She has created a monkey farm, which throws creative people to the sidelines, and has bred opportunistic people, cramming people who are capable of using any means, including illegal ones, instead of knowledge.

This system will have to change and intensively so that in a short number of years a new personnel corps will come as a potential for renewal in public administration. Headhunting, special institutes will look for the most talented and capable people throughout the country. What is called nepotism, nepotism, heirs in key and critical personnel appointments will be eradicated publicly and demonstratively. And not exemplary examples of the fight against corruption, which in the current period look like anti-exemplary, using the examples of Serdyukov, Vasilyeva and other strange cases, but the people like in China will be shown approximately how decisively and instructively for all other government personnel the fight against corruption.

I am practically convinced that a temporary unfreezing of the moratorium on the death penalty is inevitable for the most serious offenses - violence against women, against children, high treason and grave corruption. This will be an inevitable measure. Europe will suffer, and, as they say there now, all civilized countries will suffer, since for Russia the period of geopolitical survival is approaching, the country is moving away from the brink of state collapse. Nothing. They will suffer, because Russia, a disintegrating Russia, aggressive Russia, Putin’s Russia, absurd Russia, immoral Russia, asocial Russia poses a much greater threat to the world than Russia, which will restore its health, become an open, transparent, respectable participant in world affairs and processes. And after some time, both the national leader, and the new state value ideology, and target programming, public administration, the personnel corps that will be configured for this will allow the country to become world leaders with its new global project.

You can now say: “Stepan Stepanovich! Well, how can you talk about the personnel who decide...?”. Friends! A state, a country is a system in which everything is connected to everything. I really talked about the personnel problem, about personnel development and about personnel policy in the country for a strategic perspective. But look how everything is connected to the general improvement of the country, which begins, like everything in the life of a person and society, from the most important thing - from the values ​​that drive a person, his friends, his team, his political team. The values ​​that drive the current leader and his political team today have turned public administration into what it has become, into what has become a deadly disease for Russia. This is what we see. Based on this, we say that personnel purge, personnel renewal, personnel technology, personnel policy will be different, like this, like this and like this.

Today’s topic, of course, is not exhausted, but it is optimistic, because when you know the diagnosis terrible disease, then it is optimistic that you get a chance to find a cure and recover from this disease. The optimistic thing is that, knowing what made the body sick, we can prescribe to this body healthy image life, including in such a key sensitive link as state personnel policy.

Who is the first leader of the country? And who is next to him? Who is his political team? And what are the principles that reach the most earthly level, which we will call “people's self-government” (the next level is local government, subject of the federation, and so on)?

Absolutely hopeless are those promised people who say: “I will solve this problem by unscrewing this screw here, this nut,” and not to mention how it is connected with everything else in the state, which is all interconnected and requires a complex (not complex, but integrated) approach. Keeping in mind also that this is not a static task, but a dynamic task, a task that must be solved in development. This kind of integrated management will definitely come to the country.

Everything is connected to everything and will be solved in a single paradigm, on a single platform, with a unified approach, which is not available today. Why not? Because, I repeat, it is necessary state ideology as a collection of the highest values ​​of the people, country and state, everything will be derivative and dependent on them.

Therefore, I want to reassure you. I want to convey to you a bit of optimism. We know the causes of the disease, we know what the cure is, we intend to use them. And since all this is connected with the word “health,” everything will be great with us.