The impact of generation Z values on personnel processes in the context of civil service transformation

Abstract

Civil service transformation in the context of digitalization actualizes the problem of youth integration. The values of Generation Z, such as the demand for meaningful work, flexibility, and digital communication, are in systemic conflict with traditional HR processes. The relevance of the study is reinforced by the all-Russian trends identified by experts: an increase in the average age of civil servants, a limited influx of young people and high staff turnover indicate a decrease in the attractiveness of the civil service as an employer and pose a risk to the state's human resources potential. The purpose of the study is to develop a set of practical mechanisms for adapting personnel processes in the system of the state civil service of the Russian Federation based on the analysis of the core values of generation Z. Materials and methods. The work applied the theoretical analysis, analytical and expert methods, as well as content analysis of official government websites. The materials of regulatory legal acts, scientific literature and analytical publications were used. Results. The key contradictions between the expectations of generation Z and the institutional foundations of the civil service are systematized, presented in the form of an analytical table. The personnel expectations of generation Z are proved to form a systemic challenge, forcing authorities to look for adaptive solutions. As a successful regional case, the experience of the Chuvash Republic was analyzed in detail, where an integrated approach was formed, including: integration of the youth into the federal project "Professional Development" with individual career tracks; creation of a Competence Development Center for government and municipal employees focused on practice-oriented programs; development of the digital communication channel "GosKod21" in social networks, as well as institutionalization of quality mentoring through the annual "Best Mentor of the Year" competition. Conclusions. An integrated set of adaptation mechanisms has been proposed, requiring not isolated changes but a systemic transformation of human resources policy. Key areas include: introducing digital competence profiles and career "navigators" based on big data and artificial intelligence technologies to personalize development trajectories; development and legislative consolidation of a flexible "modular employment contract" combining permanent responsibilities with project tasks; creating a predictive analytics system for human resources integrated with educational platforms for advanced training. Implementation of these proposals will facilitate the transition to a client-centered model of personnel management in the civil service, increasing its competitiveness in the labor market and ensuring long-term personnel renewal.

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