Kormovoe village, Serebryano-Prudsky district
Moscow region
RSFSR, USSR
Academy of the Federal Counterintelligence Service of the Russian Federation;
Russian Academy of Public Administration under the President of the Russian Federation
Colonel General
Viktor Petrovich Goremykin(born February 4, 1959) - Russian military leader, colonel general, head of the Main Personnel Directorate of the Russian Ministry of Defense since April 2009.
Biography
In April 2009, he was appointed head of the Main Personnel Directorate of the Ministry of Defense of the Russian Federation.
Awards and honorary titles
- Order of Merit for the Fatherland, 4th class
- other awards
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Links
- // Website of the Ministry of Defense of the Russian Federation
- // Russian newspaper
An excerpt characterizing Goremykin, Viktor Petrovich
“Leave him alone,” said Marya Genrikhovna, smiling timidly and happily, “he sleeps well after a sleepless night.“It’s impossible, Marya Genrikhovna,” answered the officer, “you must serve the doctor.” Everything, maybe, and he will take pity on me when he cuts his leg or arm.
There were only three glasses; the water was so dirty that it was impossible to decide when the tea was strong or weak, and there was only six glasses of water in the samovar, but it was all the more pleasant, in turn and seniority, to receive your glass from Marya Genrikhovna’s plump hands with short, not quite clean nails . All the officers really seemed to be in love with Marya Genrikhovna that evening. Even those officers who were playing cards behind the partition soon gave up the game and went over to the samovar, obeying the general mood of wooing Marya Genrikhovna. Marya Genrikhovna, seeing herself surrounded by such brilliant and courteous youth, beamed with happiness, no matter how hard she tried to hide it and no matter how obviously timid at every sleepy movement of her husband sleeping behind her.
There was only one spoon, there was most of the sugar, but they did not have time to stir it, and therefore it was decided that she would stir the sugar in turn for everyone. Rostov, having received his glass and poured rum into it, asked Marya Genrikhovna to stir it.
- Are you without sugar? she said, smiling all the time, as if everything she said, and everything others said, was very funny and had another meaning.
- Yes, I don’t need sugar, I just want you to stir with your pen.
Marya Genrikhovna agreed and began to look for the spoon, which someone had already seized.
- You're a finger, Marya Genrikhovna, - said Rostov, - it will be even more pleasant.
- Hot! said Marya Genrikhovna, blushing with pleasure.
Ilyin took a bucket of water and, dropping rum into it, came to Marya Genrikhovna, asking her to stir it with her finger.
“This is my cup,” he said. - Just put your finger in, I'll drink it all.
When the samovar was all drunk, Rostov took the cards and offered to play kings with Marya Genrikhovna. A lot was cast as to who should form the party of Marya Genrikhovna. The rules of the game, at the suggestion of Rostov, were that the one who would be the king had the right to kiss the hand of Marya Genrikhovna, and that the one who remained a scoundrel would go to put a new samovar for the doctor when he wakes up.
“Well, what if Marya Genrikhovna becomes king?” Ilyin asked.
- She's a queen! And her orders are the law.
The game had just begun, when the doctor's confused head suddenly rose from behind Marya Genrikhovna. He had not slept for a long time and listened to what was said, and apparently did not find anything cheerful, funny or amusing in everything that was said and done. His face was sad and dejected. He did not greet the officers, scratched himself and asked for permission to leave, as he was blocked from the road. As soon as he left, all the officers burst into loud laughter, and Marya Genrikhovna blushed to tears, and thus became even more attractive to the eyes of all the officers. Returning from the yard, the doctor told his wife (who had already stopped smiling so happily and, fearfully awaiting the verdict, looked at him) that the rain had passed and that we had to go to spend the night in a wagon, otherwise they would all be taken away.
Before the end of this year, many officers of the Armed Forces will change their official addresses. Their transfer to other units, headquarters and institutions for the first time massively goes according to the new rules. They are listed in a special instruction approved by the head of the military department Anatoly Serdyukov.
Lieutenant-General Viktor Goremykin, head of the Main Directorate of Personnel of the Ministry of Defense, spoke about all the nuances of officer rotation in the districts and fleets in an exclusive interview with Rossiyskaya Gazeta.
Russian newspaper: Viktor Petrovich, officers were always transferred from place to place. Why was it necessary to issue also a special instruction on their rotation?
Victor Goremykin: As you correctly noted, the transfer of officers to various positions, including their territorial transfer, has been practiced before.
It exists even now. First of all, it has to do with business needs.
One form of such movement is the so-called planned replacement. Previously, it was used only in relation to officers who served under contract in the regions of the Far North and equivalent areas, in regions with adverse climatic or environmental conditions, as well as in military units outside the Russian Federation. The order of their replacement was determined by a special manual.
At the same time, other categories of officers did not fall under the planned replacement.
As a result, some of them could constantly move, while others spent their entire service in the same area and even in the same military unit.
To change the situation, two years ago, the Ministry of Defense developed an Instruction on organizing and conducting the transfer of officers of the Armed Forces.
This document significantly expanded the range of officials to be replaced in other regions.
RG: And who falls under this practice?
Goremykin: The instructions list the conditions and types of transfer. For example, he may be a professional official. This is when an officer is appointed to a position, including in a military unit of another type and branch of the Armed Forces, district or fleet, without transferring him to another locality.
The second type is territorial. It is accompanied by a mandatory change of duty station. In this case, an officer can be appointed to a position in the same or single-profile specialty. Another option is an appointment in a new specialty, which a person has mastered quite well. As in the first case, an officer may be offered a new place of service in a different type or type of troops, as well as in a different operational-strategic command.
Finally, there is a mixed or combined translation. It provides for the appointment of an officer to a position in a different specialty with his replacement in another locality. Such a move is necessarily preceded by professional retraining or advanced training.
Housewarming by order
RG: The Minister of Defense approved the instruction two years ago. Then it did not cause a stir in the troops. Why are the commanders now reacting so violently to a possible transfer?
Goremykin: I don't know where you got this information from. After the release of the instructions to the new duty stations, several thousand servicemen left. We constantly analyze the written and oral appeals of officers to the Main Personnel Directorate. I did not notice any surge of negativity about the replacement this year.
I'll say more. Officers began to understand that their transfer is not just a territorial or professional-official relocation. Almost always, it is associated with increasing the professionalism of military personnel, updating military personnel, and training a reserve of commanders and high-level commanders. Indeed, in the army today, people who know the various theaters of military operations and who are capable of commanding troops in a difficult situation are especially in demand.
As a result of such movements, the competence of officers is growing, and conditions are being created for their career growth.
RG: At one time, the Minister of Defense ordered that military commissars be changed every three years. The draft authorities were "shuffled" in order to deal with bribes during the recruitment of soldiers. Well, what did the company commanders and battalion commanders do wrong?
Goremykin: It is absolutely wrong to perceive translation as some kind of punishment. First, there are areas on the territory of the Russian Federation where the terms of military service are strictly defined. If the officer served there for the required time and expressed a desire to transfer to a new place, he must be replaced. And also send an officer from another region or military district to the vacant position.
Secondly, it is fundamentally important for officers of the main command and staff positions to have experience in organizing combat operations in different regions, with sharply different terrain, vegetation and climatic conditions. They must be able to properly use military equipment there.
And who is the battalion commander you mentioned? In the near future, the brigade commander. In a slightly more distant perspective - the commander of the army. And if he served in the same brigade from lieutenant to lieutenant colonel, what kind of experience and what prospects of his service can we talk about?
RG: Are there strict terms for officers to stay in positions and in districts? For example, by the time of transfer to another region and to another position, a lieutenant must command a platoon for at least five years?
Goremykin: When we talk about the planned replacement of officers from "unfavorable" areas, the minimum terms are clearly specified for each area, regardless of the length of time a serviceman has been in office. With regard to the translation "according to the instructions" the situation is different. Prior to being transferred, an officer must serve in his position for at least three years.
RG: I heard that the rotation of junior officers is allowed only within the military district. For example, a lieutenant from the Russian seaside island can only be moved within the Far East. And higher commanders, for example, a brigade commander, are already being replaced by another operational-strategic command or transferred to a higher headquarters. Where is the justice?
Goremykin: Indeed, for officers from a platoon commander to a battalion commander, a professional-official transfer within a military district or fleet is considered a priority. But this does not mean at all that such military personnel cannot be transferred to other districts.
Junior officers of military bases outside Russia, formations and units from areas with established terms of service after a certain time can be transferred to other districts. Such a replacement can also be caused by official necessity if there are vacancies in the new place.
This year, the Central Attestation Commission of the Ministry of Defense will for the first time consider the issue of the territorial transfer of commanders of battalions, divisions and squadrons. Based on the findings of the commission, some of them will be sent to serve in other military districts or military educational institutions. And the most prepared will be assigned to the departments of districts, fleets, and military branches.
It must be borne in mind that in the district there are some special brigades in the singular. The transfer of their commander to an equal position is possible only in another operational-strategic command.
RG: The instructions say that the promotion can be downgraded. When is this practice used? Does this require the consent of the officer?
Goremykin: The appointment of an officer to a lower position is possible only with his consent. But there may be exceptions. For example, when a person changes his place of service on the basis of a disciplinary sanction. But these are isolated and rather rare cases. In general, they have nothing to do with the "regular" practice of transferring officers.
As a rule, a regular soldier moves to another garrison for an equal or higher position. The lowest can be offered to him in force majeure conditions. Let's say if a family officer asks to be replaced in a specific region. And there are no vacancies in military units suitable for his "status".
RG: Imagine the situation: the captain is sent to another garrison. And there for the officer's family there is no stake, no yard. Can a person refuse an appointment in this case?
Goremykin: In any case, the officer is obliged to comply with the order of the commander. At the same time, according to the Law "On the status of servicemen", the state guarantees the provision of housing to officers and members of their families at the place of service or in nearby settlements.
Therefore, when drawing up transfer plans, the number of members of the officer's family and the possibility of providing them with official housing must be taken into account.
RG: Are there "untouchable" personnel for rotation? How are these people selected?
Goremykin: If you mean military personnel who, based on their positions or personalities, cannot be transferred to other places, then there are no such people in the Armed Forces.
However, officers cannot be replaced in places where the terms of service are set, in the year of the end of the contract and three years before they reach the age limit for staying in the Armed Forces.
RG: The instruction mainly refers to military officers. Does this practice apply to colonels and generals from "high" headquarters?
Goremykin: The instructions do not contain any restrictions for the transfer - neither by officer positions, nor by rank. You probably know that the Russian President recently appointed Vice Admiral Vladimir Korolyov, former commander of the Black Sea Fleet, commander of the Northern Fleet. This is one of the examples of the rotation of senior officers of the Armed Forces.
By the way, the transfer of generals and colonels in the Ministry of Defense began even before the approval of the instructions. The practice gained then was used to develop movement rules common to all officers.
RG: If a person categorically refuses to move, will he be fired?
Goremykin: The transfer is on the orders of the commander of the unit. The officer must comply. If he refuses, he will be brought to disciplinary and, in some cases, criminal liability. True, if there are serious grounds, an officer can be dismissed from military service. For example, due to non-fulfillment of the terms of the contract, at their own request or for family reasons. In the last two cases, this can only be done with the consent of the serviceman.
Certificate of officer maturity
RG: The Ministry of Internal Affairs speaks and writes about attestation every day. But few people know that army officers also pass through the same "personnel sieve". Do they certify everyone - from the platoon commander to the commander-in-chief and deputy minister of defense? Or is it a selective process?
Goremykin: There is such a document - Regulations on the procedure for military service. It says that all regular servicemen are certified at least four months before the expiration of the contract, but at least every five years of service.
The Minister of Defense made a decision - to carry out certification annually until the final entry of the Armed Forces into a new look. The law allows it. Certification makes it possible to qualitatively select and reassign officers, transfer them to new duty stations and make decisions about their career growth.
RG: Are the test results kept secret?
Goremykin: Not at all. I can provide data from last year. In total, 210.4 thousand officers were certified. 31 thousand were recognized as worthy of appointment to the highest military positions. 139 thousand officers correspond to their positions. 7.6 thousand were recommended to be placed in lower positions. For 32.8 thousand officers, a decision was made to dismiss. These included those who have reached the age limit for military service, officers in poor health and anyone who wants to voluntarily leave the army.
I want to emphasize that attestation in the Armed Forces is a continuous process in which all officers without exception are involved.
RG: Who evaluates military personnel and by what criteria? How do performance appraisal results affect officer careers?
Goremykin: The validation mechanism is as follows. Not later than two weeks before the certification, the immediate supervisor draws up a written review of the serviceman. It gives an assessment of the level of professional training of an officer and names the area of activity in which he achieved the highest results. Be sure to mention the presence of combat experience, discipline and the ability of the officer to perform the assigned tasks with high quality. Among other criteria - the ability to lead, train and educate subordinates. An assessment is also given to the unit, military unit or formation commanded by an officer. The moral and psychological qualities of a person, the state of his health and physical fitness are called.
After that, the review is considered at a meeting of the certification commission and the commander of the military unit approves the certification sheet. In the conclusion of the attestation commission, it is said whether or not the serviceman corresponds to his position, and also an opinion is formulated about his future service assignment.
These conclusions are taken into account by the commander of the unit and the personnel body when deciding on the inclusion of a serviceman in the personnel reserve for promotion to a higher position, as well as when he is appointed to a new position and sent to study.
RG: I heard that the Central Attestation Commission of the Ministry of Defense, headed by Anatoly Serdyukov last year, put "unsuccessful" to every fifth general. If this is true, what is their fate?
Goremykin: One of the tasks of any attestation is a comprehensive and objective assessment of the service activities of military personnel, determining the suitability of an officer for his position. But at the same time, attestation helps to save the Armed Forces from people who have lost interest in the service, who are dishonestly fulfilling their duties. Those who did not want to eliminate the shortcomings, did not burn with the desire to serve, were dismissed from the army on the basis of attestation conclusions. But their number is small.
RG: Are military leaders given a chance for a kind of rehabilitation?
Goremykin: When in the conclusion of the attestation commission it is written: "Does not correspond to the position held" and it is considered expedient to remove a person from military service, then he is subject to dismissal. If only minor omissions appear in the certification sheet, then the officer can correct his affairs before the next certification. Its requirements for all categories of regular servicemen - be it a lieutenant or a general - are the same.
RG: Do the results of such an assessment somehow affect the wallets of officers? For example, they can be deprived of bonuses?
Goremykin: Certification is carried out for a comprehensive and objective assessment of an officer, to determine his suitability for his position and the prospects for further official use, and not to "calculate" the amount of the monetary allowance of a serviceman.
But since the officer's purse also depends on the salary for the position held, the results of the certification in a certain sense can affect the size of the officer's salary. If a soldier is certified and appointed to a higher position, he will receive more. And when he is lowered, his monetary allowance will decrease accordingly.
The decision to pay, deprive or reduce the size of the bonus is made by commanders and chiefs based on the results of the service activities of military personnel. At the same time, the results of certification are not taken into account.
Lieutenant on call
RG: Tell us about the fate of the lieutenants who, after graduation, did not get an officer position. Did they eventually find jobs?
Goremykin: First of all, I want to say that it was a forced step. Last year, immediately after graduation from the universities of the Ministry of Defense, we were faced with the task of reassigning all lieutenants. After a significant reduction in officer positions, it was very difficult to fulfill it. Almost until the end of 2010, we were looking for vacant officer "cells".
Nevertheless, part of the graduates, with their consent, had to be temporarily appointed to senior and sergeant positions. At the same time, the officer's allowance was retained for the lieutenants. And so that they would not lose their knowledge and skills, such servicemen were attracted to classes in the system of command officer training.
I can say unequivocally: all graduate lieutenants who are motivated to continue their service will eventually find positions corresponding to their rank and level of education.
RG: Are there many such officers in the army?
Goremykin: Currently, about 1.6 thousand graduates of military universities in 2010 are serving in sergeant positions.
This assignment is temporary. We consider lieutenants who have positive characteristics in the service as the main candidates for vacant officer positions. Their movement is in priority order. Since the beginning of this year, the fate of more than 800 graduates of 2010 has already been decided.
RG: Will there be any difficulties with the distribution of this year's graduates?
Goremykin: This summer, regular graduations from the higher military educational institutions of the Ministry of Defense are held. In October, the cadets of the higher education institutions of the Air Force - the flight crew - will complete their studies. In total, a little over 14,000 lieutenants will be sent to staff the Armed Forces.
The overwhelming majority will be distributed among officer positions. But we will put some people at the disposal for subsequent appointment within 2 - 3 months to officer positions. Or, with their consent, we will temporarily appoint them to the positions of sergeants.
In addition, military educational institutions have organized the selection of officers who, after appropriate retraining, will be able to continue their service in specialties that are in short supply in the army.
Finally, both in the past and this year, work is underway to provide additional accommodation for graduates whose specialties turned out to be unclaimed in the Armed Forces. They are offered officer service in other, as they say, power ministries and departments.
I would like to remind you that contract service, including as an officer, is based on the principle of voluntariness. And if earlier we did everything possible to keep cadets of military educational institutions from being expelled at their own request, tried to protect young officers from early dismissal from the army, then in the conditions of the formation of a new image of the Armed Forces, such a need has disappeared.
Cadets who made a mistake in choosing a profession freely leave universities. The situation is similar with officers.
RG: And so many quit?
Goremykin: In 2009, immediately after graduation, more than 500 graduate officers removed their shoulder straps.
We understand that there will be difficulties with job distribution both in 2012 and 2013. The fact is that the recruitment of cadets three or four years ago was focused on a much larger officer corps.
RG: When can recruitment to military schools resume? Will all your universities open their doors to schoolchildren?
Goremykin: The recruitment of cadets to the higher military educational institutions of the Ministry of Defense, in general, did not stop. Another question is that in recent years the needs for army and navy officer cadres have changed significantly. The total number of such posts has been reduced, some of them have been transferred to the category of civilians, some "cells" in the staff list have been given to sergeants and foremen of the contract service.
Accordingly, the need for officer training has also significantly decreased, and the number of cadets has been reduced. Some universities of the Ministry of Defense have stopped training in specialties for which there are no more officer positions in the Armed Forces.
It must be borne in mind that the need for officers is determined even during personnel planning. Then, for several years ahead, their possible shortage is calculated. As a result, we know exactly how many and in what specialties officers need to be trained. Such an analysis and calculation is necessary for all the graduation lieutenants to take their places in the ranks. There should be neither an overproduction of officers in the country - which consumes significant state funds, nor a shortage of them - this can lead to a decrease in the combat effectiveness of the troops.
RG: What did your calculations show?
Goremykin: Two years ago, they suggested that it is necessary to significantly reduce the number of cadets, and in 2010 and 2011 to refuse admission to the universities of the Ministry of Defense altogether. Which is what was done. With the only exception - this year the branch of the Military Medical Academy, our Military Institute of Physical Culture, opened its doors to applicants.
I understand that such a "prohibitive" practice did not add to the mood of the guys dreaming of shoulder straps. But it will help the Ministry of Defense solve the problem with the distribution of an excess number of lieutenants in 2014-2016.
RG: Why then do you say that admission to army universities never stopped?
Goremykin: Because military educational institutions have been and are recruiting cadets for their subsequent officer service in other power ministries and departments. In addition, training of contract sergeants has been organized in some universities of the Ministry of Defense. Their study follows the programs of secondary vocational education.
Without an effective, well-organized and well-functioning structure responsible for working with personnel, not a single organization, not a single department is inconceivable. The Russian Ministry of Defense prioritizes the issues of personnel support for the Armed Forces. The key role in this area belongs to the Main Personnel Department - a team of true professionals with relevant service experience and a large arsenal of knowledge on the entire range of issues in their area of responsibility.
The history of the Main Directorate of Personnel is like a cast from the biography of the country, a reflection of all significant stages in the development and formation of the Armed Forces of our Fatherland. Topical issues related to the training and staffing of army and navy personnel have always been in the field of view of specialists in military personnel work. The Main Directorate of Personnel of the Ministry of Defense of Russia is still at the forefront of the main activities aimed at the qualitative transformation of the Armed Forces of the country. By successfully implementing the tasks set by the country's leadership and the Ministry of Defense of the Russian Federation in the field of strengthening the personnel potential of the Russian army and navy, the staff of the Main Personnel Directorate makes a significant contribution to improving the state's defense capability.
The head of the Main Directorate of Personnel of the Ministry of Defense of the Russian Federation, Colonel-General Viktor Petrovich, talks about the origin, stages of formation and the current state of military personnel workGOREMYKIN.
BUSINESS CARD. Colonel-General Viktor Petrovich Goremykin, Head of the Main Directorate of Personnel of the Ministry of Defense of the Russian Federation, was born on February 4, 1959 in the village of Kormovoe, Serebryano-Prudsky District, Moscow Region. Graduated from the Chelyabinsk Higher Tank Command School (1980), the Academy of the Federal Counterintelligence Service of the Russian Federation (1994), the Russian Academy of Public Administration under the President of the Russian Federation (2001).
He has been serving in the military since 2000 in the Main Directorate of Personnel of the Ministry of Defense of the Russian Federation. Since April 2009 - Head of the Main Directorate of Personnel of the Russian Ministry of Defense. He was awarded the Order of Courage, "For Merit to the Fatherland" IV degree. Honored Military Specialist of the Russian Federation.
The main personnel body of the Armed Forces of the state
at various times led by:
Lieutenant General (Old Army) Alexei Petrovich Arkhangelsky (first half of 1918).
N.N. Sievers (first half of 1918)
Lieutenant General (St. Army) Semyon Andreevich Sukhomlin (May 1918 - August 1919)
Colonel (St. Army) Nikolai Alexandrovich Muchnik (October 1919 - August 1920)
Captain (army station) Sergei Georgievich Shakh-Takhtinsky (August 1920 - February 1921, September 1922 - January 1924)
Alexander Vladimirovich Strelbitsky (February–August 1921)
Valerian Romanovich Borodulin (August 1921 - February 1922)
Lieutenant (army senior officer) Nikolai Evgenievich Paufler (February–September 1922)
Second lieutenant (army senior), commander (1935) Nikolai Aleksandrovich Efimov (January 1924 - December 1926)
Komkor (1936) Nikolai Vladimirovich Kuibyshev (December 1926 - January 1928)
Komkor (1935) Ilya Ivanovich Garkavy (January 1928 - April 1930)
Komkor (1935) Mikhail Vasilyevich Kalmykov (April–November 1930)
Ensign (army senior), commander (1935) Sergei Mikhailovich Savitsky (November 1930 - December 1934)
Komkor (1935) Boris Mironovich Feldman (December 1934 - April 1937)
Army Commissar 2nd rank Anton Stepanovich Bulin (April–August 1937)
Army Commissar 1st Rank Colonel General (1942) Efim Afanasyevich Shchadenko (November 1937 - December 1940)
Major General (1946 - Lieutenant General) Alexander Dmitrievich Rumyantsev (December 1940 - April 1943)
Colonel General (1961 - Marshal of the Soviet Union) Filipp Ivanovich Golikov (April 1943 - September 1950)
Lieutenant General (1955 - Colonel General) Ivan Terentyevich Korovnikov (October 1950 - January 1951)
Colonel General Alexei Sergeevich Zheltov (January 1951 - April 1953), Hero of the Soviet Union.
Colonel General Fyodor Fedotovich Kuznetsov (April 1953 - May 1957)
Colonel General (1968 - General of the Army) Afanasy Pavlovich Beloborodov (May 1957 - March 1963), twice Hero of the Soviet Union.
Colonel General (1968 - General of the Army) Iosif Iraklievich Gusakovsky (March 1963 - October 1970), twice Hero of the Soviet Union.
Colonel General (1975 - General of the Army) Alexander Terentyevich Altunin (October 1970 - July 1972), Hero of the Soviet Union.
Colonel General (1975 - General of the Army) Ivan Nikolaevich Shkadov (July 1972 - January 1987), Hero of the Soviet Union.
Army General (1990 - Marshal of the Soviet Union) Dmitry Timofeevich Yazov (January-May 1987)
Army General Dmitry Semyonovich Sukhorukov (July 1987 - July 1990)
Colonel General (1991 - General of the Army) Viktor Fedorovich Ermakov (July 1990 - September 1991)
Lieutenant General (1991 - Colonel General) Yuri Nikolayevich Rodionov (September 1991 - August 1992)
Lieutenant General (1993 - Colonel General) Evgeny Vasilyevich Vysotsky (September 1992 - October 1996), Hero of the Soviet Union.
Lieutenant General (1996 - Colonel General) Grigory Pavlovich Kasperovich (October 1996 - July 1997)
Lieutenant General (December 1997 - Colonel General) Ilya Grigoryevich Panin (July 1997 - April 2001)
Colonel General Ivan Ivanovich Efremov (April 2001 - July 2001)
Colonel General (since 2004 - Army General) Nikolai Alexandrovich Pankov (July 2001 - October 2004)
Colonel General Mikhail Georgievich Vozhakin (October 2004 - April 2009)
Colonel-General Viktor Petrovich Goremykin (from April 2009 to present).
DESIGN future military personnel bodies of the Russian army, designed to conduct daily work, aimed largely at increasing the interest of military professionals in the conscientious performance of their duties, took shape by the 30s of the 17th century. At the same time, we emphasize that structures of this kind arose back in the Muscovite state, when the army itself was born, originating from individual detachments and princely squads. It was necessary to keep a record of soldiers, distribute them among regiments, dismiss them from service, encourage them, and punish them for misconduct, search for runaway soldiers, and solve other problems. To perform these duties, first clerks were required, and later officials who were literate and skilled in the rational use of human material, primarily command personnel. The volume of work increased significantly when preparations for a military campaign began.
During the reign of Ivan the Terrible and until the reforms of Peter I, this work was carried out by the Discharge Order (Discharge), which was in charge of "service people", that is, persons who were in the state, including military, service. The first mention of the Discharge Order dates back to 1531. The orders of the Russian government on annual appointments for military, civil and court service were entered in the category books. In fact, these books were among the first documents of the Russian state related to personnel policy.
One of the shortcomings of the system that existed at that time was that appointments to military posts were made by clerks - people who were poorly familiar with military affairs and, moreover, were not able to assess the behavior of those appointed in battle. And yet, the military leadership, despite the obvious shortcomings, among which perhaps the most significant was the lack of proper control and clear rules for the responsibility of officials, managed to create military administrative institutions, including personnel ones, and laid the foundation for their subsequent improvement. It was on this basis that Peter I carried out reforms in the first quarter of the 18th century, which drastically changed the organization, structure, functions and powers of military command and control. Along with the creation of a regular army and navy, the leadership of the entire military organization was centralized, which contributed to the streamlining and development of work with military personnel. The orders received other names, began to obey the persons who most enjoyed the confidence of the sovereign. Their organizational structure has also changed.
In February 1711, Peter I signed a decree on the establishment of the Governing Senate, and from that moment on, the orders transferred their powers to the Senate Military Chancellery under the Governing Senate. In the course of military reforms, Peter I paid special attention to the formation of an officer corps, which constituted a special class of “initial people” in the troops and was the main object for the work of personnel services. The officer corps was recruited mainly from noble children, who, before receiving the officer rank, were obliged to comprehend the basics of military service in the guard regiments (Preobrazhensky and Semenovsky) as privates and non-commissioned officers. And only after several years of service as lower ranks did they get the opportunity to be promoted to chief officer.
In order to provide the Russian army with a sufficient number of well-trained officers, Peter I from the first days of building a regular army paid special attention to the creation of military schools. In a short time, artillery, engineering, nautical and other schools were created, in which officers began to be trained. Of course, this was only the beginning of the formation of military educational institutions. For the entire second half of the 18th century, military schools trained only about 3 thousand officers for the troops.
Peter I reformed the central military administration: in 1717 he created a system of colleges that differed from orders in collective discussion and resolution of issues, uniformity of the organizational structure and office work, and more clearly defined competence. So, in 1718, instead of the Military Chancellery, the Military Collegium was established as the body of the central command and control of the troops. She was responsible for the organization and education of the troops, was in charge of recruiting, serving and inspecting the troops, issued patents for military ranks, dealt with the distribution and dismissal of officers, as well as solving other issues of personnel service.
At the same time, a unified system of military ranks of the Western European type and solid foundations for serving, enshrined in the Table of Ranks, were introduced. Now the basis of service and chinoproizvodstvo was not nobleness, but personal abilities, education, experience and courage. In addition, the opportunity was provided for the production of officers from the lower classes. All those who received the lowest officer rank in the service became hereditary nobles.
With the creation of the Military Ministry in 1802, the Military Collegium initially became part of it as the main body, and in 1812 personnel work was transferred to the Inspection Department, which “managed ... the personnel of the army, its recruitment ... and charity (social provision) of military ranks and their families. With the reorganization of the Military Ministry, carried out in 1832 according to the plan of Emperor Nicholas I, the Inspectorate Department became directly subordinate to the Minister of War, who, along with other issues, was now responsible for working with personnel, and a report to the emperor was provided for the affairs of the department. This meant that the emperor considered working with military personnel as one of the most significant areas of military management.
The development of military art during the Napoleonic Wars and the creation of mass armies required an increase in the size of the Russian army, which in turn led to the expansion of the network of cadet corps, which became the basis of the system of military educational institutions in Russia. At the same time, the growth of industrial production, the development of transport and communications required new approaches to solving the problems of organizing military command, mobilizing and supplying troops. Russia's defeat in the Crimean War served as a catalyst for the military reforms of 1862–1874. In this regard, there have been radical changes in the system of military administration, training and education of personnel.
In the course of these reforms, the organizational structure of personnel bodies was also improved. In 1865, the Inspection Department was merged with the Main Directorate of the General Staff. The new structure was in charge of the recruitment of troops, the production and dismissal of officers, supervision of the state of the troops in combat, accounting for personnel, which determined the military strength of the state.
The defeat of Russia in the Russo-Japanese War of 1904-1905 revealed a number of serious problems in the military organization of the state, including in the training of the officer corps. The First World War also made its own adjustments to the system of training command personnel. The army needed not only highly professional training of the officer corps, but also a very significant increase in its strength. In general, during the First World War, the system of personnel bodies of the military department coped with the tasks assigned to it.
FEBRUARY, and then the October Revolution of 1917, in fact, led to the destruction of the old military machine. This, in turn, caused certain difficulties in the construction of the Red Army. Personnel issues were resolved for some time in a peculiar way: commanders were not appointed by the military leadership, but were elected by the Red Army. But already in April 1918, the All-Russian Central Executive Committee adopted a decree "On the procedure for filling positions in the Workers 'and Peasants' Red Army", which abolished the election of command personnel.
On May 24, 1918, as a result of the reorganization of the structures of the former General Staff of the old army, the Directorate for the command staff of the All-Russian General Staff was formed with a staff of 526 people, the successor of which is the Main Directorate of Personnel of the Ministry of Defense of the Russian Federation in its current form.
In the late 1920s and 1930s, in the course of military transformations, much changed in the military command and control bodies. The main personnel body of the army bore the following names: the Command Directorate of the Red Army, the Directorate for the Commanding Staff of the Red Army under the NPO of the USSR, since 1940 - the Directorate of Personnel of the Red Army, and from the first months of the Great Patriotic War - the Main Directorate of Personnel of the NPO. His tasks changed, but the fundamental principles of selection and placement of personnel remained unchanged.
The army and navy were equipped with more advanced military equipment and weapons. Accordingly, changes were made in personnel work. It became more concrete, purposeful and fruitful. This is confirmed by the training of qualified officers of all types and branches of the armed forces, the adoption of effective measures to increase the authority of commanding cadres. As a result of a lot of work, the necessary prerequisites were created, primarily material ones, which allowed the Soviet Union and its army to endure the trials of the Great Patriotic War and win.
Later, during the years of the construction of the Armed Forces, personnel work was aimed at improving the organizational structure of the army and navy, as well as training and education of military personnel. Since the development of weapons and military equipment in the post-war years proceeded at a rapid pace, the requirements for officer cadres grew and the leadership of the Armed Forces paid great attention to further raising the level of training, selection and education of the leadership of the army and navy, improving their style of work, strengthening unity of command.
In modern conditions, the task of skillful and rational use of human resources in the Armed Forces of the Russian Federation remains very relevant. This requires high professional and moral qualities from the entire staff of the Main Personnel Department. The presence of rich service experience, strong business skills allow the officers and civilian personnel of the Main Directorate of Management to quickly and efficiently carry out the tasks assigned to them.
Among them at the present stage are:
- formation and implementation of personnel policy in the Armed Forces;
- organization of the passage of military service by military personnel under the contract;
- planning, organization and control of recruitment of the Armed Forces by military personnel under the contract;
- organizing the entry of citizens into the civil service, its passage and termination;
- organization of staffing for the replacement of employees' positions;
- organization of work with citizens with the military rank of an officer who are in the reserve of the Armed Forces;
- long-term and current planning of training and accumulation of reserve officers;
- general management of the military training of citizens in military training centers, military training faculties and military departments at federal state educational institutions of higher professional education;
- organization of work on awarding military and civilian personnel and presenting them with state awards of the Russian Federation and departmental insignia of the Ministry of Defense of the Russian Federation;
- organization of personnel support for events of international military and military-technical cooperation of the Russian Federation with foreign states and international organizations;
- organizing the departure of military and civilian personnel from the Russian Federation;
- organizing the provision of services to foreign states for the training of national military personnel and technical personnel;
- prevention of corruption and other offenses;
- organization and maintenance of personal and statistical records of officers undergoing military service under the contract and reserve officers, records of military personnel by personal numbers, personal and statistical records of civilian personnel.
Within the framework of these tasks, the Main Directorate of Personnel of the Russian Ministry of Defense also has many other functions. It is difficult to list everything, so we will limit ourselves to the most important ones, relating, in particular, to the formation and implementation of personnel policy in the Armed Forces:
- participation in the development and implementation of the Concept and Plan for the construction of the Armed Forces of the Russian Federation;
- preparation of draft normative legal acts on issues of public service, regulation of labor relations with employees of military units and organizations, as well as on the organization of work with citizens with the military rank of an officer who are in the reserve of the Armed Forces;
- consideration of appeals from citizens and organizations related to work with contracted military personnel and civilian personnel received by the Main Directorate of Personnel;
- Formation of the state order for fixed areas of activity.
It should be noted that the work of the Main Personnel Directorate is based on rich experience and is built taking into account the changes taking place in the Armed Forces and in the country as a whole. Today, personnel work includes two main components, let's call them scientific-theoretical and practical. The scientific and theoretical component is the development of concepts, provisions, the formation of a legislative and regulatory framework to ensure military service for officers and other categories of military personnel. In turn, the practical component includes all the current tasks of personnel work.
We will dwell on some aspects of the staffing of all categories of military personnel serving under a contract, as a practical component of personnel work, in more detail.
From the beginning of the formation of a new image of the Armed Forces (from October 2008) to the present, the directives of the General Staff have almost halved the number of officer posts. At present, the staffing of troops with officers is maintained at a level that ensures the fulfillment of tasks as intended - from 95 to 100 percent.
Since 2009, an annual certification of all officers has been introduced, and since 2011, certification of all private and non-commissioned servicemen who are doing military service under a contract has been introduced. Based on the results of the certification, plans for the implementation of decisions were drawn up, which are currently being implemented.
In 2008-2009, a system of territorial transfer of officers to a new duty station was developed and implemented - the rotation of officer cadres. Over the past three years, more than 105.1 thousand people have been transferred to new duty stations.
Since the beginning of 2012, the personnel authorities have been entrusted with the staffing of military personnel undergoing military service under a contract in the positions of soldiers, sailors, sergeants and foremen. For the practical implementation of the new task, a management vertical has been built: the Main Directorate of Personnel of the Russian Ministry of Defense - departments for working with military personnel under the contract of personnel departments of military districts - points of selection for military service under the contract. Such points have been created and are functioning in the constituent entities of the Russian Federation.
NEED emphasize that in personnel work an important place is occupied by the issues of stimulating personnel, including awards. The work in this direction is organized in such a way that the servicemen are duly appreciated for their services to the Motherland, so that state awards are a matter of pride and actively "work" to further increase the prestige of military service, contribute to the strengthening of the country's officer corps.
At the end of April 2013, Russian Defense Minister General of the Army Sergei Shoigu visited the Ashuluk military training ground (Astrakhan region), where the Air Force and Air Defense exercises were held to practice joint actions to combat a likely aggressor. The Minister of Defense gave a high appraisal to the activities of the officers of the units participating in the exercise, and personally presented awards to the most distinguished of them.
It should be noted that in recent years, for the first time in the modern history of Russia, 5 formations and military units have been awarded state awards for the successful completion of combat missions. The Order of Kutuzov appeared on the Battle Banners of the 45th Separate Guards Special Purpose Regiment of the Airborne Troops and the 393rd Army Aviation Base. The Order of Zhukov was awarded to the 10th Separate Special Purpose Brigade and the 201st Gatchina Twice Red Banner Military Base. Heavy nuclear missile cruiser "Peter the Great" was awarded the Order of Nakhimov.
All awards to formations and military units were presented personally by the President of the Russian Federation. The Ryazan Higher Airborne Command School named after Hero of the Soviet Union General of the Army V.F. Margelov and the 154th separate commandant's regiment.
The above examples are only a part of those moments when the country's top military leadership was able to see firsthand the quality of the work on the selection and placement of command personnel, realistically assess their combat skills, business and moral and psychological qualities.
It should also be noted that recently honorary titles have been returned to military formations. The first to receive this high honor were the Preobrazhensky and Semyonovsky regiments. Revived (with the transfer of all honorary titles and awards) the 2nd Guards Motorized Rifle Taman Order of the October Revolution, the Red Banner, Order of the Suvorov Division and the 4th Guards Tank Kantemirovskaya Order of Lenin, the Red Banner Division named after Yu.V. Andropov.
Much is also being done in terms of searching for participants in the Great Patriotic War and other hostilities who, for some reason, were not awarded the awards they deserved. To date, more than 4.3 thousand veterans or their relatives have been identified, who have been awarded (transferred for storage as a memory) more than 4.6 thousand orders and medals of the USSR. At present, the search for this category of citizens continues on the basis of appeals, and the search for front-line soldiers, in addition, is carried out using the publicly available electronic bank of award documents “The feat of the people in the Great Patriotic War of 1941-1945”. It cannot be emphasized that during the creation of this resource during 2010-2011, an examination of more than 17.5 thousand award sheets from the Great Patriotic War was carried out.
In 2011, the process of awarding state awards to participants in the liquidation of the consequences of the accident at the Chernobyl nuclear power plant was basically completed. In total, 58,000 people were awarded in this area on the proposal of the Russian Ministry of Defense.
RETURNING To the story about the activities of the Main Personnel Department at the present stage, it must be emphasized that many changes have taken place in this activity due to the emergence of new tasks and functions. Approaches to solving personnel issues have been revised, new personnel technologies, methods and ways of solving problems are being developed and actively introduced. In this regard, the requirements have also increased directly to the officers of the Main Personnel Directorate of the Russian Ministry of Defense, on whose shoulders the main daily activities of departments and departments lie. Almost all of them went through a good army or navy school and have extensive experience in military service. Before being appointed to the Main Directorate of Personnel, many commanded regiments, ships, held senior positions in headquarters, served in the personnel departments of branches of the Armed Forces, military districts, and fleets. Behind the vast majority of officers are military academies, higher military schools. Many have state awards, academic degrees and titles. An example of the quality performance of their duties is shown by colonels I.A. Belyavsky, A.S. Kuzmin, A.A. Vorobyov, V.V. Svirida, L.I. Prakopovich, S.V. Chunov, K.I. Ladyka, D.Yu. Beskrovnov, S.N. Kharlamov, A.A. Shepelenko, V.G. Nikiforov, A.A. Kirdey, M.A. Dmitriev, A.V. Roog, O.P. Terentiev, I.S. Naumenko, A.A. Suvernev, A.V. Yarenko, S.V. Chernyshov, V.P. Terentiev, I.I. Mingalev, V.I. Snezhko, V.B. Yorkin, captains 1st rank A.P. Bogdanov, A.V. Kulabukhov, lieutenant colonel A.Yu. Isakov.
The accumulated experience and business qualities allow the officers of the Main Personnel Directorate to quickly and efficiently carry out the tasks assigned to them, to transfer the accumulated experience to the officers of subordinate personnel bodies.
We should also mention our civilian personnel. Among those who make a worthy contribution to the solution of the tasks facing the Main Directorate of Personnel are I.V. Manuilova, I.O. Rosenblum, V.V. Serebryakov, V.V. Romanov, A.Yu. Morozov, O.N. Kostyuk, A.A. Lvova, L.L. Valeeva, V.E. Sivash, L.N. Karaseva, S.V. Egorova.
Kind words deserve the activities of the veteran organization of the Main Directorate of Personnel of the Russian Ministry of Defense. We always listen to the opinion of our respected veterans. In March 2013, a regular meeting of the council of veterans of the GUK of the Ministry of Defense of the Russian Federation was held. Despite his age, Army General V.F. actively participates in the process of improving personnel work in the Armed Forces. Ermakov, Colonel General I.G. Panin, A.K. Mironov, Yu.N. Rodionov, Lieutenant General V.P. Bryukhov, A.G. Sheenkov, A.T. Avilov, N.M. Vasiliev.
The transition of the Russian Armed Forces to a three-level control system caused corresponding changes in the general scheme for organizing personnel work in the troops (forces). Today, personnel bodies are represented at three levels of the general command and control system of the Armed Forces:
- in formations (brigades, divisions and their equals);
- in the joint strategic commands (military districts);
- Main Directorate of Personnel of the Ministry of Defense of the Russian Federation.
Taking into account the scale of the tasks to be solved and the volume of work, on the basis of the Main Personnel Directorate, in 2012, the Unified Personnel Body of the Russian Ministry of Defense was created, whose area of responsibility included the staffing of all categories of military personnel undergoing military service under the contract, and civilian personnel of the Armed Forces. In this regard, the organizational structure of the Main Personnel Directorate of the Ministry of Defense of Russia, which has changed several times over the past years, currently includes nine directorates:
- the first department (officers of the USC);
- second management (organizational-planning and acquisition);
- the third department (awards and foreign work);
- the fourth department (servicemen undergoing military service under the contract);
- the fifth department (officers of the types, branches of the armed forces);
- the sixth directorate (of military command and control bodies subordinate to the Minister of Defense of the Russian Federation and his deputies, and universities);
- management of the state civil service;
- management (regulation of labor relations);
- Management (military education).
It is also impossible to consider the activities of the GUK in isolation from the Directorate for Registration of Military Personnel (Main Directorate of Personnel of the Ministry of Defense of the Russian Federation), which is not directly part of it.
The main efforts in the personnel work of the 1st Directorate, headed by Major General Sergei Anatolyevich Batyushkin, are aimed at ensuring the required level of staffing of associations, formations and military units of military districts with professional personnel undergoing military service under a contract in military positions to be recruited by all categories of military personnel . The staffing of the troops and forces of the military districts with officers, as well as other categories of military personnel serving under the contract, has been maintained and is maintained at a level that ensures the fulfillment of tasks for their intended purpose.
Besides, 1st office in accordance with Decree of the President of the Russian Federation No. 1653 of 2012, work is underway to form a federal personnel reserve for 2013–2015 and develop a training system for officials included in it. The selection of candidates for the federal personnel reserve is based on the principle of selecting officers who meet certain qualification requirements and possess the necessary professional and personal qualities for appointment to senior military positions to be filled by senior officers, taking into account the current and future needs for filling these positions.
Considerable attention is paid to the formation of a departmental personnel reserve. Its base is candidates for the main command and staff positions from the battalion commander and above.
As part of the implementation of the program for combating corruption and preventing corruption and other offenses, the 1st Directorate collects and publishes on the official website of the Russian Ministry of Defense information on income, property and property obligations of military personnel and federal civil servants of the military department, whose positions are subject to corruption risks. In addition, a lot of work has been done to collect, process and enter into information systems personal data and financially significant information on allowances and other cash payments for all military personnel of the military districts.
At the core of activity 2nd management, which is led by Major General Yuri Petrovich Bobrov, is the improvement of the legislative and regulatory framework for military service. In recent years, activities in this area have been particularly active: drafts have been prepared for a number of federal constitutional and federal laws, decrees of the President of the Russian Federation, introducing changes and regulating the legal foundations of military service under the contract. It is the Main Directorate of Personnel of the Ministry of Defense of Russia that takes part as a co-executor in improving the regulatory legal framework on issues of state guarantees and compensations, social protection of military personnel undergoing military service under a contract.
The most important component of the work of the 2nd Directorate is the issue of staffing the Armed Forces with officer cadres. The development of plans for recruiting officers for the Armed Forces as a whole, as well as for types and branches of troops, military districts (fleets), up to and including formations and formations, has been resumed. The plans provide for the use of all available sources of staffing. When planning, the experience gained in previous years of using university graduates for official purposes is fully applied. Last year, a set of measures carried out in advance and intensively made it possible to appoint 76 percent of lieutenants by graduation orders to officer positions. Serious attention is paid to long-term planning to meet the needs of the troops. When planning the staffing of the universities of the Russian Ministry of Defense with a variable composition for 2013, not only the normative parameters for recruitment for the regular number of officer positions in the Armed Forces were taken into account, but also the factors that determine the additional need. 
Awards are an integral part of personnel work in the army and navy. Responsible for this section in the Main Directorate of Personnel of the Russian Ministry of Defense 3rd management, which is headed by Colonel Anatoly Vitalievich Rug. Since 2008, over 12,000 servicemen and civilian personnel. A significant part of them received awards for courage and heroism shown during the operation to force Georgia to peace, during the conduct of hostilities to eliminate illegal armed groups in the North Caucasus region, for participation in ship campaigns, exercises of troops and fleet forces. 49 people were awarded the title of Hero of the Russian Federation, including 17 posthumously. 404.7 thousand people were marked with departmental insignia of the Ministry of Defense of the Russian Federation.
The specialists of the said department are also responsible for the selection and registration of candidates for work abroad as advisers, teachers, employees of apparatuses, foreign missions and other structures that carry out direct military and military-technical cooperation in the host countries. Also, military personnel are selected and trained to participate in international missions and UN peacekeeping operations in accordance with the international obligations assumed by the Russian side. An important place in the activities of the department is occupied by the training of national military personnel and technical personnel of foreign states. A separate area of work is the provision of services for the training of foreign specialists from the crews and combat crews of ships, submarines, aircraft, helicopters, anti-aircraft missile systems, rocket-artillery and armored vehicles supplied to foreign countries.
4th department The Main Directorate of Personnel of the Russian Ministry of Defense, headed by Major General Evgeny Vladimirovich Kuchinsky, has put into practice a clear and transparent system of selection (specifically selection, not recruitment) of candidates for military service under a contract who meet the requirements for health, physical fitness, motivation for military service, professional suitability and other parameters. Priority in the selection is given to citizens who are in the reserve, who served in the Armed Forces, who have the necessary level of education and the required military specialty. In addition, all contractors are necessarily sent for training, which was previously extremely rare. With those who do not meet the requirements, do not justify the trust due to their own negligence, do not use the opportunities provided for improvement during training and further service, they part without regret: the entire control system is aimed at this. At the top of the functional pyramid in this area of \u200b\u200bactivity is precisely the 4th Directorate of the Main Directorate of Personnel of the Russian Ministry of Defense.
In the spotlight 5th department, which is led by Colonel Alexander Vasilyevich Yarenko, - organizing work on the appointment of officers of types, branches of the armed forces to military positions, dismissal from military posts, timely dismissal, conclusion of contracts, assignment of military ranks. The department is also responsible for studying candidates for appointment to leading military positions, preparing proposals and materials for them for consideration at meetings of the Central Attestation Commission of the Ministry of Defense of the Russian Federation. The department takes part in forecasting and planning the need for officers, as well as in planning, controlling the distribution and job assignment of graduates of the universities of the Russian Ministry of Defense. It is responsible for the preparation of prompt and reliable information on the staffing of military positions occupied by officers, prepares calculations and proposals for ensuring the ongoing organizational and staffing measures in terms of the use of released officers. The Directorate also organizes and controls the planned replacement of officers serving under contract in the regions of the Far North and equivalent areas, areas with adverse climatic or environmental conditions, as well as in military units located outside the Russian Federation. The area of attention of the department is the organization and management of the work on the certification of officers, the collection, analysis, generalization and presentation to the management of operational data on the personnel situation, as well as the main indicators of the activities of personnel bodies.
On the 6th department, headed by Major General Mikhail Mikhailovich Sinyukov, is entrusted with tasks in the field of personnel policy formation in the Armed Forces and its implementation in the central bodies of military administration and in the universities of the Russian Ministry of Defense. The Department is carrying out preliminary work on the recruitment and placement of graduates of universities and the Military Academy of the General Staff of the Armed Forces of the Russian Federation. In addition, this department organizes the work of the central commission of the Russian Ministry of Defense to consider applications for registration and issuance of certificates of a combat veteran, and also performs a wide range of tasks as part of ensuring the functioning of the Unified Settlement Center of the Russian Ministry of Defense.
The rapid development of computer technology and information technology required new approaches to accounting automation. Today, he is responsible for solving the entire range of tasks in this area. military registration department, which is led by Colonel Sergei Aleksandrovich Botsvin. It should be noted that the personnel of the department, together with industrial enterprises and research institutions of the Russian Ministry of Defense, are actively involved in development work to improve automated systems for staff and personal records of officers and ensigns of the Armed Forces. The development and implementation of these systems made it possible to raise the automation of military personnel accounting to a new level, improve the quality and efficiency of the work of personnel bodies at all levels.
Priority public civil service department, headed by Irina Valentinovna Manuilova, is the formation of the personnel of the federal state civil service of the Ministry of Defense of Russia, replenishing it with highly qualified specialists. This is facilitated by the introduction of new approaches to the organization and passage of the civil service. The personnel of the civil service of the department is formed in accordance with the legislation of the Russian Federation on the basis of organizing and holding competitions for filling vacant positions in the civil service, appointments to civil service positions from the personnel reserve, as well as appointments without competitive procedures.
One of the main activities of the department is the creation of conditions for the formation of a personnel reserve of the Russian Ministry of Defense, primarily from among the civil servants of the department in the order of their career growth - one of the factors that determine the motivation for the professional performance of civil servants. The presence of such a reserve makes it possible to make fuller use of the potential of civil servants and quickly fill vacant positions, including in the newly created central military command and control bodies. 
In the area of attention of management is the assignment of a class rank of the state civil service of the Russian Federation, increasing the professionalism and competence of the personnel through the use of a system of additional professional education. In general, the effective activity of the State Civil Service Department for the high-quality selection and rational placement of personnel, taking into account their competence, professionalism, moral guidelines, is one of the conditions for the successful fulfillment of the tasks assigned to the department.
Ensuring the implementation in the Armed Forces of the state policy in the field of labor relations, control over compliance with labor laws, as well as a unified personnel policy in relation to employees of military units and organizations and the introduction of unified personnel standards in the Armed Forces is carried out by labor relations board, which is led by Igor Olegovich Rozemblyum. The main task of management is the selection of civilian personnel, the assessment of their professional and personal qualities, the organization of labor relations with employees. In addition, the department is working on the legal regulation of labor relations of employees of military units and organizations, the implementation of the requirements of Russian legislation on combating corruption, coordination and control of the activities of personnel bodies of the Armed Forces on the regulation of labor relations.
It's no secret to anyone that the prospects for the development of the Armed Forces largely depend on how well they are staffed with officers, professional servicemen, who are the backbone of the army, its backbone. Today, the troops and forces of the fleet are staffed with officers from various sources, the main of which are still military schools.
A new impetus in the work to improve the system of military education was the return to the Main Directorate of Personnel of the Russian Ministry of Defense from May 1, 2013 military education department. At present, Colonel Igor Alekseevich Muravlyannikov temporarily performs the duties of the head of the department - deputy head of the Main Directorate of Personnel of the Ministry of Defense of Russia. The Directorate faces an important and responsible task - to organize education and training for the Armed Forces of officer cadres capable of ensuring the defense capability of our country.
Summing up the story about the past and present day of the main personnel body of the Ministry of Defense of the Russian Federation, it is important to note that work with personnel is, first of all, work with specific people who have individual characteristics that must be taken into account. In this regard, when performing their official duties, officers and civilian personnel of the Main Personnel Directorate of the Russian Ministry of Defense strive to exclude formalism, based on the requirements of the regulatory framework, service and life experience, knowledge of psychology and pedagogy when making personnel decisions. The rich experience of GUK officers allows them to comprehensively study the professional and business opportunities and personal characteristics of candidates for certain military positions. Observation, tact, the ability to win over people are indispensable conditions for their successful work.
An alternative approach has become widespread in modern personnel practice, when several candidates are considered for a vacant position. This takes into account the views of a wide range of leaders. Skillful generalization of feedback about the candidate, preparation of reasonable proposals for management to make the best decision on the appointment helps to get rid of protectionism, eliminate appointments and displacements on a “like it or not like it” principle.
Of course, the current reforms are due to the dictates of the times. The geopolitical situation is changing dynamically, the forms and methods of armed struggle are being improved, and, accordingly, the optimization and modernization of the Armed Forces is required, including the systems of training, accounting and distribution of personnel.
The volume and scale of work of the Main Personnel Department is significant. Each of the departments solves many complex problems. However, the unity of goals and actions, solidarity and mutual assistance allow the staff of the Main Personnel Directorate of the Russian Ministry of Defense to solve them successfully and efficiently. It should also be noted that military personnel policy today is an integral part of the state personnel policy, a tool for its practical implementation in the army and navy. And the Main Directorate of Personnel of the Ministry of Defense of the Russian Federation, tirelessly improving all aspects, all areas of its daily activities, acts as a reliable and effective instrument of the military personnel policy of the state.