THE ROLE OF STATE POLICY IN THE FORMATION OF THE HUMAN RESOURCE POTENTIAL OF GOVERNMENT AUTHORITIES

DOI: 10.31673/2786-7412.2025.040701

Abstract

The article analyzes the role of state policy in the formation of the
human resource potential of government authorities through the examination of
mechanisms for implementing state personnel policy, which is one of the main directions
of state policy. It is determined that the formation of the human resource potential of
government bodies is one of the key objectives of personnel policy within a public
authority. An important role in this process is played by the regulatory and legal
framework of personnel policy – that is, the laws and subordinate normative legal acts
that regulate the processes of public service within a government institution.
Another mechanism of personnel policy that defines its role in shaping the human
resource potential is the institutional mechanism – the establishment of relevant public
bodies, services, or units directly within the authority, whose functions include the
development of personnel policy and human resource management.
Given that ensuring the proper functioning of a government body and the effective
fulfillment of its functions and tasks is possible only with qualified and motivated
personnel, significant roles in shaping the human resource potential are played by such
mechanisms of personnel policy implementation as continuous professional education,
employee motivation and incentives, social guarantees, and fair performance evaluation.
The mechanism of digitalization of management processes within state personnel
policy allows for the automation of certain administrative and personnel selection
processes through modern information and communication technologies.
Thus, the role of state policy in forming the human – resource potential of
government authorities lies in using personnel policy implementation mechanisms to
provide public institutions with highly qualified and motivated staff for efficient and
effective functioning.

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