Today, most Ukrainian businesses in their personnel policy are guided by the formation of middle management, mostly with the internal resources of the company through the development and promotion of experienced professionals.

Today, most Ukrainian businesses in their personnel policy are guided by the formation of middle management, mostly with the internal resources of the company through the development and promotion of experienced professionals. This approach has several obvious advantages: firstly, it allows the business not to depend on the situation of a shortage of competent employees in the market. Secondly, to get a trustworthy, motivated and loyal manager to the company. Thirdly, to hire employees with a good understanding of the features of business processes, who know the formal and informal rules and the specifics of the activities of a particular company.

However, understanding all the obvious advantages of this approach, we observe one significant limitation. We are talking about the fact that yesterday's specialist is often psychologically unprepared to fulfill the duties of a manager.

What is the reason for this unavailability? From our point of view, there are several reasons. Firstly, most often the erroneous ideas of a specialist about the role of a leader. Many successful professionals are convinced that the role of a manager is reduced to issuing orders and participating in work meetings with senior management. At the same time, they completely ignore the coordinating, motivational and controlling aspects of the leadership position. Secondly, the presence of certain stereotypes that distort, simplify or complicate reality. Here are a few examples: “if you are good at a business, you can easily manage people who are engaged in this business”, “a leader is as easy as shelling pears, just set a goal and ask how its implementation is progressing” or “every person with a higher education can be a good leader." Such stereotypes sometimes prevent an employee from paying due attention and strength to the formation of the necessary knowledge and skills, as well as psychological characteristics that could ensure his long-term effectiveness as a leader.

As a result, novice leaders may be ineffective in their activities. At best, they continue to work and think like specialists. At worst, by their actions, create situations in which there will be a place for unjustified expenses, a decrease in certain performance indicators, demotivated subordinates, etc. On a personal level, a novice leader will not live the best feelings of his own incompetence. In fact: his attempts to make independent decisions fail, he is afraid of losing authority, causing dissatisfaction with the management with indecision or wrong decisions, he doubts the appropriateness of seeking help, including from his immediate supervisor, etc. Let's face it: not the most pleasant sensations.

The difference between a specialist and a manager
Our practice shows that in order to avoid the problems associated with psychological adaptation to a new role, it is often enough for novice managers to understand that "specialist" and "manager" are two different roles, two different styles of behavior. In addition, the manager, in addition to his own functional tasks, has managerial functional responsibilities. All this renders very clear distinctions in various fields of activity:

• The nature of the work performed
• Responsibility
• Authorities
• time management
• decision making
• control
• Performance appraisal
• Employee training

Let us consider the differences in the perception and attitude towards the main aspects of the activities and functions of the leader of the "specialist" and "manager" in more detail.

The nature of the work performed
The specialist performs highly specialized tasks, a kind of parts and fragments.
The manager, in addition to performing managerial functions and individual tasks, is responsible for coordinating all the fragments into a single whole.

Experience tells us that most novice managers continue to focus on performing familiar functional tasks. At the same time, managerial responsibilities related to goal setting, planning, control, adaptation, training, motivation, etc. they are often ignored. In different businesses, the necessary balance of functional and managerial tasks will be different. From our point of view, it is right for a novice manager to prioritize as follows: devote 60% of the time to performing tasks as a highly professional specialist and spend 40% on exclusively managerial activities.

Responsibility
The specialist is solely responsible for his own actions.
The manager, in addition to being responsible for his actions, takes responsibility for the actions of his subordinates.

Almost everyone who had to manage the work of a novice manager was faced with his unwillingness to take responsibility for the actions of his subordinates, which is manifested in typical statements, for example: “I delegated this to a junior specialist, but for some reason he didn’t do it ...” or “ it’s so difficult for me: my subordinates are somehow disorganized.” It is important for a manager to understand that he is responsible for the performance of his subordinates, as well as for the manifestation of their professional and personal qualities in the process of joint activities. The manager needs to explain to his subordinates the standards, rules, criteria within which their cooperation will proceed. This will allow subordinates to understand the boundaries of their responsibility.

Power
The specialist has no power and does not have real powers.
The manager has authority and power.

Very often one has to observe how novice leaders abuse their own power. Most fail to avoid the temptations that come with subordinates, manager status, and authority. How does it manifest itself? In interaction with subordinates, such a manager is guided by the principle "do it because I said" and usually does not explain the reasons for his instructions. The manager may demand the execution of deliberately absurd orders, demonstrate "star" and conflict behavior in joint work with colleagues and subordinates. As a result of such behavior, the leader can greatly damage his reputation and relations with subordinates.

Time Management
Specialists, as a rule, have a number of clear tasks that are easily structured and among which it is quite easy to prioritize.
The manager prioritizes his own work and also helps to identify and reconcile the often conflicting work priorities of his subordinates.

Very often, novice leaders become hostages of one of the extremes: they pay all their attention to managing people, and they carry out their tasks after the end of the working day, when everyone has gone home, or - the second extreme - they deprive subordinates of attention, letting their tasks take their course, and are engaged in fulfilling their own goals. functionality. In this regard, it is difficult to overestimate the skills of planning and time management. There are a large number of tools and technologies, rules and principles of time planning, which, of course, will assist the novice leader in effectively organizing his own activities and helping his subordinates.

Making decisions
Specialists make decisions related to the methodology for performing their work, the distribution of their efforts, etc.
The manager makes decisions about the timing of tasks, the allocation of resources, the possibility of assistance, etc.

And here traps lie in wait for the young manager. One of them is to try to make everything, even small and insignificant decisions, trying to control the situation and be aware of all events. The second is the opposite: expect total independence from employees and let the situation take its course. In this aspect, it is important to understand that the degree of independence of subordinates varies and this difference is due to the difference in their experience and skill level. These differences are intended to take into account an individual approach to setting tasks and evaluating the activities of subordinates.

Control
The specialist, due to the specifics of the activity and powers, controls only a separate component of the process.
The manager controls both the entire process and its individual components.

The key here is to understand that control is essentially a comparison of the expected result and the received one. Accordingly, for the implementation of control it is necessary: ​​an understanding of what result is expected and when, and the availability of criteria or standards by which this result will be evaluated. At the same time, these performance standards should be communicated to the performer, which facilitates his task and increases the chances of achieving the desired result. The main load should fall on the intermediate control. And the better the work done at the stages of intermediate control, the more likely it is to get the expected result at the final check.

Performance evaluation
The specialist evaluates his activities based on his own ideas about efficiency and effectiveness through the manager's assessments.
The manager evaluates his activities and the activities of subordinates based on the significance and importance of these cases for the unit and / or company.

As a rule, novice managers are reluctant to evaluate their subordinates. This is largely due to the desire to please their employees and not cause confrontations with their assessments. In the course of our management trainings, we always draw the attention of novice managers to the need to internally abandon the desire to maintain relationships with their subordinates at any cost. We also emphasize the importance of qualitative assessment - through feedback or competency assessment, we insist on its objectivity, courtesy, clarity and unambiguity.

Employee training
Specialists, as a rule, transfer knowledge to each other haphazardly, often informally.
The manager, as a rule, must purposefully and systematically engage in the training and development of his subordinates.

In practice, most managers do not train subordinates, because, firstly, they do not consider it their direct duties (believing that this is the work of HR or internal coaches), and secondly, they do not always know how to do it. Unfortunately, we have seen this situation more than once: a novice manager believes that his subordinates themselves should take care of their training and development. At the same time, subordinates are sure that since they are not reprimanded and are regularly paid financial rewards, then everything is fine with them and they do not bother striving to enrich their activities with new methods and forms. As a result, the company often experiences difficulties, if necessary, to carry out vertical or horizontal rotation of personnel or is forced to pay for expensive work to external services due to the low competence of its own specialists in this field.

Communicating the difference between professionals and managers in practice
In order to prevent and solve possible difficulties associated with the difficulties of adapting specialists to the role of a leader, we recommend that HR managers and internal trainers include events aimed at explaining in the current training programs for novice managers and development of specialists.

Globalization and integration of cultures has led to the borrowing of not only words, but entire categories. The narrow specialist habitual to hearing was replaced by a universal manager, about whom legends and anecdotes are composed. Let's try to figure out how significant the difference between these professions is and what exactly it is expressed in.

Definition

Specialist- a person who has undergone special training and has knowledge in a certain field of activity (jurisprudence, medicine, management, programming). The level of competencies is confirmed by a special document, as well as work experience and letters of recommendation. For employment, a specialist in most cases requires a state diploma.

Manager- a representative of the administrative staff, performing managerial functions of the lower, middle or higher level. In Russia, managers are also called employees of companies that interact directly with the employer (sale of goods, cleaning, etc.). However, such a “proud” name only raises the status of dissonant professions, but has little to do with reality.

Comparison

The most important difference between these categories lies in the scope of the concept. Specialist - an extremely broad name for an employee with special training. Managers can also be included among them, since they require secondary specialized and higher education for successful work. A manager wins his status when he is hired. Any student who successfully passed the state exam and defended a diploma can be considered a specialist.

Findings site

1. The scope of the concept. Specialist is a broader category that includes a manager.
2. Getting status. They become a specialist immediately after successfully passing the final exams, a manager - upon admission to a position.
3. Level of preparation. Middle and top managers necessarily receive higher education, while a specialist can be content with secondary vocational training.
4. Interaction with the team. The classic manager always manages someone, while the specialist is predominantly subordinate.
5. Functions and competencies. In the classical sense, the manager must unite the team, serve as a conductor of the ideas of top management to the masses. A specialist is a faceless performer whose functions depend on a specific position.

Who can call himself a manager?

In countries with a highly developed market economy, managers are called professional managers who have a special education, often obtained in addition to the basic one: engineering, legal, economic, etc. Managers carry out qualified management of the enterprise (top level), its structural divisions (middle level) or ensure the performance of certain activities in the field of business (grassroots).

Many candidates in the resume call themselves managers, in fact they are not.

Top and middle level managers can be considered directors of enterprises, institutions and organizations and other line managers: heads of workshops and other structural divisions, as well as functional departments.

As for lower-level managers, in the context of the development of commercial structures, small and medium-sized businesses, there was a need to determine their place and functional role as organizers of this activity, ensuring its compliance with the conditions of the external environment: economic, legal, technological and other requirements.

Thus, the difference between management levels lies in the scale, limits of authority, responsibility, as well as the degree of detail of the functions they perform.

Managers of the relevant profile perform the following functions: marketing, personnel management, logistics, advertising and information services, etc.

What is the difference?

In Western companies, only one who actually performs managerial functions can be called a manager, and the position of a sales specialist is often called a representative - that is, a representative, despite the fact that such an employee can lead quite a lot of clients, unlike his Russian colleagues. It often happens that when moving from a Russian company to a Western one, people are somewhat disappointed with the new interpretation of their position. Some manage, however, to agree that the “manager” is indicated on the business card, however, in the work book, and in the staff list, their position sounds like “representative”.

Managers, unlike specialists, manage a group of employees and report on the results of work to the top management of the company.

Similarly, one should distinguish between HR managers and HR professionals. In the traditional sense, the personnel service is engaged exclusively in technical operations: maintaining documentation in accordance with the Labor Code of the Russian Federation, accounting for working hours and personnel movement. But since personnel officers are not involved in making managerial decisions, they cannot influence the tactics and strategy of working with people. Therefore, in a market economy, where the staff becomes a powerful factor that can accelerate or slow down the development of the company, this approach is completely untenable. In this situation, more and more attention is paid to the assessment, motivation and training of personnel. There is an expansion of the internal specialization of the personnel service, requiring the assignment of certain functions to full-time employees. And the main tasks are the motivation of qualified specialists, the development of corporate culture, as well as the formation of ways to select a competent team. And it is this type of personnel service that is currently the most promising. In organizations where the founders understand the importance and responsibility of a good personnel service, its status is quite high, since its activities directly affect the efficiency of the enterprise and its future prospects. In many organizations, the head of such a personnel service, as a rule, belongs to the highest management staff. And this is the HR manager.

Or take, for example, such a popular position as an account manager, which is one of the ten most in-demand positions. What is the difference between a manager and a customer service specialist? Job responsibilities seem to be the same: sales development, effective interaction with customers and other departments of the company, participation in marketing and promotions. The difference is that managers, unlike specialists, necessarily manage a group of employees and provide reports to the top management of the company based on the results of their work.

What is concept substitution used for?

Unlike Western companies, Russian organizations have their own grading system and their own version of the staffing table.

“In our country, the confusion of such concepts as “manager” and “specialist” occurred in the early 1990s, when the first joint ventures and private firms began to appear. – says the managing partner of the company MarksMan Inna Sumatokhina. – The most common managerial position of that time, as well as now, was the position of sales manager. However, if analyzed, a manager is a line or functional manager. Therefore, many employees holding this position in Russian organizations are specialists who manage the organization of only their own workflow. In my opinion, such a substitution of concepts is used, first of all, to give a certain status and significance to a position in small Russian companies, which find it rather difficult to compete with Western enterprises.”

The HR Director of the HR Holding fully agrees with this statement. ANCOR Evgeniya Tolkacheva: “The title of the position does not always reflect the essence of the work. Often employers deliberately make names more sonorous - for representative purposes. It seems that the client is more pleasant to talk with the director than with the head of the department. Comes to curiosities. “I personally know one company whose “department” employs two people – the director and his deputy,” says Inna Sumatokhina. “There is also a bank where 39 out of 40 employees present in the same room have the status of vice president, at least That's what it says on business cards.

You should not try to increase your professional status through the use of "fashionable" or borrowed words.

There was a funny case in the practice of Evgenia Tolkacheva. They decided to promote the assistant of the project management department. She was offered the position of "specialist in the project management department", but she insisted on the position of "project manager". The employee was explained that this is wrong, since she does not manage people and is not responsible for the budget and deadlines, but provides technical support for project managers. Then the employee asked me to write down “Junior Project Manager” in the work book. For a girl, this question turned out to be fundamental!

Reader "Encyclopedia of Career" Tatyana Zhuravleva, on the contrary, believes that the position of “manager” has now discredited itself, therefore, it is more prestigious to be called a specialist, and as an example she talks about the situation she witnessed: “The head of the company, wanting to recognize a successful employee, suggested calling him a manager (company although large, but the staffing was cut very easily and often), and the employee was offended and, by hook or by crook, tried to get the entry “specialist” in the work book.

Incorrectly indicating the position you are applying for can lead to wasted time spent on trips to "unnecessary" interviews. Therefore, before starting to create a resume, you should carefully study the vacancies for which you want to apply, and only after that proceed to compiling a CV. You should not try to increase your professional status through the use of "fashionable" or borrowed words. The decisive role in deciding whether to invite a candidate for an interview is played, first of all, by his functional duties and professional achievements. “Personally, when talking with a candidate, I rarely pay attention to the position. Yes, and the director of the director of strife. The employer is interested in real work experience, team management, business volume, level of responsibility. And employees of Western companies have job titles that are even less close to reality, since their personnel officers are forced to translate from English, and it is still more confusing, says Evgenia Tolkacheva. – Read carefully the job description and the description of completed projects,

When thinking about how to name an employee of a company, a human resources specialist or a personnel manager, first you need to know what kind of work it is. The fact is that there are 2 types of companies, let's conditionally call them "old model" companies and, accordingly, "new model" companies.
Speaking of old-fashioned companies, it means that they are either the successors of pre-perestroika enterprises or are organized according to their type. As a rule, these are plants, factories, institutions providing public services, law enforcement agencies and public authorities. These enterprises are distinguished by strict formalism in working relations, sometimes the presence of a mandatory dress code (state institutions, law enforcement agencies), a clear vertical of power.
The second type of companies are modern firms, mainly those that appeared in the post-perestroika period and later. These include almost all private commercial enterprises. The hierarchy of power in the "new model" companies is not so rigid, the relations of employees are often informal, the dress code is usually free.
The list of differences between the two types of companies listed above is not exhaustive. These are, perhaps, only those features that are the first to catch the eye when compared.
Let's return to our employee. Typically, "old-fashioned" companies retain the name of the human resources department for the people department. And in "new model" companies, a similar structural unit is called the personnel department. Therefore, in the first type of companies, most likely, a personnel specialist will work, in the second - a personnel manager.
We made an assumption about the title of the position in each of the companies only on the basis of a formal sign - the presence of a department with the appropriate name, where our employee could work. But I want to dwell on a more important difference between an HR specialist and an HR manager.
So, let's look at the functions that employees perform in the positions of HR specialist and HR manager. Let's start with the HR specialist.
As a rule, the work of a HR specialist is associated with documents. His duties include: registration of hiring and dismissal, orders for transfers, vacations, maintaining time sheets and military records, and so on.
Now let's see what functions the HR manager performs. An employee of the personnel department conducts interviews, engages in the adaptation and motivation of employees, trains staff, develops testing methods, monitors the labor market, and so on.
Thus, comparing the functions of an HR specialist and an HR manager, one can see striking differences in the nature of their work. The first is more focused on working with papers, drawing up schedules and reports, orders, the activity of the second is mainly related to communication.
In addition, if we talk about the meaning of the word "manager", then it comes from the English verb manage - "manage", the meaning of the word "specialist", according to Ozhegov's explanatory dictionary, is an employee in the field of a particular specialty. This emphasizes that the HR manager, to some extent, "manages" the employees, while the HR specialist, to a greater extent, is the position of the executor.
Based on the foregoing, we can conclude that the HR manager and the HR specialist are different positions. Each of them does its job, although in practice it often has to be done by one person. For a more successful work of the personnel department (personnel), the work of both employees and the union is needed, between the personnel manager, the personnel specialist should be "and", not "or".

Acquiring knowledge in a particular area and mastering the chosen specialty, university graduates do not always receive an engineering diploma. The document on higher education must indicate the qualifications awarded.

For those who have passed the second level of study in the compulsory university program, it corresponds to the record "specialist".

Definition

Engineer- a technical specialty, which is received by persons who have graduated from a higher educational institution in one or more branches of technical education.

Comparison

A specialist is a person who has received a higher education in the humanities, economics, law or any other field.

In colloquial speech, a specialist is a person who knows how to perform some specific work and does it efficiently, masterfully.

An engineer is a technical specialist whose education allows him to engage in a certain type of engineering work, from design, construction, construction to quality control, in one of the areas of the technical branches of the national economy.

Currently, about 300 engineering specialties and about 400 narrower specializations related to metallurgy, mining engineering, energy, and mechanical engineering are in demand.

Conclusions TheDifference.ru

1. concept specialist, compared to the word engineer, has a broader meaning. A specialist is considered a person who has received higher education.
2. concept specialist exists as a qualification category. Word engineer has no such significance.
3. In concept engineer specifies the meaning of the word specialist indicating a specific technical specialty: civil engineer, software engineer, marine transport engineer.
4. A specialist is a person who knows how to masterfully perform a certain type of work.
5. Not every technical specialist is called an engineer. To take an engineering position, you need to confirm the relevant qualifications with a diploma from a higher technical educational institution.

Directory of employee positions

Unified qualifying

The Unified Qualification Directory of Employee Positions (EKSD) contains job qualification characteristics, which list the main, most frequently performed work at enterprises, based on the characteristics of the sectors of the national economy.

EKSD establishes the scope of job responsibilities and qualification requirements for managers, specialists and employees in connection with the occupation of the corresponding position. A specific list of job responsibilities of employees is established by job descriptions that are developed in organizations and approved by employers.

Job descriptions allow, based on the definition of the specific terms of reference of each performer, to clearly distribute the performance of management functions between them, to ensure the relationship in the work of employees holding various positions, as well as the sequence, compulsion and timeliness of the implementation of the work assigned to him.

What is the difference between a specialist and a manager

Job descriptions allow you to systematize and summarize the accumulated experience of organizing the work of employees, the use of the most appropriate and productive methods and methods of work.

The job description is an organizational and administrative document that determines the totality of labor functions (job responsibilities) of each

the employee, the rights and responsibility for the work performed, as well as the regulatory framework for the correct application of disciplinary and material measures. An example of job descriptions is given in Appendix 2.

The assignment of qualification categories to specialists is carried out in order to better take into account in official salaries differences in skill levels, complexity and responsibility of the work performed, to increase the interest of specialists in the growth of professional skills, and to improve the quality of work.

The assignment of a category does not require a change in the nature of work, thereby creating the best opportunities for the growth of professional skills within the limits of one's qualifications. For example, the following qualification groups have been introduced for technicians of all specialties: technician without a category, technician of the II category, technician of the I category; for specialists (except for designers and technologists): specialist without a category, specialist of the II category, specialist of the I category, leading specialist; five qualification groups were allocated for designers and technologists: no category, III, II, I categories, leading specialist. At the same time, the position of a leading specialist can be introduced in any organization.

For specialists who do not have qualification categories, the assignment of the official title "senior" is possible provided that the employee, along with the fulfillment of the duties stipulated by the position held, manages the executors subordinate to him. The position of "senior" can be established as an exception in the absence of performers in the direct subordination of the employee, if he is entrusted with the functions of managing an independent work area (if it is inappropriate to create a separate structural unit).

For those specialists for whom qualification categories are established, the official title "senior" is not applied. In these cases, the functions of managing subordinate performers are assigned to a specialist.

For teachers, doctors and a number of other specialists, such as education, healthcare, culture, art, the following groups are provided: a specialist without a category, a specialist of the II category, a specialist of the I category, a specialist of the highest qualification category.

For government bodies (central offices of ministries, other government bodies) there are: specialists without a category, category II, category I, leading specialists, chief specialists.

The qualification category for specialists and the salary for the position held are established by the employer based on the recommendations of the attestation commission and a comprehensive assessment of the professional qualities of the specialist. Assignment of the next qualification category is subject to professional growth and the ability to perform work of a higher degree of complexity.

In the event of a deterioration in performance, a violation by a specialist of labor and production discipline, the assigned qualification category may be lowered with a corresponding reduction in wages. The decision on this is made by the employer, taking into account the opinion of the certification commission.

Read also:

There are people who call themselves specialists, and there are those who prefer to call themselves employees. What can both do?

Definition

The term " specialist"- very capacious. It can be understood as a person who is well versed in any field - due to extensive experience or education. There are also official definitions of the term. For example - if we are talking about the qualification "specialist", indicated in the diploma after 5 years of study at a university.

Many employees of Russian offices work as specialists. At the same time, their areas of professional activity can be very different. There are specialists in consulting, information technology, HR, financial issues. Extremely rarely, however, workers and engineering professions are called specialists. Except unofficially.

The term "specialist" is often used to indicate the level of the position occupied by a person. For example, in state structures, the most junior positions correspond to it.

In turn, as a person grows professionally, he can become a “senior” or, for example, a “leading” specialist.

Thus, the term "specialist" refers to the area of ​​employment of a person, his profession or skill level.

under the term " office worker” most often refers to a person engaged in mental work, as well as employed in the field of trade and the provision of services. The most important thing is that he works for someone. That is, an individual entrepreneur who provides services for the engineering development of projects or is engaged in trade cannot be called an employee in any way.

There are well-established phrases in which the term in question is necessarily applied. For example, "civil servant", "municipal employee".

Thus, the term "employee" can denote not only the professional area, but also the social status of a person - as employed and engaged in mental work.

Comparison

In many cases, it is not easy to detect any obvious difference between a specialist and an employee. For example, a specialist in the finance department of a large company is likely to be considered an employee. But, as we noted above, the term "specialist" can mainly mean only a professional area, but not a social status. Which, in turn, can be expressed in performance.

Table

So, now we know what is the difference between a specialist and an employee. Let's try to display its criteria in a table.

Go back to Municipal employee

According to Art. 57 of the Labor Code of the Russian Federation, a labor function is work by position in accordance with the staff list, profession, specialty, indicating qualifications; specific type of work assigned to the employee.

The position of the municipal service is a position in the body of local self-government, the apparatus of the election commission of the municipality, which are formed in accordance with the charter of the municipality, with the established terms of reference for ensuring the execution of the powers of the local government, the election commission of the municipality or the person replacing the municipal position. Such positions are established by municipal legal acts in accordance with the register of positions of municipal service in the constituent entity of the Russian Federation, approved by the law of the constituent entity of the Russian Federation.

The system of municipal legal acts includes the charter of the municipal formation, which has supreme power, normative and other legal acts of the representative body of the municipal formation and legal acts of the head of the municipal formation, local administration and other local government bodies and officials of local self-government, provided for by the charter of the municipal formation.

The representative body of local self-government is an elected body of local self-government, which has the right to represent the interests of the population and make decisions on its behalf that operate on the territory of the municipality. The special status of representative bodies of local self-government is primarily associated with their election. Such body is, as a rule, the city duma or council of deputies.

The names of the positions of the municipal service, provided for by the register of positions, are used in the preparation of the staffing table of the local government, the apparatus of the election commission of the municipality (Article 6 of Law No. 25-FZ).

Qualification requirements for the level of professional education, length of service in the municipal service (public service) or length of service in the specialty, professional knowledge and skills necessary for the performance of official duties, are established by municipal legal acts for categories and groups of positions. In addition, depending on the compliance of the level of professional training of municipal employees with the qualification requirements for positions, employees are assigned class ranks.

Groups of positions are established by Art. 8 of Law No. 25-FZ - higher, main, leading, senior and junior. Categories and class ranks of municipal service positions are established by the laws of the constituent entities of the Russian Federation.

Using the example of the Law of the Moscow Region No. 137/2007-OZ “On Municipal Service in the Moscow Region” (hereinafter referred to as Law No. 137/2007-OZ), we will consider what categories and class ranks are established for municipal employees of the Moscow Region.

So, there are the following categories of employees:

Managers are the positions of heads of administrations of municipalities and their deputies, heads of local governments and their deputies, etc. They are divided into the highest, main and leading groups of municipal service positions;
assistants (advisers) - positions established to directly ensure the execution of the powers of the person replacing the municipal position, replaced by municipal employees for a certain period, limited by the term of office of the specified person. They make up the leading group of positions in the municipal service;

Specialists - positions established for professional, as well as organizational, informational, documentary, financial, economic, economic and other support for the execution of the powers of a local self-government body, an election commission of a municipality, substituted without limitation of the term of office. They are divided into leading, senior and junior groups of positions of the municipal service.

The laws of the constituent entities of the Russian Federation also compare the groups of positions of the municipal service and the groups of positions of the state civil subject of the Russian Federation. Thus, the highest and main groups of the municipal service correspond to the main group of the civil service.

The register of positions in the municipal service, approved by Law No. 137/2007-OZ, for example, for the municipal service in the administration of the municipality, establishes the following job titles.

The highest positions are the head of the administration of the municipality;
main positions - first deputy / deputy head of the administration of the municipality, first deputy / deputy head of the administration of the municipality, head of the administration of the municipality, manager of the affairs of the administration of the municipality, first deputy head of the local government, deputy chairman of the control and accounting body, head of department, Deputy Head of Department;
leading positions - deputy chairman of the committee, deputy head of department, deputy head of department; head of a department as part of a committee, department, deputy head of a department as part of a committee, department; head of a sector as part of a committee, department, department.

Category "assistant (advisers)" - positions filled for a certain term of office. It includes the leading positions of the municipal service - adviser to the head of the municipality, press secretary of the head of the municipality, assistant to the head of the municipality.

Lead position – consultant;
senior positions - chief specialist, leading specialist;
junior positions - specialist of the 1st category, specialist of the 2nd category, specialist.

If the person holding the position of the municipal administration service of the “specialist” category is the chief accountant or his deputy, then a double title of the position is allowed.

In accordance with Art. 8 of Law No. 137/2007-OZ, municipal employees of the Moscow Region are assigned the following class ranks:

Replacing the highest positions of the municipal service - the rank of "actual municipal councilor of the Moscow region" of the 1st, 2nd and 3rd class;
replacing the main positions - "municipal councilor of the Moscow region" 1st, 2nd and 3rd class;
replacing leading positions - "adviser of the municipal service of the Moscow region" 1st, 2nd and 3rd class;
replacing senior positions - "senior assistant of the municipal service of the Moscow region" 1st, 2nd and 3rd class;
replacing junior positions - "Referent of the Municipal Service of the Moscow Region" 1st, 2nd and 3rd class.

For Moscow employees, the period of tenure in the class rank is from one to two years.

job difference

Ranks are assigned based on the results of a qualifying exam. The exception is employees who replace for a certain term of office the positions of the categories "heads" of the highest group of positions, "assistants (advisers)": they are assigned class ranks without qualifying examinations.