Interview with an expert E. V. Galazhinsky, conducted by editor in chief A. K. Kluyev

Article belongs to the category of the case. Purpose of the article is to present the experience of the Russian high school in the development of tools to assess the effectiveness of staff, on the example of the university lecturers. A competency model can act as such an instrument, which ensures the development of the key personnel of the university. The methodological basis of the study is competence and a systematic approach to management issues in higher education. The methodology of the experiment is based on the use of qualitative research methods, including methods such as: phenomenological description and reconstruction of the precedents of professional experience, focus groups, case-study method. The practical significance of the study is shown in the development of recommendations on the use of lecturers' competency model during staff competitions, certification organization, development of a system of incentives and the introduction of effective contracts. Areas of use of the competency model of lecturers in higher education are not limited with the evaluation of the effectiveness of activities, but also in the design of forms of administrative support in various areas of educational institution strategic development; opportunities to build a career at the University as a lecturer (not only as a lecturer) on the basis of the existing business profile (not just teaching). Results and research materials were the basis of the valuation of the work of university lecturers, performance assessment and activity stimulation system for teaching staff of the university. Proposals made on the basis of research may be used to build the profile of the structural divisions of the university or in the rating of staff. The contribution of the study in the theory and practice of university governance is in creating an effective instrument of forming the tool for effective assessment of the competence level of lecturers in high school. The article is of interest to practitioners of human resource management at the university and researchers in the field of competence approach.

The article analyses the experience of managing university personnel potential using the example of the largest university in the region, Ural Federal University (UrFU) in the context of innovative changes in the management. The main task of the article is to study the current state of professional development of academic, teaching and administrative staff of the university; find ways of improving qualitative and quantitative performance indicators of university human potential. In order to achieve the stated goal the article presents a review of relevant managerial approaches to developing university personnel potential based on the analysis of modern talent management concepts, expert discourse, best practices of national and foreign universities. Particular attention is paid to experience of conducting organizational and functional changes in UrFU personnel management as well as results of sociological research on university lecturers' motivation towards professional development and their satisfaction with their work. Having conducted the analysis of university activities on personnel professional development authors come to the conclusion on decentralization and fragmentary character of this function from the point of view of organizational design. Personnel development function is implemented by several structural units and frequently these efforts are not coordinated. This demonstrates absence of systematic approach to solving the task of upgrading university personnel potential. Nevertheless there have been positive changes at the UrFU, including personnel management system. At present personnel potential management falls under supervision of the first vice rector: restructuring of personnel management system organization has begun. Another positive change is the formation of an annual monitoring of staff satisfaction with UrFU activities. At the same time methods involved in this poll do not let us obtain information required for formulating targeted managerial solutions for the set of events aimed at improving university human resource quality.. Therefore we need to develop new monitoring instruments that would fulfill the above mentioned tasks. As one of the examples of a possible approach to evaluating development motivation level and satisfaction among teaching and academic staff of the university the article presents the results of pilot research of academic staff state in the context of undergoing innovation changes. Summing up theoretical approaches to solving the problem of upgrading university staff potential allows for stating that talent pool management concept fits the current task best. The article looks into the best practices of developing employees with high professional and personal potential at two major foreign universities and one leading Russian university. On the basis of theory and practice synthesis authors formulate a set of practical recommendations aimed at upgrading university staff potential efficacy management; the need for creating Coordination council on developing university staff potential is explained; designing the concept of Personnel Development Center aimed at entering a new level of talent pool management at the university. The article also identifies aspects requiring particular attention for searching managerial solutions in the field of university personnel potential development policy.

International academic recruiting is an important area for attracting and detaining talents in modern universities as well as a perspective development direction for the Russian universities enhancing their competitiveness level. However the number of international specialists at the Russian universities is relatively small compared to the experience of universities in the developed countries and the work on systematization and understanding experience of entering academic staff international market has begun only recently. This article makes an input into the process of understanding and analysis of the current state and development perspectives of international academic recruiting in Russia. The first review part of the article briefly describes external environment challenges and trends that stimulate the academic mobility in general such as the development of international mass higher education, growing competition for the most talented and highly qualified personnel, changing structure of education and science market, appearing new global strong players, growing international competition in the field of academic research and dominating model of research university. The second part of the article describes external factors: high demand for highly qualified personnel at the international academic market combined with low supply, volatile market, unfavorable geographic position of Rus- sia compared to traditional academic centers, country specific external policy and financial risks, low level of life quality, rigid legislation, administrative and bureaucratic barriers. Internal university factors are also analyzed: inbreeding, absence of developed academic market, unfavorable position of the Russian science in several fields, self-sustainability delusions, insufficient publicity of the Russian universities, language barrier and external expertise deficit. The third part of the article offers cases based on the experience of three leading Russian Universities (NRTSU, HSE and ITMO University) of organizing international academic recruiting, their approaches, mechanisms and instruments. Particular attention is given to the development perspectives of international academic recruiting at those universities in the nearest future. HSE demonstrates a developed university recruiting model. ITMO University describes a breakthrough in that area by means of well-planned managerial solutions whereas NRTSU presents an attempt at international recruiting intensification in the context of unfavorable geographic and climate conditions. These three models have a lot in common (stages and norms) but also differ from each other (presence or absence of profile departments, level of process routine, number of decision making stages, membership in decision making bodies related to international recruiting). Each Russian university oriented towards international academic recruiting development should consider both existing Russian and international experience and specific characteristics of the region when making decision concerning their own model.

Universities all over the world are getting more and more like corporations. There is a wide spread opinion that they should be run by professional managers with the experience ofwork in business structures capable of bringing managerial approaches successfully tested in business into everyday life of universities. Several universities participating in Project 5-100 have already invited such experts to take key managerial positions and others are about to do so. Is there a risk that one day Russian higher education will fall under control of such "effective managers"? This article sums up the results of the conference «HR-Trend 2015: talent management and corporate culture trans-formation», that took place at National Research Tomsk State University in November 2015. The discussion was particularly interesting as its hosts (authors of the article) have opposing opinions concerning the topic of the article.

The article reveals duality of a modern university cultural base, since professorial culture traditionally served as its basis is completed by corporate culture and transformed by it. Tension and contradictions are brought into university's life which is explained by different functional trends of specified cultures. Professorial culture - is a devotion to education, science, culture. Corporate culture serves market and improvement of university's competitiveness in the context of its entrance to the world educational environment (the program 5-100). It brings to university the principles of commercialization, pragmatics and tendencies of education transformation into educational service. Corporate culture uneconomic face is connected with a new employee image-building - "social capital": understanding interdependence (K. Gergen) of the modern world, trust serves as "lubricant" (F. Fukuyama), "superglue" (R. Putnam) or, "the spirit of informationalism" (M. Castells) in a social group. Corporate culture is allotted with the task of social human capabilities formation: respect, goodwill, fellowship, post agreement, communication abilities, teamwork skills, etc. The article presents a new criterion of classical university - university corporate culture as a culture of collaboration, service to people, education, culture and science. This is and organizational environment where student and employee have an opportunity of actual cooperation, where people learn to cooperate. As a result of researching activities the text of Ethics code of NR TSU being annually revised has been developed and finalized; corporate culture configuration modifications are being annually diagnosed resulting into adoption of real proposals aiming at coping with gaps in forming new university corporate culture. The language of NR TSU normative documents was examined; conclusions of its transformation in the context of new requirements were made. Having a representative function the language primarily registers changes in management style, employee relation, normative and axiological parameters. The problems of underdevelopment of conventional relations, lack of legitimate norms in all parts of the university community, employee non-involvement and apathy are registered in the article. The ways of problem solving are proposed: 1) for legitimation of new university norms it is necessary to provide continuous communication between administration and research and teaching staff aimed at critical discussion of present norms and determination of execution mechanisms; 2) the system of measures for improvement of research and teaching staff labor conditions is required, capable for improvement of their university situation perception.

This article falls under the case category and presents an applied research conducted by research and manufacturing company Mikran Jsc together with NRTSU. The aim of the article is to present the results of comparative study of organizational culture at four innovation companies in Tomsk and three Tomsk universities: NRTSU, NRTPU and TSU¹. The research has helped in understanding the position and expectations of university graduates related to their future work at the company and compare them with company expectations. The topic of the research was organizational culture according to its understanding as an instrument of organization development and formation of employees' professional position. The main methodology of the research was the organizational culture theory by Cameron - Quinn and the main method used was OCAI questionnaire. In order to get additional information concerning students' expectations in relation with their future work the authors used specially designed questionnaire. The research has demonstrated that according to students' understanding university is concentrated on its internal problems, manageability and activity and personnel control. Students see significant internal differences and contradicting tendencies at the university culture: domination of rules and procedures, attention to preservation of traditions and relations and at the same time desire to take leading positions by solving complex tasks and using innovative approach. In general students see university culture as follows: innovation aspects are related to aspirations whereas communication and personnel management are defined by bureaucratic and clan mechanisms. The data concerning graduates' expectations demonstrate that they see the culture of ideal company as a mixture of value oriented clan and adhocratic culture: they would like to find themselves in a friendship oriented place of work, feel support understanding and mentorship of their peers. Students would like to see flexible and creative work environment and they are not prepared to enter organization with a rigid structure and control where relations are based on competition. .Analysis of employees and top managers of Mikran Jsc., top managers of Rolsib, SATK Ltd., Industrial Electronics Ltd. shows that engineering companies' culture demonstrates the trend towards increasing value of adhocratic and market cultures. Conducted research allowed for identifying the main competence deficit of the graduates and the gap between their expectations and company requirements towards personnel. Companies expect their employees to demonstrate high level of independence, self-organization, initiative, target orientation and ability to cope with risks and volatility whereas students are oriented towards comfort, security and safety and are willing to obtain support, care and provision from the company. Obtained results allow Micran Jsc. to alter its efforts on developing its employer's brand and develop effective cooperation with universities, their students and graduates. Research results can be useful for universities in developing their organization culture, educational policy and work on forming professional position and competencies of future specialists.

The article is based on the materials of research on engagement of academic and teaching staff at one department that was conducted in autumn 2015 at Novosibirsk State University of Economics and Management. The changes in the higher education system and university management require active participation of academic and teaching staff in the implementation of changes and university activities improvement. The aim of the research article is to evaluate the level of academic and teaching staff engagement on the basis of questionnaires results. Research results help in defining overall engagement level as well as individual types of engagement (physical, emotional and cognitive) and identify main problem areas decreasing engagement level. The analysis of work satisfaction level was conducted and main dissatisfaction aspects were identified. The research results show that total engagement level of lecturers is quite high and is 66 %. In terms of different engagement types indicators are even higher: cognitive engagement is demonstrated by 80 % of participants; physical engagement is demonstrated by 74,6 % and emotional engagement by 73.5 %. However the conducted research does not claim overall picture coverage in terms of academic and pedagogical staff as it was conducted among part of academic and teaching staff of one department. Nevertheless it allows for formulating basic trends in terms of improving academic and teaching university staff engagement level. The article presents one of the first attempts at evaluating university teaching staff engagement level. It can be of interest for university management as it allows for making conclusion concerning current position and also for researchers who can proceed with their own method of evaluating staff engagement level.

The article puts under scrutiny the administrative approach of the Ural Federal University as one of the participants of the Russian Academic Excellence Project (Project 5-100) to the creation of the environment in foreign language. The article gives recommendations on development of the environment on foreign language for universities aiming at entering the global educational and scientific space. The creation and development of such environment is considered inevitable for all universities striving for internationalization of education and research. Special rile belongs to English as instrument of international communication. English is the working language for the majority of peer-reviewed scientific journals in all scientific fields, for programs of academic mobility as well as for other activities which characterize the interaction with foreign colleagues in the field of education and research. Ural Federal University, along with other universities participating in the Russian Academic Excellence Project, was under necessity to take active efforts in the field of developing English language proficiency among academic and administrative university staff in order to be able to increase the research output in the foreign peer-reviewed journals, participate in international conferences, design English-medium study programs for foreign students and create comfortable working conditions for international professors. The authors claim that there exists experience in the field of creating foreign language environment gained over five years of the so called Program of Development of the university which is sufficient for the primary analysis. Using the case study method, the article aims at showing to what extent the efforts of the Ural Federal University in the field of creating foreign language environment contributed to the fulfillment of the university indicators of the Road Map of the project of enhancement of academic competitiveness. The article sets the goal to conduct the analysis of the university efforts in creating English language environment on the basis of open sources as well as using data available for insiders only. The authors come to the conclusion that the UrFU efforts do not influence the fulfillment of the internationalization indicators in any tangible way in the short-term perspective. This is due to the ad hoc design of the English language environment of the university: the initial benchmarking as partial; the was no placement testing of the staff; the need to measure the progress in the research output of the academics who participated in the English language training was not considered from the beginning of the project. Notwithstanding these deficiencies, the practices of the creating the English language environment at UrFU were of systemic nature and their results will constitute the basis for the creating of the large-scale strategy of the administration of the foreign language university environment. The limitations of the findings of the article are connected with the unique local, regional and national context of universities (Jane Knight, 2004). Nevertheless, the considerations oaf the article may be used for the design, analysis and development of the foreign language environment of universities. The article is the first case study based research of the design and administration process of the foreign language environment of the university of its kind.

The article describes the experience of creating environment oriented towards development and self -realization of staff with high potential within the framework of International competitiveness upgrading program at National Tomsk State Research University (Project TOP 5/100). The aim of the arti- cle is to present the results of activities related to creating university initiative environment. Theoretical justification of conducted changes includes analyzing the problems of university transformation management and the role of academic and pedagogical staff in this process. It is mentioned that transformation process complicates change management at the university which leads to creation and development of its environment. It is suggested to use anthropological approach to change management and personnel management at the university where environment acts as one of important management resources. The article provides examples of the analysis of the notion "environment" which draws the difference between the environment as a set of contexts; as human attitude; as activity object; as opportunity realized through a certain subject. University environment for managing high potential personnel is viewed not only as creating a set of conditions but as provision of opportunities for action that would facilitate discovering and developing personal and professional potential. The article presents a case on developing university initiative environment that describes organization of grant competition for initiative projects, creation of expert and consultant service for supporting those projects and communicative grounds for discussing changes at the university, using shared management formats. The authors point out that initiative environment facilitates attracting and developing high potential personnel. The novelty of the article is in justification and description of anthropologic approach use in creating initiative environment oriented towards high potential personnel.

Article - case “Talent pool as a factor of competitiveness enhancement of the modern university”. The aim of the article is to form suggestions on a general talent pool structure for improving higher education institution competitiveness using the experience of Tomsk Polytechnic University talent pool in 2014-2015. The recent years witnessed a growing interest towards creating talent pools at Russian universities which is caused by the launch of national research universities project in 2008, the project on im­proving Russian universities competitiveness among international education institutions in May 2013 and resulting financing growth. Therefore we feel the need to exchange best practices in creating and managing talent pools at universities. In order to achieve the stated objective the following methods were used: description, measurement, comparison and analysis. The authors made a review on academic publications on the giv­en topic for the last 5 years and singled out main specific features of working with talent pools in modern organization, in particular, at the universities. Then the author provided stage by stage practical ex­perience of working with talent pool at Tomsk Polytechnic Univer­sity: candidate evaluation and selection, candidate enrollment and talent pool groups formation, talent pool members development pro­gram, use of rating system for evaluating efficacy of their activities. The talent pool management system described in the article can be viewed as the foundation for effective development of hu­man resources at any Russian university willing to achieve high po­sitions in national and international rankings. When adapting the system of creating and managing talent pool suggested by the author for the needs of another university one must pay particular attention to factors limiting talent pool program im­plementation at the university in order to avoid possible difficul­ties in creating its own system. The modern system of talent pool at TSU is a combination of traditional university approach to working with human resourc­es and modern HR instruments borrowed from business environ­ment and adapted to university needs. It allows for more effective formulation of talent pool members selection criteria, conducting candidate selection according to fixed criteria of international best practices and creating productive talent pool members develop­ment program based on competence model used at TSU as well as designing evaluation system for talent pool members efficacy and suggesting methods of top managerial vacancies prognostica­tion. Obtained results form the basis for further more systematic and effective work with talent pool which makes a significant in­put into achieving strategic aims of the university. Therefore this article is of interest for rectors, university managers and person­nel executives.

Talent pool as a method of managing personnel is becoming more and more popular at the Russian universities which is demonstrated by a growing number of professional conferences and publications on this topic. This article aims at evaluating talent pool programs from the point of view of individual expectations of university staff members participating in these programs. The task is to identify leading stimuli for entering university talent pool for employers with high professional and leadership potential. The research is made on the basis of in depth semi-structured interviews with 116 participants of talent pool at National Research Tomsk State University. The choice of this method is explained by the need for obtaining the most relevant answers concerning employees' motivation not limited with question format or group influence. Based on research results the most important stimuli inducing employees to participate in talent pool were identified, such as: a chance to develop professional and personal competen- cies, meeting colleagues, material benefits, career growth. The key result of the research is identification of an overall high potential employees' need in general university programs for personnel potential development. This need is related to broadened number of communication forms for talented young employees and university management as well as opp ortunities for implementing employees' initiatives and their consolidation with university development strategy. Besides that the authors make a conclusion concerning the imp ortance of improving technologies of working with talented staff members for modern university development. Identified stimuli can form the basis of'motivation packages" for talent pool members in talent pool programs created at Russian universities. Theoretical importance of the research is related to the development of staff management technologies in the specific higher educational context. The article is of practical interest for HR specialists at universities and representatives of university and corporate communities interested in such topic.