Introduction. Modern challenges facing the public administration system require the formation of a stable and strategically oriented management bodies. In the context of digital transformation, the emphasis in personnel policy is shifting from traditional procedures to the creation of adaptive and predictive mechanisms for the development of human resources. The purpose of this study is a comprehensive analysis of current models of forming the personnel reserve of the civil service, identifying their shortcomings, as well as developing innovative recommendations that enhance the effectiveness of human resource management.
Materials and methods. The work uses systemic and institutional approaches, methods of comparative analysis, content analysis of the regulatory framework, generalization of domestic and international experience, as well as elements of big data analytics. The source base includes legislative and policy documents of the Russian Federation, data from foreign HR research, scientific publications and reports on the implementation of digital HR platforms. The methodological framework of the research is based on the concepts of strategic human resource management, the theory of human capital, the theory of motivation and the Digital HR model.
The results of the study. As a result of the conducted research, the limitations of existing approaches to the formation of the personnel reserve in the civil service have been identified, including the formalism of procedures, insufficient adaptation to the digital environment and weak integration with the human resources development system. A model of the innovative personnel reserve has been proposed, which includes the use of predictive analytics, individualized digital development trajectories, elements of gamification and artificial intelligence to assess and predict the potential of employees. The novelty of the work lies in an integrated approach to the analysis of the personnel reserve as an element of digital talent management, and not just an administrative tool for rotation.
Discussion. The results of the study confirm the need to switch to a digital model of personnel reserve formation as a condition for ensuring strategic sustainability and efficiency of the civil service. The introduction of intelligent platforms, automated analytics and personalized career development support makes it possible to increase the transparency and objectivity of personnel decisions, as well as to ensure human resources meeting the challenges of the digital state. In the future, it is necessary to develop unified standards for the assessment and development of the personnel reserve, scaling the best practices, integrating HR analytics into quality management systems of public administration, as well as developing digital leadership competencies among civil servants.