Continuous improvement of its human resources capacity is the mainstream in Russian Civil Service development. It could be realized through recruiting and retention of qualifi ed servants, and by creating an attractive environment for young specialists. Meanwhile, the conditions of the Russian civil service system do not fully provide this task. Civil Service is inferior to other segments of the labor market, which is comparable to it in terms of skill requirements and labor intensity, in competitiveness of the proposed compensation package, performance evaluation and career prospects.

Another important task is introducing institutions and mechanisms of Civil Service into the system of performance management that is becoming increasingly common in public administration. But day-to-day activity of the majority of civil servants nowadays is regulated by traditional instructions, focused on procedural compliance and not on getting specifi c result. Th is greatly weakens the capacity of the implemented performance management methods and discourages qualifi ed civil servants.

To solve these problems performance assessment mechanisms based on quantitative performance criteria have been introduced in various countries. Development and testing tools of civil servants performance management is also carried out under federal programs of reforming Russian Civil Service.

In this article we propose one possible approach of organizing the process of planning, monitoring and assessing the performance of civil servants basing on the experience of countries with similar practices in public administration.

When we organize civil servants performance management in Russia it is important

to learn from the experience of countries that have already conducted such activities – to examine their achievements and mistakes. It is logical to assume that application of the experience of countries with similar features of public administration is the most eff ective way to arrange the process of planning, monitoring and assessing the performance of civil servants in Russia. Th is allows, to some extent, to predict the consequences of the introduction of various management techniques.

Analysis of seven major administrative models of governance was based on the study of the existing research. Putting together the process of assessing senior civil most typical elements of the evaluation process for each administrative model.

According the criteria used, the most similar administrative models for Russian public administration were defi ned. It allowed putting forward some proposals about the civil servants performance management in Russia. The study of the modern Russian practice of civil servants performance assessment in the federal and regional authorities confirmed the validity of the proposed criteria and evaluation methods.

Finally, the main stages of planning, monitoring and assessing the performance of senior civil servants, middle managers and ordinary servants were identified for the proposed evaluation process to be implemented.