Akulov Anatoliy O.

The most important aspect of the strategic management of the development of territories and regions is the assessment of the results of the implementation of the strategy. Currently, methodological approaches to assessing the implementation of the strategy are simplified. In this regard, it is necessary to develop methodological approaches that would allow for a more holistic determination of the results of the implementation of the strategy, taking into account the balance of regional development. The study used the balanced scorecard by R. Kaplan - D. Norton and statistical methods of dimensionality reduction in a situation of information redundancy (correlation analysis, factor analysis). An approach to assessing the results of the implementation of the regional development strategy was developed, in which the prospects for strategic development are first identified, and then the least informative indicators are excluded for each of them. In accordance with the target values of strategic indicators within the framework of different scenarios of strategic development, the real values can be assigned to the green, yellow or red zone. The application of this approach to the Kemerovo region - Kuzbass made it possible to identify four strategic perspectives: “Infrastructure” (creation of initial conditions for growth), “Economy”, “Quality of life” and “Ecology”. The perspectives “Economics” and “Quality of Life” in strategic planning documents are heavily overloaded (15-16 indicators), so a number of strategic indicators were excluded. Comparison of the real indicators of the strategic development of the Kemerovo Region - Kuzbass for 2019 with the target indicators within the inertial, target and optimistic scenarios made it possible to assess the results of the first year of the strategy implementation. The Infrastructure outlook indicators are in the green zone and in line with the target scenario, which indicates the orderly creation of conditions for economic growth. Most indicators of the outlook for “Economics” were in the red or yellow zones, mainly due to the unfavorable situation in the coal industry in 2019. As a result, it was not possible to achieve the full implementation of the goals related to the quality of life, especially demographic and income goals.

To develop strategic human capital management objectives of an industrial region on the basis of comparative inter-regional analysis. Methods. Modern concept of human capital and strategic management theory form the methodological basis of the paper. In the research the general scientific methods of induction, deduction, abstraction, structural and logical analysis, comparative analysis, and also economic-statistical methods (analysis of variance, ANOM), rating assessment method have been used. Results and practical importance. The expediency of the comparative interregional analysis as an essential tool in determining the strategic development goals is proved. Methodology for assessing human capital in terms of the industrial region conditions on the basis of the indicator approach is developed and specific assessment indicators are offered. The human capital development level of a typical industrial region Kemerovo region compared to other Siberian Federal District regions is identified. The imbalance of human capital development of an industrial region is justified. Inadequacy between the existing strategic objectives of socio-economic development of the region and the need to develop human capital is revealed. A system of human capital development objectives of the Kemerovo region in terms of economic modernization is developed. The obtained results can be used for development and adjustment of strategic planning documents of the Kemerovo region and other industrial regions. Scientific novelty. Methods of human capital assessment of an industrial region are offered, which unlike the existing ones focus on measuring the strategically important human capital characteristics, allowing for the key development trends identification. Organizational and methodological tools of strategic goal-setting for human capital development are elaborated, which unlike the existing approaches employ the results of the inter-regional comparative analysis, allowing for management system targeting at achieving a balanced development level of all human capital components.