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It had been established that the heads of institutions should form teams of workers of different generations with different expectations and methods of work in the context of reforming the public service. The periods of forming generations have been set on the basis of literary sources, such as: Generation X (the period up to 1980); Generation Y (from 1981 to 1996); and Generation Z (after 1997). The most important criteria which form the characteristics of public servants have been singled out, and common and distinctive traits of Generations X, Y, and Z have been systematized. The distribution of the number of public servants in Ukraine has been analyzed by gender, age and the category of position. Based on the use of correlation-regression analysis, the tendency of changes in the share of state servants of Ukraine by age category up to 2020 was investigated. This made it possible to confirm the suggested hypothesis of the dependence of the effective reform of the Ukrainian public service on the effective interaction and cooperation of all generations of public servants. The main requirements for a public institution in which the employees of the new generation will work have been systematized.

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It is important to determine the optimal level of administrative costs in order to achieve main targets of any enterprise, to perform definite tasks, to implement these tasks and not to worsen condition and motivation of the workers. Also it is essential to remember about strategic goals in the area of HR on the long run. Therefore, the main idea in using optimization model for assessing the effectiveness of management costs will be to find the minimum level of expenses within the given limits.

The object of this study is a technique to reduce the personnel risks of an organization operating in a developing country under difficult conditions in order to improve the efficiency of staff. The form of ownership of the organization is state-owned, the number of employees is 120 people. The duration of the period for assessing the effectiveness of staff work and monitoring the impact of personnel risks on the organization is 4 weeks. It has been established that the organization has an integrated personnel risk management system. It enables fulfilling an average of 74 % of tasks and is not effective. Given this, an integrated personnel risk management system was developed based on the European approach. For this purpose, using technology transfer, information was obtained on the functioning of an effective personnel risk management system. After that, it was improved taking into consideration the peculiarities of the functioning of the organization when performing tasks. In addition, hard- and soft-skills of personnel were taken into consideration, thus, the complex effect of factors increasing the organization's resilience to personnel risks was taken into account. To implement the personnel risk management system in the organization's activities, a road-map was developed. Duration of implementation – 3 weeks. To assess the effectiveness of an integrated system for combating personnel risks, a comparative method was used for the qualitative and quantitative effectiveness of the tasks of 4 teams of the organization. Two of them worked according to the standard personnel risk management system, and 2 – according to the implemented one. The comparison was performed with the available data on the effectiveness of identical tasks for a period of 4 weeks. It has been established that the implemented comprehensive risk management system is effective, as it provides 100 % fulfillment of tasks under difficult conditions. The developed system can be used to improve the effectiveness of the tasks set for organizations in developing countries.