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What is the personnel reserve of the enterprise. How to create the best pool of specialists in the company

In modern domestic entrepreneurial activity in relation to staffing, a trend resembling a vicious circle has developed. On the one hand, the demand of applicants is clearly greater than the number of acceptable vacancies. On the other hand, mid-level management is experiencing a real "staff shortage", and there are not enough truly qualified specialists.

The problem is also that, having “outgrown” their personnel ceiling and not being able to grow, a useful employee is likely to quit, because he does not receive proper self-realization. And money has ceased to be the only incentive to linger in an otherwise unprofitable workplace.

A way out of this circle may be the formation of a personnel reserve. Consider what this can give the business owner, where to start and how to organize this process in the enterprise.

Personnel reserve - a tool for personnel management

personnel reserve it is customary to name a certain number of ordinary employees who will potentially be able, if necessary, to take leadership positions due to preliminary selection and special qualified training.

IMPORTANT! All employees who make up the management reserve must comply with qualification requirements provided for leadership positions.

Who can serve as a source of personnel reserve:

leading experts;
promising young employees;
employees who have successfully completed a special training;
persons holding positions of leaders of smaller structural divisions;
employees and management of subsidiaries.

NOTE! Depending on the industry affiliation of the business, prepare the right shots can be from almost any category of workers. For example, it is far from uncommon for a simple worker who has gradually “grown up” to a shift supervisor or a senior foreman.

Functions of the personnel reserve

The formation of a “gold reserve” of employees will help solve the following management tasks:

reduce staff turnover;
ensure continuity in the transfer of the reins of government;
increasing the motivation of employees of all categories;
strengthening corporate culture;
financial and time savings in the search, selection, adaptation and training of personnel for key positions;
increasing the sense of responsibility and loyalty of employees;
general stabilization of the personnel situation.

Principles of creating a personnel reserve

When starting to organize a personnel reserve at an enterprise, it is worth being guided by the following principles that determine the effectiveness of this process:

Need. The need to create a reserve of personnel should really be relevant for this organization.
Qualification Compliance. A candidate for "reservists" for a certain position must be suitable for this according to the main characteristics of this qualification.
Justification of expectations. An employee selected for the reserve should be promising in terms of the main defining indicators:
- age
- received education;
- current qualification;
- seniority;
- moving up the career ladder;
- focus on improvement and growth, etc.
Transparency. The creation of the reserve must be public. Information about staffing needs and candidates should be open.
Competitive fight. In order to select the best and stimulate reasonable competition, and hence the desire for improvement, for each vacant position, not one, but 2-3 "reservists" should be provided.
Initiative. All participants in the process should be active, especially those responsible for the selection of candidates for the reserve.

What needs to be clarified before the formation of the reserve

Before you start the process of creating or updating a stock of employees for key positions, you need to clearly define its future logic. To do this, it is necessary to conduct a preliminary analysis of the personnel situation in the enterprise. Close attention will need to be paid to the following factors:

analysis of the overall business strategy: for example, the development of new types of products or new sales markets require a different staff training than increasing production volumes in a stable assortment;
with a strong “turnover”, it is important to establish its true cause, identify the most “sharp” positions, determine the approximate features of employees who do not hold on to them and outline a “portrait” of optimally suitable ones;
solution of the main personnel problems before you begin to eliminate the "gaps" with the help of the reserve.

Algorithm for preparing a personnel reserve at the enterprise

The complex process of forming a reserve of personnel takes place in several stages.

Step 1 "Who do we need?" Preparation for the start of work on the formation of a personnel reserve:

analysis of the real need for a personnel reserve;
forecast of personnel dynamics of the management apparatus;
determination of the staffing of key positions;
drawing up a list of positions that need to be replenished or a reserve created.

Step 2 "Who will suit us?" Compilation of a list of prospective "reservists":

selection of suitable candidates according to established criteria (age, length of service, prospects, etc.);
drawing up a list in the form of potential candidates for certain managerial positions that involve a reserve;
verification of candidates included in the list: psychodiagnostics, conversations, interviews, business games etc.;
clarification of the list, deletion of those who did not pass the selection;
natural screening: exemption from candidates who, for whatever reason, do not want to fall into the reserve;
the final wording of the list according to the scheme: a position in need of a personnel reserve - two or three candidates for its future replacement;
specification of the list: which of the candidates will need specialized training, how best to organize it, how to control the result, etc.

FOR YOUR INFORMATION! In large organizations, this list must be approved by senior management, that is, endorsed by the CEO.

Step 3 "Growing". Preparation and training of "reservists" in accordance with the requirements of the projected position, the choice of the optimal methodology and its practical application:

individual training supervised by the current leader;
an internship in a proposed future position in one's own or another organization;
receiving special education at retraining courses or at a specialized educational institution;
Internship.

Professional training of personnel reservists

Having decided on the list of personnel needs and candidates, it is necessary to start working on their specialized training. This requires a special plan.

The candidate training program can be of different levels of coverage:

general- provides for basic training in leadership skills, replenishment and updating of theoretical foundations;
special- is created separately for each field of activity into which candidates are divided;
individual- the most time-consuming, but the most effective, as it is designed for each specific specialist, taking into account his personal characteristics, the existing knowledge and skills base, as well as the proposed future position.

IMPORTANT! The training program is accepted and approved by the administration of the enterprise.

As part of individualized training for the candidate, the following forms of work can be organized:

refresher courses;
obtaining additional education, including, if necessary, higher education;
lectures, talks, seminars, other educational events;
participation in trainings;
professional internship.

Terms of personnel reserve preparation

The terms for preparing a reservist may be provided for by the program approved by the enterprise, but may vary depending on the individual situation. So, for example, a situation may arise that at the end of the training of the reservist, the proposed position is not vacated, in which case it is possible to introduce a vacancy for a deputy and train a trained employee in it. If, after completing the training, the position appeared, but the candidate turned out to be unprepared, you can extend the training or take another candidate from the reserve. Appropriateness is determined on a case-by-case basis.

The next stage is the selection to the personnel reserve (search and evaluation of candidates). This stage includes: formation of a list of candidates for the reserve; creation of a reserve for specific positions.

At the stage of formation of the reserve list, the following tasks are solved:

Evaluation of candidates;

Comparison of the set of qualities of the candidate and those requirements that are necessary for the reserved position;

Comparison of candidates for one position and selection of a more appropriate one for work in the reserved position.

It should be determined which of the candidates on the reserve lists should be trained; what form of training to apply to each candidate, taking into account his individual characteristics and prospects for use in a leadership position.

Nomination of candidates for the reserve is carried out in at least 3 ways:

1. Nomination of an employee by his immediate supervisor;

2. Nomination of an employee by a higher manager;

3. Self-promotion of an employee.

Staff members who have been nominated for reserve placement are subject to a standardized selection process designed to identify the staff member's managerial potential and readiness for the training program.

The selection should be carried out in 2 stages:

1) Pre-selection - formal compliance of the candidate with the requirements for enrollment in the personnel reserve, for example, using the following criteria (Table 1.2).

2) The main selection - assessment of managerial potential (professional and business qualities) is carried out in accordance with the compiled position profile for each position.

For example, the assessment of the following competencies:

Business understanding;

Planning and organization skills;

Ability to analyze information and make informed decisions;

Leadership qualities, ability to build relationships;

Commitment to results and responsibility;

Openness to new things and the desire for development.

Table 1.2 Selection criteria for enrollment in the personnel reserve

Selection criteria	Eligibility criteria
Reserve Candidate Age	For all: at least 25 years old. For women: no more than 50 years. For men: no more than 55 years.
Work experience at the enterprise	At least 3 years. Compliant / non-compliant
Availability of targeted positions at the enterprise for which a personnel reserve is required (from the employee's business line)
Absence disciplinary action for the time of work (during the last 3 years of work in the organization)
Employee performance for the period (previous + current year)	Efficiency is high/growth?t; Performance is average; Performance is low/falling. Professional achievements: yes/no.

The formation of the reserve is carried out on the basis of the conclusions attestation commissions based on an objective comprehensive assessment of information about business and personal qualities ah candidates for leadership positions based on the analysis of concrete results professional activity specialists achieved at various stages of their work in the management system.

Particular attention is paid to the level of professional and general educational training, organizational and analytical skills, a sense of responsibility for the results of work, dedication, the ability to justify and make independent responsible decisions.

The most significant factors and criteria to be taken into account when forming the qualities of a manager in a reserved position are:

Labor motivation - interest in professional problems and creative work, the desire to broaden one's horizons, orientation to the future, success and achievements, readiness for social conflicts in the interests of workers and business, for reasonable risk;

Professionalism and competence - educational and age qualifications, work experience, level of professional readiness, independence in decision-making and the ability to implement them, the ability to negotiate, argue one's position, defend it, etc.;

Personal qualities and potential opportunities - high degree intelligence, attentiveness, flexibility, accessibility, authority, tact, sociability, organizational inclinations, neuropsychic and emotional stability, motor characteristics, etc. When nominating to the reserve, practical methods are also used: appointment of a candidate as the head of a team performing a temporary task; replacement of the absent head for the period of his business trip, illness, vacation; internship, understudy, etc.

The methods for selecting candidates for the reserve are schematically shown in Figure 1.3.

Figure 1.3 - Classification of methods for selecting candidates for the personnel reserve

The following methods are most widely used:

Biographical, or method of studying the documents of an employee;

Obtaining arbitrary oral and written testimonials, or "interviews";

Generalization of independent expert opinions;

Psychological testing and employee self-assessment.

Let's consider them in more detail.

The biographical method consists in studying the objective indicators of the employee's personality according to his documents. It allows you to get data related to the movement of an employee through positions and professions, with his education, qualifications and other indicators. However, this method gives an incomplete picture of the data; it does not allow obtaining sufficient information about the level of development of personal and business properties and qualities of an employee.

The “interview” method allows expanding the system of indicators obtained, however, in this case, the data about the employee will not be objective, but refracted, taking into account the attitude of people who provide the necessary information. This makes it difficult to form an idea about the employee from an objective standpoint. The method of "interview" is used as the main one in the practice of the activities of personnel workers in the selection of candidates for the reserve for promotion.

In the process of selecting candidates, representatives of the HR department conduct lengthy conversations with employees of various levels according to a predetermined scenario. The main objective of such interviews is to obtain more information about the employee being studied from various points of view and according to different directions his activities.

IN Lately methods of generalization of independent judgments, or independent expert opinions, are widely used. As experts, employees of the enterprise are involved, who know the employee under study well in terms of joint work and having independent judgment. Their survey is carried out according to a specially designed questionnaire, and the information received, after appropriate processing, is used as additional source to make a decision on individual work, professional promotion of an employee, etc.

And finally, to get objective information about the capabilities and abilities of an employee, methods of psychological testing are often used, during which his personal and business characteristics are studied. The use of such methods requires special preliminary training of workers carrying out testing and workers undergoing it. This work is carried out by specialists - psychologists or sociologists.

When forming a reserve, it is necessary to determine the basic positions for each category of managers, as well as the sources of staffing the reserve for promotion. For example, to fill the position of the head of the section, the base position is the position of the foreman, the head of the workshop is the position of the head of the section, etc., and the source of the personnel reserve can be:

Schools of personnel reserve with the involvement of all young workers and employees;

Young professionals who have proven themselves in practical work as supervisor trainees;

Deputy leaders of various ranks;

Working enterprises (organizations) graduating from higher and secondary educational establishments without interrupting production.

As a result of this stage, the final list of candidates for enrollment in the personnel reserve is formed.

Thus, the procedure for making an informed decision on the promotion of an employee to a managerial position from the reserve should provide for:

The presence of several candidates for this position;

Evaluated professionally necessary qualities candidates and their compliance with the requirements of the position;

Comparative analysis of the assessments of the qualities of candidates to select the most worthy.

Russian business "war for talent" prefers to lead by finding and attracting qualified specialists from the labor market. Investments in recruitment, development of an HR brand in some companies prevail over the costs of retaining and developing existing staff. If in a situation economic growth competition for talented employees was determined by the size of the proposed compensation package, but now, the ability to “outbid” personnel from competitors has been significantly reduced. It is becoming more and more difficult to close vacancies: against the backdrop of a declining working-age population, the proportion of qualified specialists who classify themselves as “self-employed” or “freelancers” is growing. The day is near when "raids" and "battles" for talents will move from the labor market to the rear, to the territory of the enterprise itself. Then the business will need an internal system for training and developing employees. Buying and installing it as a production module will not work: it takes time to create it. To be ready for future challenges, companies need to start building such a system now.

Targeted training of highly effective leaders, knowing the features the work of the organization that share the values and corporate culture of the company is a necessary condition for the functioning of a modern organization.

Though personnel reserve only one of the elements talent management cycle, it performs several important HR functions at once. The presence of a personnel reserve at the enterprise not only reduces personnel risks, contributes to the smooth functioning of the company and business development in the face of a shortage of personnel in the labor market, but also increases the loyalty, involvement and level of motivation of personnel.

The formation of a personnel reserve begins with the definition of a list of key positions. Key positions are positions that have a special impact business results companies. The employee holding this position has a number of valuable competencies and has a significant impact on the achievement of the company's goals. As a rule, it is difficult or impossible for such an employee to find a replacement in the labor market in a short time.

Inclusion in the personnel reserve for such positions implies that candidates have certain personal qualities and adherence to a formal procedure. Personnel reserve- these are employees with high potential, who have the necessary business qualities and competencies, who have undergone the necessary professional training and are able to take a position in a key position in the short term.

The personnel reserve is also called talent pool or Talent Pool. Create talent pools to stay ahead of the need for skilled workers in line with projected rotation and enterprise strategic plans. The personnel reserve acts as an HR pipeline, as it implies the advance training of specialists who best meet the needs of the enterprise.

Optimally, if 80% of vacancies are closed due to the promotion and rotation of the personnel reserve within the organization and 20% - by attracting new employees from the labor market. This ratio allows you to save corporate values and knowledge, and at the same time, provides an "infusion" of fresh knowledge and renewal of the team.

Thanks to new technologies, the creation of a talent pool requires significantly fewer resources. This work consists of identifying high-potential employees, assessing their strengths and weaknesses, as well as the necessary competencies to occupy a key position. The talent pool is part of the company's HR strategy in the field of talent management, which is implemented by a sequence of steps:

Thus, the talent pool is one of the elements of the "talent management" strategy in the company, which is a projection of the overall business strategy.

STEPS TO FORMATION OF THE PERSONNEL RESERVE

1. Identification of key positions for the reserve

Principles for the allocation of key positions:

position criticality - high impact on business results;

it is difficult to find a candidate with the right set of competencies on the labor market, and it takes a lot of time to train an employee from among the internal reservists;

In order to identify which positions may become vacant in the near future, it is necessary to conduct an analysis in several areas:

assess the staffing of the structural divisions of the company in order to avoid vacancies in managerial positions;

analyze risks for employees in key positions (pre-retirement age, low loyalty, mismatch of the competency model, etc.);

take into account the company's plans to expand the business in terms of creating new divisions and positions;

It is necessary to determine the optimal number of reservists for each position, taking into account the risk of dropping out, dismissal of the reservist, etc. Usually it is 2-3 people per position.

2. Development of a profile of key positions (competency model for the position)

Compiling a job profile is the first step in selecting the right candidate. Job profile includes:

detailed description of the functionality and key indicators efficiency;

corporate competencies (general for the company);

professional competencies and necessary skills;

behavioral characteristics and personal competencies (due to the specifics of this position);

formal and special requirements.

The development of the profile, along with the HR specialist, should involve heads of departments and specialists in a specific area, since this model will be used both for candidates in hiring, and for assessing existing personnel, development planning and the formation of career plans.

The use of job profiles (competency models) in personnel management contributes to the fact that the personnel placement will be carried out in accordance with the professional and personal qualities of employees, and as a result, this will positively affect the growth of business results.

3. Personnel assessment and selection of reservists

When carrying out the personnel assessment procedure for selecting candidates for the personnel reserve, the criterion, as a rule, is the presence and manifestation of the necessary basic corporate competencies (for example: leadership, result-oriented, customer-oriented, etc.). The assessment of employees is also carried out in order to identify their potential, existing competencies and skills, as well as to determine their readiness to develop and undergo a training program.

This technique allows you to evaluate the effectiveness of the candidate.

Procedure performance appraisal based on the method of target management. It involves tracking the results of the goals/tasks set and achieved, the fulfillment of quantitative indicators, with comments from the manager or expert. Based on the matrix of employee indicators, the personal performance coefficient is calculated.

Potential (from the Latin potentia - strength, power, possibility) is a set of human characteristics, his internal reserves, which predict his success in solving new professional problems.

An employee with high potential, or a talented employee, constantly demonstrates high performance and shows readiness for development and training, and, accordingly, potentially is an employee of the personnel reserve.

In management practice, there are a sufficient number of methods for assessing the potential of employees. Assessment centers, aptitude tests, surveys and interviews, IQ tests, personality tests, managerial assessment, 360 degree method. For an objective result, it is possible to use several methods.

Along with this, a good way to identify the potential of an employee is to observe him and evaluate his qualities in an appropriate production environment and at a new workplace. This refers to the rotation of candidates by departments of the company, temporary substitution, which allows assessing the ability to specific types of work. For the same purposes, a short-term connection of the assessed employee to work in an innovative project group is practiced.

At the end of the personnel assessment procedure, methods can be used to nominate candidates for the reserve employee rating based on one or more criteria, which will simplify the final decision on the approval of the list of reservists. The universal criteria will be the “performance” of the employee and his “development potential”. This will help to identify those employees who will grow and be able to become a successor.

Thus, the concepts of "potential", "competence" and "talent" are moving into the area of measurable values. In the presence of an automated tool, it becomes possible to fully manage the process of identifying and developing talents.

Automation of personnel assessment and talent pool management

4. Training of reservists

The stage includes the development of individual training plans for each employee, taking into account insufficiently developed skills and competencies in accordance with the profile of a key position.

The general program may include the preparation of universal (corporate) competencies that are important for any position. Forms of preparation can be any: in the form of seminars, master classes, trainings, etc.

Individual development plan should be aimed at the development of the reservist, taking into account his characteristics, weak and strong qualities, and the requirements of the target position. Forms of preparation:

gaining work experience;

assignment of new work tasks aimed at the development of the employee;

participation in development projects;

work with the mentor;

temporary substitutions by a reservist for a higher manager, etc.

During this stage, it is important to monitor the effectiveness of training and timely adjustment of the program. Develop your talented employees so that their potential can be used in accordance with the needs of your business.

Typically, the training program is designed for a year.

5. Evaluation of results

To determine the degree of readiness of the reservist for appointment to new position further evaluation is needed. Such an assessment should be carried out in a complex:

evaluation of production results of each reservist;

change in professional and managerial competencies in comparison with indicators during selection;

project work results.

Based on the results of the assessment, a decision is made who remains in the personnel reserve and should be encouraged, and who leaves. Such an assessment can be carried out as part of the regular assessment of personnel, which is carried out at the stage of inclusion in the personnel reserve.

6. Further work with the talent pool (talent pool)

If there are targeted vacancies:

consideration of candidates from successful reservists;

measures for the entry of an employee into a new position.

With no vacancies it is necessary to assess personnel risks and take a set of measures to retain reservists. The fact of successful completion of training and the inability to apply the increased potential in the previous position can reduce motivation and cause an employee who has spent so many resources to leave the company.

Retention Methods:

assignment of the management of any project;

allowance for wages;

provision of additional benefits;

appointment as a mentor for less experienced employees;

temporary performance of the duties of the head, during his absence, for example.

A fairly strong form of retaining reservists can be employee training and development programs that the company can offer, including inclusion in the personnel reserve for other key positions.

Management support, meetings in an informal setting to discuss current and strategic tasks also have a motivating effect.

Work with the personnel reserve affects the entire company. Automation of the processes described above makes it possible to make it regular, transparent, easily controlled and low-cost. Automated system "TopFactor: Talent Management" based on 1C allows you to:

expanding the area of responsibility of the employee, his functional duties and the level of decision-making;

management of the personnel reserve of the enterprise;

identifying high-performing employees;

formation of succession plans;

advanced training of employees of the enterprise through individual development plans.

High-potential, talented employees are the key to market success. The task of business leaders is not only to identify such employees, create conditions for unlocking their potential, but also to include them in the process of training newcomers.

The effectiveness of an employee, his motivation, involvement and loyalty is ultimately determined by the conditions that the company creates for him. The driving motives for such people are the desire for professional development and self-realization, the fulfillment of complex tasks and independence in decision-making. This can only be achieved through coordinated talent management, which is necessary condition implementation of strategic goals for any enterprise.

In the conditions of fierce competition in the business sphere, the one who has a powerful managerial resource always wins. Truly talented leaders can make sound management decisions and develop innovative strategic plans. Management staff deserves special attention within the framework of the organization's human resource. Therefore, it is important to form a personnel reserve and work with it.

When is it necessary to form a personnel reserve

The personnel reserve should be formed not only because of the current movement of personnel, but also in connection with the need to follow the organization's development strategy, because when planning a business, the manager determines the list and amount of resources necessary to achieve strategic goals. And in this case, human resources, namely specialists and managers who are ready and able to perform important tasks for the company, play a decisive role.

A group of employees of the organization who have achieved positive results in their professional activities and were selected to a special team based on the results of an assessment of knowledge, skills, business and personal qualities, is a personnel reserve. Positions for which a personnel reserve is being created are mainly managerial. Once trained, members of this group may be promoted to any leadership position as the need arises.

The formation of a personnel reserve is relevant most often in cases where:

The development of the company is successful and fast. New areas of work are opening up and there is an urgent need for new competent leaders who are able to lead them.
There are difficulties in attracting external top managers due to the complex specifics of the organization's activities, in which new managers must already have a certain set of starting knowledge.
The organization wants to retain young professionals who demonstrate high results in their work and strive for professional development in this organization.
The company needs to create a strong management team, whose representatives will know and understand all the technology of work, be aware of the specifics of a particular business environment, and be able to quickly and efficiently solve the tasks.

6 rules for effective work of the personnel reserve

What needs to be done in order for the personnel reserve system to work effectively, the editors of the General Director magazine told.

For what purposes is a personnel reserve created in an organization?

1. Achievement of the strategic goals of the company. Main strategic goals any organization is:

receiving profit from the main activity;
gaining a leading position in the market;
formation of a positive image.

It is impossible to solve these problems without a good team of top managers and highly qualified specialists. Therefore, the purpose of the personnel reserve, in turn, is to achieve the strategic missions described above in the shortest possible time.

2. Increasing the level of readiness of the company's personnel for organizational changes. Any company regularly undergoes changes in the organizational plan. It is simply necessary to train and retrain personnel to form a personnel reserve in such conditions. To increase the loyalty of employees to changes of various kinds, training of an additional plan can be organized, it is also possible to expand the area of responsibility, and so on.

3. Ensuring continuity in management. In order to ensure continuity within the management, it is necessary to prepare the “reservist” well, in addition, he must initially perform his duties in the presence of the reserved employee, and only then fully replace the employee in his absence. A large number of large Russian companies face a specific problem: key management personnel are at a deep retirement age and, in the absence of an appropriate replacement, continue to perform their duties. This situation is especially critical in the field of engineering, energy, and design work. The problem is aggravated by the fact that these employees are carriers of unique information, and when they suddenly leave, and the personnel reserve is not formed, production can suffer irreparable losses.

4. Increasing the motivation of company employees. Any organization that develops dynamically enough can offer its specialists the opportunity for professional growth. It is this movement up the career ladder that is the main motivating factor for employees. Thanks to the created personnel reserve, this movement can be made more manageable and planned. The process of moving and appointing any employee should be as transparent as possible so that employees have the opportunity to set themselves specific purpose and identify ways to achieve it.

5. Improving the financial position of the company. This goal can be achieved due to the constant composition of employees, high motivation of each employee individually and all personnel as a whole, regular professional training and high labor productivity. It is no secret that the dismissal of, for example, a sales manager can lead to the loss of several customers at once, which, in turn, negatively affects the overall image of the organization and the business processes themselves. At the same time, the search for employees through recruitment agencies in emergency mode leads to significant financial and time losses. In this regard, it is extremely important to have a personnel reserve.

Types of personnel reserve

It is customary to distinguish between two types of personnel reserve.

External talent pool. This type of personnel reserve, as a rule, is the base of the resumes of those specialists who are suitable for the organization according to the requirements put forward to employees and who can be invited for an interview when a suitable vacancy becomes available. A serious disadvantage of this type of personnel reserve is the rapid obsolescence of information in databases, because potential employees could already find a job or change their city of residence, or maybe even change their direction of activity. This data will be valuable only when they work on collecting information for a long time, constantly updating the contents of the reserve. It is most optimal to maintain such databases for the selection of rare expensive specialists.

In rare cases, an external may be a group of specialists who are periodically involved in solving certain problems within the framework of the organization's projects. In the future, they may be invited to permanent employment.

Internal personnel reserve. This type of personnel reserve is a group of employees of the organization who have a high potential to occupy managerial positions and are capable of rapid development.

The types of personnel reserve described above also have their subspecies, for example, operational and prospective.

The internal operational talent pool for senior positions consists of employees who are already deputy managers or top managers and can start working without additional training.

The prospective talent pool consists of employees who have the potential to perform their duties but need additional training. After advanced training, such workers can fill available vacancies.

How to start the formation of the personnel reserve of the organization

The training of the personnel reserve should be carried out systematically and accompanied by systematic work. First of all, it is necessary to analyze the problems existing in the organization regarding personnel management (to assess staff turnover, conduct socio-psychological research of personnel, and so on). The assessment will allow you to identify not only the formal staff turnover, but also determine the list of problematic positions, as well as draw up a socio-psychological portrait of the employee leaving. Such data, in turn, will make it possible to determine the causes of the current situation and outline priority tasks, as well as ways to solve them.

Sometimes it is worth inviting external experts in the field of personnel management. Often this allows you to look at many pressing problems from the outside or change the strategy of personnel work. It is thanks to a detailed and qualitative analysis of problem areas within the framework of personnel management that it will be possible to create the personnel reserve that will meet the tasks of the organization at the moment.

It is customary to allocate two models of personnel reserve formation.

Make a forecast of the proposed changes in the organizational structure. In this case, the reserve is formed in accordance with the need to fill vacant positions for a certain period of time (usually 1-3 years).
Determine the key needs of positions in the organization and create a reserve for all senior specialists, regardless of whether they are planned to be replaced.

When choosing a model, it is worth relying on priority tasks, as well as financial and time resources. If you choose the first option, the process will be less costly and more efficient in terms of implementation time, and if you choose the second option, it will be more reliable and holistic. At the same time, the second model also involves forecasting probable changes. This procedure can be carried out as one of the stages in the process of forming a personnel reserve.

What are the criteria for selecting a personnel reserve

Typically, selection to the personnel reserve is carried out according to the following criteria:

Age. The optimal age of employees included in the personnel reserve to replace middle managers is 25-35 years. This circumstance is due to the fact that it is at this age that an employee most often thinks about self-realization and builds long-term career plans. In this case, joining the personnel reserve will be a good motivation for professional growth. At the same time, the personnel reserve for the replacement of senior managers should be formed from employees aged 45 years and over.
Education. This criterion reflects the likely level and professional orientation of the candidate's education. To replace a middle manager, it is recommended to form a personnel reserve of people with higher vocational education. For the position of senior manager should be considered specialists with higher education in management, economics or finance.
Experience in a company in a basic position. Most companies include in the personnel reserve only those candidates who have some experience in this organization. Other enterprises focus only on professionalism, regardless of where the candidate's work experience was obtained. This criterion reflects the basic principles of the corporate culture of the organization and must comply with the standards adopted in it.
Results of professional activity. "Reservist" must be a valuable employee and have a track record of stable professional results and achievements. Otherwise, including him in the personnel reserve will be the wrong decision, since it will be purely formal.
The desire of the candidate for self-improvement. This criterion is very important in the selection of participants in the personnel reserve. If a candidate has no desire to develop, and he is limited from a professional point of view, then this will prevent him from being included in the reserve even if he fully meets the basic requirements of the position that this specialist could fill.

The criteria listed above is not the whole list. This or that company can supplement or reduce it, based on the tasks that need to be solved thanks to the personnel reserve. When the basic selection criteria are determined, and the list of positions is compiled, you can proceed directly to the formation of a personnel reserve, having previously determined the procedure for this procedure.

Creation of a personnel reserve: 4 stages

Stage 1.Determining the need for a reserve.

Before proceeding with the formation of a personnel reserve, it is necessary to clearly determine the degree of its need. To do this, it is necessary to analyze the prospects for the development of the organization, allocate the resources necessary for replacement, and also work out the issue of improving the process of promoting employees up the career ladder without including them in the reserve. Then you should determine the rate at which positions are vacated, and understand how many personnel are currently available for replacement. After the need for a personnel reserve is identified, it is necessary to analyze the degree of saturation of the reserve for specific positions, the level and rate of replacement of these places. At the same time, all possible prospects for a certain period (for the next 3, 5, 7 years) should be taken into account. When identifying the nature and size of the talent pool, it is important to take into account those basic positions that the company cannot do without, as well as places that will be filled only in the event of force majeure.

Stage 2.Formation of the reserve list.

The second step is to determine target audience potential candidates for a position in the personnel reserve and compile a list of these candidates in accordance with specific positions. In addition, for each position, you need to draw up a detailed list of criteria that the candidate must meet. After you determine how candidates currently meet the previously selected criteria, you can create an individual training schedule for each employee who is part of the talent pool. During the selection of employees, it is worth paying attention to information about personal characteristics, professional competence and career plans. You also need to take into account the potential of the candidate and his main motives regarding work activities.

Stage 3.Coordination of the reserve plan with its direct participants.

The next step is direct communication with candidates for positions. The plan for the formation of a personnel reserve should be clear both for the managers themselves and for the candidates, so that representatives of both parties can assess the prospects and risks. After agreeing and making the necessary changes, a final list of reservists is compiled.

Stage 4.Preparation of candidates.

Training of the personnel reserve is carried out in several ways:

internship under the supervision of a senior employee;
internship at the planned position, but in another enterprise;
university education, courses.

The final method is determined based on the goals. The training program for employees who are part of the personnel reserve most often consists of:

general theoretical training;
individual practice;
exercises for the social and psychological adaptation of the worker.

How is inclusion in the personnel reserve and exclusion from it

Employees of the company can be included in the personnel reserve in the following ways:

due to the consideration of an application from a candidate for inclusion;
thanks to the recommendation of the boss (self-nomination);
through nomination based on the results of the annual evaluation procedures, including additional evaluation activities.

At the time of enrollment in the personnel reserve, each applicant must have the results of the assessment in accordance with the Regulation "On Personnel Assessment", while they must be fresh (not older than 12 months from the date of filing the application for inclusion). If this assessment has not been carried out or is outdated at the time of the application from the candidate, then the procedure should be repeated before the employee is enrolled in the reserve. The implementation of such evaluation procedures is necessary to ensure the appointment of candidates who are ready for this, taking into account their individual characteristics, weaknesses and strengths personality.

In order to exclude a company employee from the personnel reserve, there must be some reason. It can be a one-time or repeated non-fulfillment of official tasks, passing the evaluation procedure at an unsatisfactory level, regular non-fulfillment of the development plan that was drawn up for the candidate.

The individual development plan of the applicant must be agreed with the head of the personnel training department and includes those activities that are focused on development professional competencies employee and his personality.

3 main principles on which work with a personnel reserve is based

Publicity. Any information that contains information about the personnel reserve, the methods of its formation and the employees included in it, should be available to all employees of the organization. Only with this approach, the personnel reserve system will be created and will be able to function normally, increasing the motivation and loyalty of the staff.

Competition. The principle of competition implies the presence of several candidates for one leadership position.

Activity. In order to successfully form a personnel reserve, all persons involved in this process must be as interested, proactive and active as possible. This is especially true for line managers responsible for nominating candidates for the personnel reserve.

Training and development of the company's personnel reserve

Based on the results of evaluations of candidates for inclusion in the personnel reserve, a development schedule should be drawn up, which was mentioned above. Such a document is developed by the employees of the personnel department and approved by the head of the organization's personnel service. In addition, this document must be agreed with the head of the personnel training and development department and with the immediate supervisor of the reservist.

Planned activities may include:

rotation in the horizontal direction;
mentoring system;
various internships, trainings and diverse seminars;
work in the project teams etc.

It is worth dwelling in more detail on such events:

self-learning. This process takes place in full accordance with the developed development plan, for this purpose such self-learning tools are used as:

professional literature;
external webinars;
various videos;
materials from the fund of the corporate electronic library.

Seminars and trainings usually carried out according to general schedule staff development. Such a document, as a rule, is drawn up for a calendar year. If necessary, special training can be added, which includes not only internal training programs, but also training courses from external suppliers.

Rotations in the horizontal direction allow:

expand the candidate's professional horizons;
acquire new experience, knowledge and skills, as well as improve the skills of the candidate, department and organization as a whole.

The period of stay of the reservist in a new place as a result of horizontal rotation is determined by the matrix of requirements that apply to the position being replaced.

Internship implies the acquisition of work experience or advanced training in the chosen field of activity. The duration of this process is reflected in the individual development plan and depends on the goal pursued.

Mentoring system involves a process that is regulated by a special Regulation. At the same time, the mentor is selected on the basis of an individual development plan for the employee, approved by the curator of the personnel reserve system.

Only those reservists who are listed as part of the operational personnel reserve can temporarily replace the main head. At the same time, representatives of not only the operational reserve, but also the strategic internal reserve, can participate in the work of project teams, if the personnel committee decides so.

Managing the talent pool without mistakes: 7 mistakes of managers

Mistake 1.Everyone is equal. Most managers believe that it is necessary to treat all employees equally. In connection with such an attitude, the very idea of forming a reserve seems to them wrong and unworthy of attention. Such managers spend not only time, but also money, until they recognize that there are both more and less valuable specialists for the company. At the same time, more valuable employees deserve more attention from management. Only after realizing that it is quite natural and even correct to single out the best, it becomes possible to form the most effective personnel reserve.

Error 2.Situation. Sometimes it happens that the personnel reserve in the organization is formed by "raids", as the appropriate mood appears among the company's leaders, as well as as the accumulation of money and time resources. With such an approach, it is inappropriate to talk about an effective personnel reserve. In order for the reserve to be useful, the process of its formation must be continuous.

Mistake 3.Reserve as a threat. Some middle managers have a negative view of the very idea of forming a personnel reserve, perceiving all candidates as a threat to themselves. To avoid this state of affairs, the person who is responsible for creating the reserve should bring to such leaders the full amount of information about their prospects.

Mistake 4.By protection. Often, managers form a talent pool of their favorites in the expectation that when they become managers, it will be easier to work with them. However, such views and actions greatly demotivate the rest of the company's employees, and sometimes even become the reason for their dismissal. To avoid such a situation, it is necessary to describe in detail the procedure for the formation of a personnel reserve and strictly adhere to it.

Mistake 5.Not by choice. When an employee is of interest to the manager as a future potential head of one of the departments, as a rule, there is a desire to include him in the personnel reserve. However, not all employees aspire to become top managers, and it is very important not to pressure or force even when a person has the necessary level of knowledge and professionalism. First of all, it is worth relying on the wishes of the employees themselves. You can try to find a compromise, but if this fails, it is better to just leave the subordinate alone.

Mistake 6.On your territory. When an employee who is part of the talent pool is a trainee for a further replacement of a managerial position, the current manager may try to withhold some important information from the reservist. Firstly, to protect your know-how, and secondly, so that the beginner does not notice mistakes in his work. It is unlikely that such an internship will be effective and useful. Most likely, it will reduce the motivation of the reservist. Therefore, it is very important that the person responsible for the formation of the reserve carefully monitors all processes and acts as an intermediary between the employee and his manager.

Mistake 7.Inflated reserve. The formation of a personnel reserve should be carried out taking into account the true need for certain specialists today and with an eye to the future. In this case, you should not follow the rule "the more the better." It is important to understand that if a reservist does not see real prospects for his growth and development within this company, then he will not be motivated to learn and master new knowledge.

IN modern society one of the main directions in the personnel management system is the preparation and organization of personnel reserves. This direction is very important in the organization. Personnel reserves are a key link and an important component in any personnel activities. At present, it is very important to carry out appropriate work to improve and ensure the reliability of the enterprise. What is this concept, what is its role in the principles and types, what is the management of the personnel reserve?

Disclosure of the essence of the concept

Personnel reserves - this is the formation of a certain composition of employees who have passed the preparatory selection (assessment) and have the required potential to perform their direct duties at a new place of work in deadlines. This measure is mainly used in commercial structures, while numerous state, socio-political and social institutions also create it to solve their own problems with the staff.

In other words, personnel reserves are certain potential employees of the company planned for transfer to the required positions.

Such a supply of candidates has a conditional structure. The personnel reserve (professional reserve) has the ability to be both internal and external. As for the internal reserve, it consists of the company's employees and is divided into operational and prospective. Operational - these are employees who are already replacing senior managers and are ready to take certain positions outside of any additional training activities. Promising - these are employees with great potential, but who need additional training measures. The formation of an external reserve has the ability to occur by definition of the management, i.e. on vacancies the enterprise will reasonably attract applicants from outside. In addition to this, the external reserve has the ability to be organized by force if the enterprise, for some reason, has a high indicator of employee volatility.

The formation of a personnel reserve helps to unlock the potential of personnel, and can also help in case of urgent need to close personnel "gaps". What specific professional reserve will be organized - external, internal or both at once - is decided by the head of the company.

Goals

The formation of a personnel reserve has the following goals:

Prevention of the likelihood of a crisis situation in cases of the departure of employees occupying primary positions.
Providing the enterprise with a pool of highly professional and productive employees who are ready to improve the business in accordance with the established strategy and culture.
Retention and motivation of professional leaders-managers.
Maintaining a positive employer reputation.
Reducing the costs of selecting and adapting a new employee.

Thus, the personnel reserve of the organization is of great importance both in the formation and in the further development of any education. Personnel reserves are the development and prospects of the entire enterprise.

Program of work

The formation of a personnel reserve as a system of targeted actions traditionally covers the following stages:

Determination of positions at risk is carried out with the help of specific measures, for example: consideration of the labor market in the area; estimates of the number of applicants for the occupation of vacant positions; analysis of the value of this position for the company; assessment of the current situation with the personnel at the site.
Formation of the position profile - establishes the level of development of the candidate's competencies so that he successfully copes with the tasks set before him. Traditionally, it is carried out and after parsing the data, a special profile is displayed, which the candidate for the vacancy must comply with.
Evaluation and further selection of applicants are carried out using certain characteristics of the employee's performance. In the majority of cases, data obtained through evaluation activities on the activities carried out and information selected by evaluating the potential, knowledge and other criteria that the candidate currently has are compared.
Organization of personal development plans - is carried out taking into account the existing needs and the company's strategy. This measure can help the reservist allocate short-term resources and understand how to achieve the set goal. The course of training is planned in such a way that, by participating in various seminars, completing difficult projects, internships, an employee enrolled in the personnel reserve is able to develop specifically the knowledge and skills that are necessary when moving to a new post.
Appointment to a new location.

Work with the personnel reserve can also be carried out according to special models that are developed by the enterprise itself or borrowed from more successful formation options.

Work technology

There are several sources of information:

an interview at the time of admission to the service, where the basic concept of the personnel reserve, the basics and the likely paths of career development is provided;
information leaflet of the company, which informs about vacancies, requirements for applicants, about how long the competition for the personnel reserve is scheduled;
personal counseling;
all divisions have a Regulation on the personnel reserve, available to all employees.

With regard to the Regulations, it should be explained in a little more detail, since it is precisely this important document the main directions of all activities are regulated.
The document pursues and achieves the goals that are competent placement and education, training personnel in case of replacement different levels in municipalities and other government entities. For this, the program provides system boost professional level of candidates for positions.

This act traditionally consists of the following sections:

General Provisions, Where Regulated Issues Are Specified The Regulation predetermines the main settings for working with a reserve of employees. It also provides an explanation of the main tasks of the system of work with a stock of employees, and in particular:
- what is a reserve of employees;
- the essence of the system of work with the reserve staff;
- what questions are resolved by the fact of the reserve of workers;
- why is it necessary to design a reserve of personnel;
- what are the sources of organizing a reserve of employees.
The order of education. This section establishes how and on the basis of what approach a reserve of employees is created in the organization.
Organization of direct activity.

The main tasks are envisaged:

Calculation of the reserve of employees.
Designation of applicants.
Evaluation of applicants.
Analysis of the results of the assessment of applicants for the reserve.
Organization of a reserve of employees and the establishment of a list by the company's management.
Creation and implementation of programs for the preparation of the reserve.
for employees: characteristics, reports on the implementation of instructions, expert pricing; analysis of the evaluation results. Results: negative assessment - exclusion from the reserve, additional preparedness will be required - personal training planning, positive assessment - the establishment of a decision on promotion to a higher post.

In addition to the main points, the Regulations can be supplemented by applications consisting of standards of documents required for compiling the employee's personal file, lists of the direct duties of the trainee and the internship manager, and other necessary additions.

When forming a reserve, the following criteria are provided:

Professional experience.
A professional characteristic from a particular boss, which includes an assessment of the results of activities, the quality of service, the level of skill and competence of the employee, outlines his actions at critical moments.
Recommendations of colleagues that characterize the communicative data of a person, the degree of authority among employees.
Various psychological testing with the aim of establishing possible abilities: organizational predispositions, neuropsychic and emotional stability, data for leadership, hidden probable potentials, stress resistance and others. The results of such studies most directly affect the definition of personal and professional qualities applicant for a place.

When selecting personnel, preference is given to the most significant groups of professionals. These groups include employees of various qualifications from management to ordinary workers. To establish the range of required reserve workers, there are a lot of different techniques.

Basic principles

The organization and development of the personnel reserve is based on the following provisions:

relevance - the need for filling positions must be valid;
compliance of candidates for the position and the type of reserve - in a particular position;
Highly promising candidate - requirements for highly professional development, compliance with the education of the intended position, age criteria, work experience in the industry of interest, career dynamism in a single, state of health.

Positive sides

In terms of merits, the benefits of working with a talent pool are obvious. Such events will always be necessary, and each organization should take into account this direction in the formation of their own management strategies.

Here are just some of the positive aspects of this direction:

financial benefit (no need to spend money on the selection and training of new specialists);
saving time (closing positions as soon as possible);
highly qualified staff (the employee is taken from his own ranks and taught according to his own retraining program);
assistance and promotion of own staff - employee value policy (it also acts as a motivational factor: employees do not want to leave the company, where clear opportunities for career growth are visible);
softer adaptation in the team (the employee does not change, but only his position in the service changes);
the specialist is practically “perfected” for the company, perfectly understands the policy and characteristic features of relations and quickly adapts to a new position;
prospects for stability and competitiveness of any enterprise;
increase productivity and effectiveness.

Youth reserve

MKR (Youth Personnel Reserve) is a functional system formation of knowledge, practice and experience among young people that are in demand in the labor market. For the accumulation of intellectual and practical skills, university students are given the opportunity to acquire knowledge and necessary skills through participation in trainings, master classes and other events. In particular, accumulate practical experience during internships in government agencies. authorities, banks, other important state and non-state structures.

Those who have shown mediocre abilities are included in the personnel reserve, created, for example, under the government of Moscow. The youth personnel reserve as a direction is very relevant and, of course, promising for both young professionals and employers. The possibility of passing practice and obtaining all the necessary knowledge during the internship period allows you to quickly get efficient and highly qualified specialists.

The concept of the state reserve

The State Personnel Reserve is a targeted training of a group of young promising people who are under the full patronage of the Administration and the President of the Russian Federation himself.

This direction is no less promising and also allows you to achieve effective results by forming a professional team of candidates. The list of required qualities and skills is determined individually and always depends on the vacancy and legislation.

Features of the reserve in the civil service

The personnel reserve is not formed on the basis of profile federal law, which was adopted in July 2007 for No. 79-FZ. This happens on the basis of democratic principles of appointment, to positions of people according to their practical and business qualities, merit in a particular leadership position.
In this case, the main thing is the timely creation of conditions for the professional growth of managerial personnel, an impartial assessment of performance, which is derived during attestation tests or passing specialized exams.

municipal reserve

The municipal personnel reserve in an ideal interpretation is a list individuals who meet the criteria presented to them in terms of intellectual, professional and practical level, which allows them to effectively fulfill their duties in the future. It also includes specialists who lost their jobs during or complete liquidation of the self-governing body. They have gained experience, and no one will lose valuable specialists.

The main priority areas for the formation of the reserve:

appointment of qualified professionals to positions, taking into account their professional merits and competence;
promotion of career advancement;
work to improve qualifications;
creation of a professional reserve and its effective implementation;
assessment of the results of the activities of municipal employees through certification;
the use of advanced technologies in the selection of employees upon admission.

The creation of such a reserve of personnel pursues the goals of a rational placement of personnel in vacant positions in mayor's offices, a constant rotation of talented people in the personnel register.

Government reserve features

No less significant direction. The personnel reserve of the government is made up of highly qualified specialists, creative, with a motivated civil position and other positive characteristics. All of them can work in the state administration apparatus in the regions in various positions or directly in the Government, holding the positions of heads of departments, sectors, and so on. If an official, for example, working on the periphery with the rank of regional governor, has shown extraordinary ability to implement social and economic projects, then, of course, he will be noticed in government circles. Most likely, his candidacy will be included in the personnel reserve and, if the need arises and the corresponding place is vacated, he will be appointed to a higher position.

Conclusion

Summing up, we can say with confidence that personnel reserves are the most powerful and highly effective tool in the entire personnel management system, which allows solving issues on the widest scale and pursuing policies at the proper level.

It's right and good organized work capable of producing relevant results. Personnel reserves are one of the strongest links in the organization and management of any structure or entity. No wonder they say that cadres decide everything. Work with the personnel reserve is primarily focused on the needs of the company, the needs of management and employees and the competent formation of a reserve for further improvement of activities and professionalism.