Planning and organization of work with a reserve of personnel. Organization of work with personnel reserve. Features of personnel planning at the enterprise

The preparation of a talent pool is a strategic priority for most developing companies. Availability of competent, trained specialists, ready to be promoted to key positions for the organization, guarantees the personnel security of the business and confidence in the future.

Given the scale and complexity of the task, the work of creating a talent pool requires an integrated approach and careful planning from the HR manager. Incorrectly defined sequence of actions in working with a reserve or a pass milestone jeopardizes the quality and effectiveness of all work.
This article describes a phased program for the formation of a personnel reserve of an enterprise. It can be used as a basis and guide for developing your own reserve training program.

Stage 1. Identification of key (target) positions for the preparation of the reserve.

Stage 2. Planning the optimal number of reservists for each position.

Stage 3. Profiling target positions.

Stage 4(through). Preparation and implementation of activities for information support of the personnel reserve training program.

Stage 5. Development of a position on the personnel reserve.

Stage 6. Selection to the personnel reserve (search and evaluation of candidates)

Stage 7. Training of reservists (implementation of a program for the development of professional and managerial competencies).

Stage 8. Evaluation of the results of training reservists.

Stage 9. Planning for further work with the reserve.

Let's dwell on each stage in more detail.

Stage 1. Identification of key (target) positions for the preparation of the reserve.

Actions:

1. Analysis of the organizational structure and staffing of the enterprise.
Purpose: determination of staffing structural divisions companies.
Important: when preparing a reserve, it is necessary to plan to fill the resulting vacant positions, in case reservists are appointed to higher positions. The organization should not allow the emergence of personnel "voids", especially when it comes to narrow specialists and rare professions, whose representatives are difficult to find in the foreign market.

2. Age analysis of the current management of the enterprise.
Purpose: to identify the most critical managerial positions in terms of the urgency of preparing the reserve (heads of retirement or pre-retirement age)

3. Expert analysis of managerial positions by the top management of the company.
Purpose: to identify the most priority management positions in terms of their contribution to the business result and the prospects for vacating the position.

Criteria for expert analysis of positions (example):
- Contribution to the achievement of the company's business result.
- The prospect of release (low perspective - the position is not planned to be released in the next 3-5 years (the employee is not planned to retire, increase or rotate)
- The number of subordinate employees (presence/absence of deputies, staffing of the division/department). Departments that are understaffed are in short supply of potential reservists.

Separately, it is worth noting the managerial positions that are planned to be created in the company in perspective(for example, when forming new divisions as part of business expansion). When compiling the list of target positions, it is also necessary to analyze in terms of the importance and urgency of preparing the reserve.

Stage result: positions requiring priority formation of a personnel reserve were identified.

Stage 2. Planning the optimal number of reservists for each target position.
Purpose: to ensure personnel security for key positions of the enterprise (reduce personnel risks associated with refusal / dismissal / retirement of reservists).

Given the importance and its priority, it is necessary to determine how many reservists will need to be trained for each target position.

The optimal number of reservists for a position is 2-3 persons. On the one hand, this “insures” the target position against the risk of losing a reservist (due to his leaving the company or dropping out of the reserve training program). On the other hand, the presence of several applicants for one position, with a competent HR policy, creates healthy competition between reservists, increasing their motivation for self-development (the topic of how to prevent the negative consequences of competition for a position deserves a separate discussion).

Two in one?
In some cases, one reservist may be a potential candidate for several positions at once. This is possible when it comes to positions in which similar business and professional competencies(for example, Chief Accountant and chief financial department). However, such cases should be attributed rather to exceptions than to the rule, they often arise due to a shortage of reservists for certain positions. In this case, it is not recommended to use the policy of "universal" reservists, as this increases personnel risks and reduces the effectiveness of targeted training of employees. Faced with a situation of shortage of candidates for the reserve among internal employees, it is advisable to organize a search for potential reservists in the labor market.

Stage result: the optimal number of reservists for each target position is determined.

Stage 3. Profiling target positions.
Analyzing key positions and compiling a competency map (position profile).
Purpose: to determine the basic requirements for professional and business qualities, knowledge and skills that an employee must possess in order to succeed in a particular position.
Optional: define additional criteria for selecting candidates for the reserve (age, length of service, etc.)

Sources of information:
- Job Descriptions to target positions
- Regulations and business plans of divisions;
- Results of interviews with top management and holders of targeted positions.

Stage result: for each target position, a profile was compiled, including a list of the most important competencies (professional and business) required for a successful position holder.

Stage 4(through). Preparation and implementation of activities for information support of the personnel reserve training program.

One of the common mistakes when implementing a talent pool program is that it is developed and discussed by a very narrow circle of people (as a rule, the company's management + representatives of the HR department) and reaches the employees in a ready-made form as a kind of "top down" innovation, mandatory to execution. This causes a natural defensive reaction in most staff and drastically reduces the effectiveness of the program.

For this reason, it is necessary to comply three simple principles during the development of a new project and its implementation:

Informing. It is important for employees to be aware of the development, launch and operation of the talent pool training program. First of all, they need to know the goals and objectives of the program, to understand how it can be useful for the enterprise as a whole and for each employee personally. Insufficient informing of the staff about the innovation can cause negative rumors, fears and lead to non-acceptance of the reserve program by some employees.

Involvement. In order to avoid false perceptions and expectations from the reserve training program, in addition to informing, it is necessary to purposefully involve the staff in the discussion of the project, provide an opportunity to openly express their opinion about the program, ask questions and make suggestions.

Strengthening significance. Participation in the holding of information events by top managers and informal leaders of the company can significantly increase the significance of the program and emphasize its importance for the organization. There are cases when information activities were entrusted to an ordinary employee of the personnel department, since it was believed that this was quite simple task. However, the company's staff did not take seriously the words about the significance of the program from the lips of a person who did not have sufficient authority in their eyes. The implementation of the program was significantly delayed, as it was spent additional time to hold follow-up meetings with the participation of the top management of the company.

Actions:

1. Preparation of information materials about the personnel reserve project.
Purpose: informational coverage of the reserve training program at all stages of its work.
It is important to use a variety of sources of informing employees:
- Meetings with employees - holding personal meetings with employees, informing them about the goals and objectives of the talent pool training program.
- Printed materials - publications in the corporate newspaper/bulletin board, information booklets.
- Electronic materials - newsletters on e-mail, announcements on the corporate website / creation of a special section on the internal website.

2. Development of a program information support plan.
First stage- preparatory (1-2 months before the launch of the program). Informing employees about the goals and objectives of the program implementation, its benefits for the enterprise and employees. The task is to form a common understanding of the importance of the program among employees, to overcome possible resistance and skepticism towards the innovation by timely and fully informing the staff.

Second phase– main (launching the program and its operation). Informing employees about the progress of the program. The task is to keep the staff's attention to the program, to eliminate the appearance of negative rumors and misconceptions.

Third stage- final (results of the program for the period). Informing staff about the results of the program, the achievements of its participants (the best mentors, the best reservists), appointments of reservists and the further work of the program. The task is to highlight the effectiveness of the program, to emphasize the compliance of the goals and objectives with the results obtained.

Important! Information support of the program should be carried out at all stages of its implementation.

Stage 5. Development of a provision on the personnel reserve.

Actions:
1. Drawing up a draft regulation on the personnel reserve.
The question that many HR managers ask is: “Why create a Regulation at all? Can you do without it?"

Firstly, the regulation on the personnel reserve helps to structure the stages of the program, document the areas of responsibility of the program participants, and clearly define their rights and obligations. In addition, the regulation will be an important source of information for the staff on the goals, objectives and mechanism of work of the personnel reserve training program.

Secondly, the position, being an official document of the enterprise, emphasizes the importance of the personnel reserve for the company and the seriousness of the management's intentions in relation to innovation. Documenting the intentions of management for many employees automatically raises the status of the project, it is useful to remember this.

2. Coordination of the draft regulation on the personnel reserve with the heads of departments.
At this stage, it is very important to involve the company's management in the process of finalizing and agreeing on the position on the personnel reserve. This will not only help to obtain valuable additions to the situation on the part of the leaders, but will also remove the effect of a decision “imposed from above”.

3. Approval of the position by the top management of the enterprise.
After the regulation has passed the approval process at the level of managers, it takes the status of an official document of the company.

Stage 6. Selection to the personnel reserve (search and evaluation of candidates).

The nomination of candidates for the reserve can be carried out in at least three ways:
1. Nomination of an employee by his immediate supervisor;
2. Nomination of an employee by a higher manager (through one or more organizational levels);
3. Self-promotion of an employee.

Staff members who have been nominated for reserve placement undergo a standardized selection process to determine the staff member's managerial potential and readiness for the training program. The selection should be carried out in 2 stages:

Preliminary selection. Formal compliance of the candidate with the requirements for admission to the personnel reserve (an example of the criteria used):

Reserve Candidate Age
- For all: at least 25 years.
- 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 target positions in the enterprise for which a talent pool is required (from the employee's business area)
Yes/no

Absence disciplinary action for the time of work (during the last 3 years of work in the organization)
Yes/no

Employee performance for the period (previous + current year)
Performance is high/growing;
Performance is average;
Performance is low/falling.
Professional achievements: yes/no.

Main selection. Assessment of managerial potential (professional and business qualities) is carried out in accordance with the compiled position profile for each position.

An example of assessed business (corporate) competencies:
- Understanding the business;
- Skills of planning and organization of work;
- Ability to analyze information and make informed decisions;
- Leadership qualities, ability to build relationships;
- Commitment to results and responsibility;
- Openness to new things and striving for development.

Assessment Methods: assessment center, analysis of work results, case testing, interviews on competencies, testing (professional, personal).

Sources additional information : expert review colleagues, manager, subordinates (if any) of an employee using the 360-degree method.

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

Stage 7. Training of reservists(implementation of the program for the development of professional and managerial competencies)

Actions:
1. Development of a general program for the development of reservists.
Goal: development of managerial competencies of reservists applicable to all targeted positions.
In this case, we are talking about drawing up a general managerial training program for all reservists, which includes group forms of training (trainings, seminars, master classes, etc.) aimed at developing universal managerial competencies that are important for any managerial position in companies.

An example of the most common training modules in talent pool development programs:

Development of basic management skills
- “4 functions of a manager: Planning, Organization, Control, Delegation”;
- "Management decision-making skills";
- "Motivation of subordinates";
- and etc.

Development of managerial thinking
- "Skills of systems thinking";
- "Finance for non-financial managers";
- "Creative thinking in business";
- and etc.

Manager's personal effectiveness
- “Effective Communication Skills”;
- “Teamwork skills”;
- "Team leadership", etc.;

Typically the program general training is planned for 1 year and is implemented within the framework of an internal training center (by internal trainers), or with the involvement of external training companies (or a combination of both methods).

2. Development of an individual training program for each reservist (individual development plan).
Purpose: to ensure the training of the reservist for the requirements of the target position, taking into account his individual features, strengths and weaknesses.

Drawing up for each reservist an individual development plan (usually for 1 year), which combines various methods of developing the professional and business qualities necessary for successful work in the target position. Among the main methods of development should be noted:

Development in the workplace - obtaining new experience without interrupting the main production activity;

Development tasks – solution of work tasks aimed at developing the managerial competencies of an employee;

Participation in development projects – formation of project teams from among the reservists and other employees to achieve production goals and develop the managerial potential of the reservists;

Temporary substitutions - obtaining new managerial experience during the temporary performance of the duties of a higher manager by a reservist;

Learning from the experiences of others (work with a mentor) - getting the necessary experience from a more experienced colleague or leader in joint work;
and etc.

3. Assigning a mentor to each reservist from among more experienced colleagues/supervisor.
The task to be solved at this stage is to create effective system motivation of the mentors themselves to perform their functions.

Options:
– regular mentoring bonus (monthly/quarterly);
- rewarding mentors whose reservists have demonstrated the best results of training at the end of the development program (or during the midterm assessment).

Helpful when needed conduct internal training of mentors transfer of experience and assistance in the development of reservists.

4. Monitoring the effectiveness of training reservists.
Conducting regular interim meetings between reservists and their mentors with HR staff to assess development progress. Timely adjustment of the individual development plan of the reservist, if necessary.

Stage result: development of the required competencies of reservists.

Stage 8. Evaluation of the results of the training of reservists.

1. Holding integrated assessment the quality of the training of reservists.
Assessment directions:

Evaluation of production results – how did the labor productivity and performance of the reservist change based on the results of training (increased/decreased/remained unchanged);

Evaluation of the results of passing the general training program and individual development plans – how improved professional and managerial qualities reservist in comparison with the indicators of the primary assessment (during selection);

Evaluation of results design work - what results are obtained as a result of the implementation of development projects, determining the contribution of the reservist to achieving the result.

Assessment Methods:
- Analysis of production results and achievements of the reservist;
- Receipt feedback from the mentor of the reservist;
- Re-evaluation of the reservist (see stage 6, paragraph "Basic selection");
- Analysis of the results of project activities.

2. Summing up the results of the training program for reservists.
Based on the results of assessing the quality of training of reservists, making a decision on:

- Encouragement of successful reservists who demonstrated an increase in performance and an increase in the level of development of professional and managerial competencies.

- Exclusion from the reserve employees who have demonstrated a decline in performance and/or lack of progress in the development of professional and managerial competencies.

Stage result: identified reservists with a high level of readiness to fill vacant leadership positions.

Stage 9. Planning for further work with the personnel reserve.

1. If there are open targeted vacancies at the enterprise, consideration of candidates for replacement from among successful reservists.

2. Planning and organization of adaptation measures for the reservist when entering a new position.
- Drawing up an adaptation plan for a new position;
- Assignment to the reservist for the period of adaptation / probationary period of a mentor from among senior managers to provide the necessary support.

3. If there are no open targeted vacancies at the end of the training program for reservists, planning measures to retain promising employees at the enterprise.

What for?
Reservists who successfully complete the training program and improve their professional level often "grow" out of their current position. This fact and the absence career advancement can seriously reduce employee motivation and, in extreme cases, cause them to leave the company in search of a more promising job. To minimize this risk, it is useful to plan a program to retain reservists in the organization.

The program may include the following retention methods(depending on availability and personnel policy companies):

Extension functional duties employee, expanding the area of ​​his responsibility and the level of decision-making (if possible, adding some managerial functions, for example, managing a responsible project);
- Supplement to wages;
- Providing additional social benefits;
- Organization temporary substitutions manager (for vacation, business trips, illness, etc.);
- Opportunity to become a mentor for less experienced employees;
and etc.

In any case, the choice of containment methods must also take into account individual needs of the employee (for example, for some employees, the material component is more important, and for someone, obtaining a higher status in the company, etc.)

1 -1

What does talent pool mean?

The personnel reserve (HR) is divided into two types - external and internal. Usually this is a group of people who have been pre-selected for any position in the organization, more often for middle or senior positions. Specialists are evaluated especially carefully, they identify personal, professional and business qualities necessary for the performance of official duties.

External talent pool consists of resumes of candidates who meet the requirements, so they can be invited at any time to a vacant vacancy. The main disadvantage of the database is that it becomes outdated, because people grow, develop, find work and no longer need your offers.

Reference: sometimes an external personnel reserve consists of specialists who from time to time participate in projects and perform certain tasks.

Internal personnel reserve- already employed employees who have a high potential for career growth have managerial skills. As a rule, these are long-term specialists who have managed to prove themselves and show their reliability.

Table. Comparative characteristics internal and external sources recruitment

The internal reserve includes:

• highly professional employees with unique knowledge, capable of leadership, as well as professional growth in a horizontal direction (stock of key specialists);
• subordinates capable of demonstrating growth in the vertical direction (administrative staff);
• trained managers who can immediately take up their duties (operational staff);
• potential leaders (strategic pool of personnel).

The process of forming an internal personnel reserve takes at least 2 years, so it must be started from the day the organization was founded. Carefully observe all employees, make notes for yourself in order to move a specialist if necessary.

AT small companies a personnel reserve system is rarely created. Typically, employees are moved from position to position, or they accept relatives, friends or acquaintances into the company, while avoiding formalities - assessments, testing, etc. It should be noted that sometimes this threatens with serious problems, up to the closure of the company.

Goals and objectives of the formation of the reserve

The main task of the CD is to improve and stabilize financial position organizations. If there are "reserve" employees, the company is protected from unforeseen situations due to the absence of key specialists. Business processes go on as usual, customers are satisfied with cooperation, and business profitability does not fall.

The formation of a personnel reserve of the organization is also required to achieve other goals that the management faces. Usually, with the help of the “spare” base, they try to:

• reduce the number of errors in the selection and placement of personnel;
• adequately and slowly assess the staff;
• predict the need for employees;
• provide the company with a reserve of effective specialists who know how to develop the business in accordance with the approved strategy;
• retain and motivate talented leaders;
• reduce the cost of recruiting, adaptation of personnel;
• maintain a positive reputation.

Goals, objectives, desired result, mechanisms for the development of reservists, etc. write in the Regulations on the creation of a personnel reserve. Fix the sequence of each stage in order to reduce and facilitate the work of managers who will be involved in the formation of a personnel reserve.

Example Statement

The formation of the personnel reserve (FCR) of the organization takes place with the participation of higher authorities. We recommend adhering to the principle of openness and transparency. That is, do not hide from other employees that the selection of specialists in the Kyrgyz Republic has begun. It is possible that some will show themselves to achieve a promotion.

If there are not enough resources for the formation of the CD, involve third-party specialists from recruitment agencies who will take over some of the tasks or perform turnkey work. Stick to the given algorithm, make sure that not a single promising employee is overlooked.

Stage number 1. Determine the need for reserve formation

The first stage is the most important, so it must be approached as responsibly as possible. If you do not pay attention to the nuances, the PKR process will be longer and more costly.

Before starting work on the formation of a reserve, identify:

• strategic and tactical personnel requests;
• the actual state of the CR, the degree of preparedness of employees;
• the percentage of reduction in the number of "reserve" employees over the past few years;
• the number of released administrative units that can realize themselves in other divisions;
• positions from which specialists can be transferred;
• persons responsible for working with the CR, placement of personnel.

Determine how much you can spend on the formation of a personnel reserve, coordinate it with financial director. If the budget is limited, it is rational to engage in the development of already employed employees, and not to select external specialists in the Kyrgyz Republic.

Stage number 2. Conduct the selection of employees for the reserve

The selection of employees takes a lot of time, as at this stage a complex work is carried out, consisting of complementary procedures. If several managers are working on CI, delineate responsibilities, define selection criteria.

In general, when selecting a pool of "spare" you need to:

• get acquainted with information from the personal files of employees, resumes, autobiographies;
• have a conversation with the reservists;
• simulate situations close to real working conditions, observe a person;
• evaluate the results of work for a certain period of time;
• analyze whether the qualities of the employee meet the requirements for the position.

The main goal to be achieved is to collect the largest possible amount of information about each employee, his personal, professional and business qualities, skills. Make a card with requirements and criteria so you don't miss important details when working with CR candidates.

Requirements for candidates for inclusion in the CR:

Download Sample

When selecting a reserve of personnel, determine the motives of potential employees, their goals and values. Do not immerse yourself in the study of unnecessary facts, personal life, because this information does not carry a special semantic load, but it takes your time to analyze it.

Stage number 3. Create a talent pool list

After evaluating the candidates, comparing them with each other, make a preliminary list of "spare". Divide it into 2 parts. To the first include workers who are assigned to the operational part, i.e. to replace key positions right now or soon. The second group includes those who will make up a strategic reserve. Usually these are young employees with leadership inclinations, who will gradually gain experience.

When compiling the list of reservists, adhere to the following rules:

• determine substituted positions according to the nomenclature of positions and staffing taking into account the hierarchy;
• indicate personal information about each staff unit;
• fix the time of enrollment in the Kyrgyz Republic;
• note the results of the assessment of qualities, write down suggestions and recommendations for self-improvement and development of the employee.

Make a personnel reserve for several years ahead. Submit the list to a higher manager for consideration - he has the right to cross out some persons if, in his opinion, they do not meet the necessary criteria. As the list becomes outdated, it needs to be updated. Delete departed and add new arrivals.

Important! When enrolling selected reservists, prepare a motion for promotion to a position if it becomes vacant. Submit the document to the director for approval.

Questionnaire of a candidate for the personnel reserve

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Training and retraining of applicants

After screening out obviously unsuitable employees and enrolling promising specialists in the personnel reserve, start working with those who are generally suitable for positions, but need additional training. Choose the best program for them, taking into account the budget.

The following methods are usually used:

The training program depends on the current experience, knowledge of the reservist. When choosing it, think about what the employee needs to develop, whether the program will help achieve the desired result. If you are creating a talent pool to fill managerial positions, and there is no way to provide study leave, pay attention to remote programs. You can view the approximate content of some courses, find out the features of this form of education.

Answers to frequently asked questions

1. Whom to appoint responsible for work with the personnel reserve?

Usually, the management of the organization's personnel reserve is the responsibility of the head or an ordinary specialist of the service. AT large organizations create a special department. In order to achieve results in working with RCs, involve direct supervisors and reservists in this issue.

There should be about 2-3 people for each position. Make a list, count the number of potential jobs.

3. How to inform staff about the development and implementation of the program?

Inform employees of plans to create a CR in writing or in person. Explain the goals and objectives of the program, convey its significance to employees and the organization as a whole. Please note that insufficient informing the staff about the innovation can cause negative rumors and concerns.

4. What are the methods of nominating candidates for the personnel reserve?

There are three main ways of nomination: direct supervisor, superior manager, self-nomination of an employee.

5. What are the possible problems when working with the personnel reserve?

The following errors are distinguished when working with CR:

• work goes without proper management support under pressure from the personnel service and the training department;
• financial constraints do not allow the use of a number of areas for training reservists;
• the reserve for filling managerial positions is formally drawn up;
• blurring of selection criteria;
• there are no clear criteria for evaluating reservists.

6. Is it possible to prepare a reserve for tops?

Yes, many companies train reservists specifically for closing top positions in the organization. The procedure for working with them differs in that higher requirements are imposed on specialists.

7. How to plan further work with the personnel reserve?

After a positive assessment of the readiness of the reservists, decide what to do next, for example:

• if there are open targeted vacancies, consider candidates for replacement from among successful reservists;
• plan and organize adaptation measures ;
• if there are no open vacancies at the end of the reservist training program, plan activities to retain promising employees.

As a result of the work done earlier on the creation and development of the reserve, implement the goals for which the CD was created, develop additional measures to retain valuable employees. Do not forget that talent pool management is not just a formal procedure, but a real job that needs to be systematically devoted to.