What gives a personnel reserve. How to create the best pool of specialists in the company. Algorithm for the purposes of forming a personnel reserve

Introduction

1. The procedure for the formation of a personnel reserve

2. Problems of formation of a personnel reserve

List of sources used

Introduction

There is a way to ensure an uninterrupted supply of qualified personnel to the organization - to form a personnel reserve. It will help to minimize the time and other costs of finding new employees.

In fact, and not formally, a talent pool exists in only a few companies. As a rule, the management has no time to engage in its formation - there would be enough time to complete the main tasks. However, it is the personnel reserve that can provide a company with a lot of advantages:

Save time looking for staff. If a vacancy opens up in a company that needs to be filled urgently, then if there is a personnel reserve, the problem is solved automatically. If the company plans to expand the staff after some time, then it is better to prepare for this in advance.

Prepare employees for the transition new position.

Motivate employees. If a subordinate knows that he is being trained for promotion, he is confident in his future in this company and will put much more effort into work and improve his skills.

The very concept of "personnel reserve" is interpreted in different ways. However, if we combine all the views into one picture, then we can distinguish two types of personnel reserve: external and internal.

External. It is made up of candidates who are not in the company, but are of potential value to it.

Interior. It is formed from those specialists working in the company, who in the future can be transferred to other positions (most often - management). The task of the company in this case is to develop these employees, conduct internships, and prepare them for new tasks.

The internal personnel reserve is often divided into three groups:

operational - employees who are ready to take on a new, higher position as soon as such a vacancy becomes vacant or appears. They already have all the necessary knowledge and skills or need only minimal instruction;

medium-term - employees who have worked in your organization for several years want to move to a management position and could do this after acquiring the appropriate skills. Such people need to be developed and educated for quite a long time;

strategic - these are most often young specialists with significant potential. It will take several years of intensive training before such an employee can take on a new position.

It is desirable for the company's management to divide its reservists into these three groups and develop development plans for each separately.

1. The procedure for the formation of a personnel reserve

Personnel reserve enterprises is a group of qualified employees of the company who have passed preliminary selection, special training and are internal candidates for filling vacancies in higher positions.

The preparation of the personnel reserve of an enterprise is effective when it is built using A complex approach. If the creation of a personnel reserve is not some kind of formal procedure, a "bench" on which people can sit for years without developing their skills and without clear career prospects, then it will bring maximum benefit.

Preparation of the personnel reserve of the company includes

selection and evaluation of candidates for the reserve

drafting individual plan development

training and development of reservists

promotion to a reserved position

It is optimal if 80% of vacancies are filled by promotion and rotation of the personnel reserve within the company and 20% by attracting new employees from the labor market. This ratio allows the preservation of corporate values ​​and knowledge and, at the same time, gives the company an infusion of fresh knowledge and people.

Why is it necessary to train the personnel reserve of the company?

Firstly, the creation of a personnel reserve of an enterprise can significantly save money on the search, training and adaptation of a new employee. The higher the position, the more requirements are imposed on applicants, the narrower the search circle becomes and the more time it takes to close the vacancy. While the search for a candidate is ongoing, tasks are not completed and goals are not achieved. You can calculate how much a day of absence of a person in each position costs a company. Also, a mistake will cost a lot if the wrong candidate is selected.

Protection against leakage of information, technologies, preservation of knowledge and customers. When an employee leaves the company, he takes with him part of his knowledge about certain technologies, work standards, know how, etc. This information may not even constitute a commercial secret, but it may be of interest to competitors. The preparation of a personnel reserve at an enterprise, on the one hand, reduces staff turnover and, thus, reduces the leakage of information from the company, on the other hand, ensures the continuity of knowledge and protects against a situation where, with the loss of one of the key employees, the company loses some of its important customers and is disrupted part of business processes.

Staff motivation, increasing loyalty. The creation of a personnel reserve of the company makes the career prospects of an employee transparent, which motivates him to accelerate development, improve his professionalism for clear, conscious goals. Low fluidity also contributes to the retention corporate culture and preservation of the formed teams.

Nine steps to building a talent pool

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 provision on the personnel reserve.

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

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

Stage 8. Evaluation of the results of the training of 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 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 managerial positions that are planned to be created in the company in the future (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.

Result of the stage: positions were identified that require the priority formation of a personnel reserve.

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 the position is 2-3 people. 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).

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 shortage of reserve candidates among internal employees, it is advisable to organize a search for potential reservists in the labor market.

Talent pool models

There are several models for the formation of a personnel reserve. In one of the models, a forecast is made of expected changes in the organizational and staffing structure. The reserve is formed in accordance with the need to fill vacant positions for a certain period of time. More often the planning period is 1-3 years. Another model involves the identification of key positions in the organization and the formation of a reserve for all leadership positions, regardless of whether it is planned to replace the employees occupying them.

The choice of option is based on priority tasks, as well as financial and time resources. The first option is less costly and more efficient in terms of implementation time, the second option is more reliable and holistic. At the same time, the choice of the second option does not exclude the preparation of a forecast of possible changes - this procedure can be included as a stage in the process of creating a personnel reserve.

Talent pool typologies

There are several typologies of the personnel reserve (by type of activity, rate of filling positions, level of preparedness, etc.) depending on the goals personnel work either one or the other typology can be used.

By type of activity

• development reserve- a group of specialists and managers who are preparing to work in new areas (during the diversification of production, the development of new products and technologies). They can choose one of two career paths - professional or managerial;
• functioning reserve- a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on leadership careers.

By appointment time

• group A- Candidates who can be nominated for higher positions at the present time;
• group B- Candidates who are planned to be nominated in the next one to three years.

Principles of formation and sources of personnel reserve

The formation of a personnel reserve is based on the following principles:

• relevance of the reserve- the need for filling positions must be real;
• compliance of the candidate with the position and the type of reserve- qualification requirements for a candidate when working in a particular position;
• candidate's prospects- focus on professional growth, education requirements, age limit, length of service in the position and career dynamism in general, health status.

When selecting candidates for the reserve for specific positions, it is necessary to take into account not only General requirements, but also the professional requirements that the head of a particular unit must meet, as well as the characteristics of the requirements for the personality of the candidate, based on an analysis of the situation in the unit, the type of organizational culture.

Sources of personnel reserve for leadership positions I can be:

• executives of the apparatus, subsidiaries joint-stock companies and enterprises;
• chief and leading specialists;
• specialists with appropriate education and positively proven themselves in production activities;
• young professionals who have successfully completed an internship.

The first level of the personnel reserve - all specialists of the enterprise, the next level - deputy managers of various ranks. The main reserve is made up of leaders of various ranks.

Programs of work with personnel reserve

As a rule, programs of work with a personnel reserve include the following stages:

1. analysis of the need for a personnel reserve;
2. determination of requirements for reservists;
3. identification and evaluation of candidates for the personnel reserve;
4. approval of the composition of the personnel reserve;
5. Training of reservists;
6. Appointment of reservists.

In Russian practice, there are two main approaches to working with a personnel reserve:

1. Succession planning. This approach implies that the positions for which reservists are being trained are predetermined.
2. Working with a group of high potential employees (HiPo). Supporters of this approach suggest starting from talented employees: allocating them to a separate “talent pool” without being tied to a specific position.

The main objectives of work with the personnel reserve:

1. providing the company with personnel from internal sources(leading positions are quickly occupied by trained, successful, well-informed and dedicated employees);
2. motivation of the company's employees (competent and talented managers and specialists clearly see their prospects in professional development and career development).

Talent pool programs are closely linked to the systems of assessment and training of personnel within the company and therefore must be consistent with them.

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See what "Personnel reserve" is in other dictionaries:

Personnel reserve- (Personnel reserve) - a group of employees potentially capable of leadership activities that meet the requirements for a position of one rank or another, who have been selected and have passed a systematic target qualification ... ... Economic and Mathematical Dictionary

Group of employees: potentially capable of leadership; meeting the requirements of a position of a particular rank; who have been selected and have undergone systematic targeted qualification training. Business vocabulary ... ... Glossary of business terms

personnel reserve- A group of employees who are potentially capable of leadership activities that meet the requirements for a position of a particular rank, who have been selected and have undergone systematic targeted qualification training. Process of creation… … Technical Translator's Handbook

Personnel reserve- 2. The personnel reserve is a specially formed group of promising citizens who have the professional, business, personal and moral and ethical qualities necessary to fill positions ... Source: Order ... ... Official terminology

Personnel reserve of the Federal Property Management Agency- 1.2. Personnel reserve list of federal state civil servants of the central office of the Federal Property Management Agency (hereinafter referred to as civil servants) and citizens Russian Federation(hereinafter referred to as citizens) who meet the established qualification requirements… … Official terminology

Personnel reserve of the Office of the Central Election Commission of the Russian Federation- 2. The personnel reserve is the composition of federal state civil servants of the Office of the CEC of Russia (hereinafter referred to as civil servants) and citizens of the Russian Federation recognized by the competition commission created by the order of the Chairman of the CEC of Russia ... ... Official terminology

Presidential Management Training Program for Organizations National economy RF (Presidential Program) program public funding express training of management personnel for business, implemented in Russia since 1997 ... Wikipedia

Public Association "Youth Wing" Zhas Otan "under the People's Democratic Party" Nur Otan "" ... Wikipedia

This article is proposed for deletion. An explanation of the reasons and a corresponding discussion can be found on the Wikipedia page: To be deleted / August 21, 2012. Until the discussion process is completed, the article can be improved, but should be ... ... Wikipedia

This article should be wikified. Please, format it according to the rules for formatting articles. Presidential program for training management personnel for organizations of the national economy of the Russian Federation (Presidential program) program of the state ... ... Wikipedia

Books

• HR Handbook No. 10 2014, Not available. "Handbook of personnel management" - monthly magazine Russian HR practice, leader Russian market publications on personnel management. The audience of the publication is managers and specialists…

To date, in the sphere of provision of economic entities with qualified specialists, a dual situation has developed. On the one hand, the interest of applicants for work is much greater than the volume of vacancies that various Russian companies. On the other hand, it is quite difficult for HR specialists to find employees who meet all the criteria, since there are fewer truly qualified personnel than inexperienced and unprofessional ones. If they succeed, it is highly likely that, after a while, such an employee will quit, having become obsolete in this workplace. To solve these, as well as other problems, the formation of a personnel reserve of the organization will help. What does it give the manager, what goals does it pursue, where does it start and how is it carried out in practice? These and other questions are discussed below.

The content of the concept of "personnel reserve", the relevance and goals of its formation

In today's market realities, the formation of a personnel reserve (hereinafter referred to as the FCR) is an effective tool for timely resolution of the issue of high-quality replacement of vacant positions. However, many managers are still not familiar not only with this process, but also with the very term "personnel reserve".

The personnel reserve is a group of top and middle managers selected during a special assessment who have the necessary management activities skills and knowledge and purposefully prepared for the competent performance of the functionality imputed to them, if necessary. Most often, it is formed in large commercial organizations. However, many non-profit and public-political institutions also use this tool in solving personnel issues.

It is used in the following cases:

• The business entity is successfully functioning and developing, new structural divisions and jobs are being created. The presence of a pre-selected team of competent managers will allow you to start operational work to conquer new market niches and achieve good results in this without spending additional time and money. financial resources to find suitable candidates for the job.
• In the economic entity, whose activities are quite specific, there is a turnover of personnel, as a result of which many positions remain vacant for a long time. Our own team of specialists will quickly eliminate gaps in the staffing table and ensure uninterrupted work.
• The company needs to attract young and ambitious employees. Finding these can be quite difficult. The way out will be their selection among the members of the team and special training.
• The market niche in which the organization operates is quite changeable and requires prompt response. It can be provided by our own team of competent specialists.

The target orientation of the FKR is as follows:

• Creation and maintenance positive image companies;
• Prevention of the emergence of a crisis situation, which is a consequence of the dismissal of a leading staff unit;
• Prompt provision of a business entity with highly professional and efficient employees who are ready to work for the implementation of a specific internal strategy;
• Motivation of potential professional managers, increasing their responsibility and loyalty to the company;
• Minimize the cost of assessing and irradiating a new employee.

Principles of formation of a personnel reserve, its classification

Like any other important decision regarding the staffing, the FCR is carried out in compliance with the following principles:

The personnel reserve is classified as follows:

1. Taking into account the approach to its formation - external and internal.

The internal reserve is recruited from the members of the business entity's team. In turn, it is divided into:

• a pool of key specialists (highly professional employees with unique knowledge and skills capable of leading and professional growth in a horizontal vector);
• administrative reserve - subordinates capable of demonstrating growth in the vertical direction;
• operational - trained managers who are able to immediately take up their duties;
• strategic - potential leaders.

The external reserve is formed by promising interns who have graduated from specialized educational institutions, suitable applicants who for various reasons did not get to the interview, employees of third-party companies who showed excellent results in the course of monitoring their achievements and career growth.

Advantages of the first type:

• better awareness of the selected staff unit about the activities of the company, its organizational and legal form, culture;
• established social and working ties between team members and subordinates who fell into the reserve;
• Loyalty of the reservist to the employing company.

The disadvantage is the variability of the choice of subordinates in the reserve, limited by the state of the economic entity.

Broad boundaries of choice are characteristic of the second type of reserve, that is, external. This is its undeniable advantage. A negative feature is the long-term adaptation of the subject to the conditions of the company, significant costs for its selection and evaluation.

1. Depending on the type of activity - a reserve of development and functioning.

Employees included in the development reserve undergo training due to the presence of promising changes in the activities of the economic entity (production diversification, launch of new products, introduction of innovative technologies).

The functional reserve is made up of employees who are charged with the obligation to ensure the effective functioning of the business entity in the future.

1. Depending on the time of involvement in work - groups A (main) and B (strategic, whose members will be involved in the performance of duties in the next 12-36 months).

Algorithm for the formation of a reserve of personnel

Effective and effective FKR has a certain sequence, which implies the following steps.

1. Determine the need for staffing.

The preparatory stage, which reveals:

1. Selection of employees constituting the reserve

The stage implies the implementation of the following complementary procedures:

• familiarization with information from documentary sources (personal files of subordinates, their autobiographies, characteristics and resumes, attestation certificates, etc.);
• personal conversation with a potential reservist to clarify the questions that have arisen;
• modeling different situation and monitoring the behavior of the staff unit in them;
• evaluation of working results (work efficiency and quality, indicators of work of the subordinate subdivision entrusted) for a certain period (in practice, the previous and current years are chosen as it);
• comparison of the conformity of the qualities of an employee with job requirements.

So, the selection of employees for the reserve begins with an interview, most often conducted by an employee personnel service with the immediate supervisor of the employee. It determines:

• the desire of the subordinate to work in a managerial position;
• the presence of appropriate skills (planning, prompt problem solving, discovery and use of reserves), his preparedness and education.

It is advisable to inform the employee in advance about the interview and about all the requirements that will be imposed on him.

If necessary, other members of the team may be involved in the conversation, with whom the respondent, in the course of his work in the company, had established working and social ties.

In the course of determining its prospects, one should take into account the period remaining before retirement, length of service and state of health, and hidden potential.

Among the important criteria that are taken into account when forming a system of qualities of a subordinate, it is necessary to highlight the main ones:

• his motivation, interest in solving work issues and eliminating conflicts within the team, the ability to think creatively and take risks within reason;
• competence, managerial abilities (education, practical skills, experience, flexibility, independence);
• individual human qualities and available opportunities (responsiveness, emotional stability, attentiveness, sociability, tact).

In practice, the stage is completed by various kinds of evaluation of replacement employees. The set of methods and assessment tools are extensive and are applied depending on the tasks set, as well as the available budget. The most requested are:

• psychological testing;
• evaluation center.

Testing is carried out remotely, which leads to the following advantages:

• employees take part in it at a convenient time for them;
• be tested at the same time a large number of subordinates;
• very efficient and affordable method.

The assessment center is applied in practice after the staff has passed all the stages of assessment. During it, various work situations are simulated, which allows you to deeply assess the actions of candidates for the reserve of employees and demonstrate their level of development of competencies. It has been in existence since 1954. It was first included in its research program by AT&T Corporation. Over time, assessment centers have become an integral part of worker management practices.

Conducting an assessment is regulated by standards. They have been developed in many countries such as Great Britain, Germany, South Africa. There is also a national standard in Russia. It was accepted in 2013.

The assessment center is a fairly popular method of personnel assessment, which allows you to select the best candidates for certain positions, think over programs to improve their skills, provide them with career growth, and form an effective system of motivators.

1. Formation of the list of personnel reserve

After evaluating each selected employee and comparing them, a preliminary reserve list is formed. To optimize personnel work, it should include two such parts:

1. List of employees included in the operational reserve. They have been selected to fill key positions and are ready to start work either immediately or soon (in the next month or quarter).
2. The circle of persons constituting the strategic reserve. Basically, these are young professionals endowed with the makings of leaders who will be able to hold leadership positions in a few years.

One and the same person may be included in both lists at the same time.

In order to avoid a formal approach to compiling the list, the following requirements should be followed in the process:

• positions to be filled are determined according to the internal nomenclature of positions and staffing and are distributed taking into account the hierarchy of management levels;
• the personal information of the staff unit must be indicated (starting with her full name and ending with the presence of an academic title);
• must be specified exact time being in the reserve (date of enrollment in it);
• it is desirable to note the results of assessing the professional, business and personal qualities of the subordinate, as well as his potential; in practice, the document also contains recommendations and proposals for its self-improvement;

The list is compiled by personnel officers for several years (ideally 24 months) in cooperation with the management of structural divisions, after which it is approved by the relevant order of the company manager.

The head of the economic entity has the right, at his discretion, to delete an objectionable candidate from the list if he considers that he does not fit any criteria.

As necessary, and also after the expiration of the period specified in the list, the composition of the personnel reserve is reviewed and adjusted taking into account the above algorithm of actions.

1. Special training of selected personnel

The formation of the WRC list does not end there. In practice, further training and even training for selected employees is often required. For this, the optimal methods are selected, among which are:

• personal training under the supervision of the current boss;
• an internship in a position with an employing company or a third-party business entity;
• passing retraining courses or in a specialized educational institution;
• Internship.

Depending on the level of coverage, the following preparatory programs are distinguished:

• general - training in management skills, updating the theoretical base;
• special - training created separately for each area of ​​activity in which employees operate;
• personal - training designed for a specific employee. taking into account its features, the existing theoretical base.

As part of personal training, the employee is offered the following forms of work:

• passing advanced training courses;
• receiving additional education;
• attending lectures, seminars, webinars, trainings, other training events;
• professional internship.

Regulations on the formation of a personnel reserve

Ideally, the main areas of work with the car reserve should be regulated by a special internal Regulation.

Traditionally, it includes the following sections:

1. General, which provides a list of issues regulated by the document, as well as lists the main tasks of working with the reserve, indicates what the reserve is, the essence of working with it, the issues resolved through its formation, and the sources for selecting personnel for the reserve.
2. The procedure for creating a reserve - establishes the methodology for creating a reserve of employees in a business entity.
3. Methodical organization of work to create a reserve.

It should reflect the following questions:

• Reserve calculation.
• Selection and evaluation of applicants.
• Analysis of the evaluation results. If they are negative, an exclusion from the reserve or a referral to additional training should follow; if positive - application for promotion to the position, if it is vacant.
• Development and testing of training programs for personnel in the reserve.

In addition, the Regulation may contain all kinds of applications (a list of the rights and obligations of an intern required for the formation of a personal file of a subordinate document, etc.).

Benefits from the formation of a personnel reserve

There are several advantages to working with a talent pool.

Firstly, it is a financial benefit due to the minimization of costs for the selection, evaluation and adaptation of new employees.

Secondly, significant time savings, since vacancies are closed fairly quickly.

Thirdly, guaranteed availability qualified personnel selected and trained according to a program that takes into account the specifics of a particular business entity.

Fourthly, assisting in the career growth of subordinates, due to which their loyalty to the employer is achieved and staff turnover is reduced - workers do not want to quit a company that promises such prospects.

Fifth, a guarantee of competitiveness and stability of the business entity. increasing the productivity and effectiveness of its activities.

Examples of talent pool

Youth personnel reserve

It consists of enterprising and promising university students who apply the acquired knowledge and skills in practice in order to improve the economic situation at the micro and macro levels. They are given the opportunity to attend various events (trainings, conferences, master classes, etc.) in order to accumulate intellectual skills, as well as to train in state authorities, banking institutions, and other state and non-state structures. This allows you to get efficient and highly qualified specialists in a short time.

State reserve

It also includes gifted young Russians, but they are under the full patronage of the Administration and directly the President of the Russian Federation. It is no less promising and allows you to form a professional team of professionals. The list of qualities and skills depends on the vacancy and legislation.

Personnel reserve of civil servants

Its formation is regulated by the profile Federal Law No. 79 dated July 27, 2004. During it Special attention pays attention to the observance of the democratic principles of appointment to the position of the subject (depending on his qualities, and not personal sympathy), timely personnel rotation, stimulation of career growth management personnel, impartial evaluation of his work.

government reserve

It is made up of creative, motivated professionals with a clear civic position and other positive characteristics, capable of working in regional state administrations or in the Government.

Summing up the above, we can confidently state that personnel reserves are a highly effective and fairly affordable tool for managing the staff of subordinates, which allows you to quickly solve multi-level problems. personnel matters and successfully implement personnel policy. Work with the personnel reserve is aimed at meeting the many tactical and strategic needs of the business entity.

A group of employees who have passed a preliminary selection (assessment) and have the necessary potential to perform duties in a new area of ​​work in certain deadlines. The talent pool is mainly used in commercial structures, while many government, political and public organizations also create it to solve their problems.
The goals of forming a personnel reserve:
1. Prevent the possibility of a crisis situation in the event of the departure of an employee in a key position.
2. Provide the enterprise with a reserve of highly professional and effective managers ready to develop the business in accordance with the adopted strategy and culture.
3. Retain and motivate talented leaders.
4. Maintain a positive employer reputation.
5. Reduce the cost of recruiting and adapting a new employee.

The relevance of the personnel reserve determined by the so-called , the problem of the approach to personnel management identified in the study mckinsey, held in 1997-2000.

The personnel reserve is divided into external and internal.

External talent pool- most often this is a database of resumes of specialists who meet the requirements and can be invited to a vacant vacancy as it becomes available. The limitation of such databases is that they quickly become obsolete: candidates grow in career ladder or change direction. Such data are of value only if the collection of information is carried out for a sufficiently long time, is constantly supplemented and updated. It is most optimal to maintain such databases for the selection of rare expensive specialists.
less often external talent pool- This is a group of specialists who are occasionally involved in solving certain issues or participating in projects, from which, as necessary, they are invited for permanent cooperation.

Internal personnel reserve- employees of the enterprise who have a high potential to occupy managerial positions and are capable of rapid development, who have passed or are undergoing a set of development measures.

Average development process internal personnel reserve from the launch of the program to form a pool of worthy candidates to the start of large-scale appointments, it takes about 2 years.

Formation of a personnel reserve as a system of purposeful actions includes the following steps:

1. Identification of positions at risk, occurs with the help of certain criteria, for example:

– analysis of the labor market in the region;

- estimates of the number of candidates who can take the vacant seat;

– analysis of the value of this position for the enterprise;

– assessment of the current situation with the personnel on site (age, loyalty, willingness to innovate, etc.).

2. Create a job profile determines what level of competence development the “position holder” should have in order to successfully cope with the tasks assigned to him. Typically, interviews are conducted with reservist managers, and after analyzing the data, a profile is displayed that a candidate for a vacancy must match.

3. Evaluation and subsequent selection of candidates conducted using several employee performance indicators. In most cases, the data obtained through assessment (certification) of the current activities performed and information collected through measurements of the potential, knowledge, skills and abilities that the candidate currently possesses are compared.

4. is carried out taking into account the existing needs and strategy of the enterprise. YPRES helps the reservist allocate time resources and understand how to achieve the goal. The learning process is planned in such a way that by participating in various seminars, completing complex projects, internships, receiving feedback While reading literature and additional education, an employee enrolled in the personnel reserve was able to develop exactly those skills and abilities that are important for moving to a new position.

5. Appointment to a new position usually determined by the category of the personnel reserve. Most often, the category is formed by assessing the state of the current level of development and the potential for development.

♦ Top managers

♦ Middle managers

♦ Narrowly focused and rare specialists

♦ Support workers

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 “outgrowing” 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 managerial reserve must meet the qualification requirements for managerial 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 heads of smaller structural units;
• employees and management of subsidiaries.

NOTE! Depending on the sectoral affiliation of the business, it is possible to train the necessary personnel 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:

1. Need. The need to create a reserve of personnel should really be relevant for this organization.
2. Qualification Compliance. A candidate for "reservists" for a certain position must be suitable for this according to the main characteristics of this qualification.
3. 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.
4. Transparency. The creation of the reserve must be public. Information about staffing needs and candidates should be open.
5. Competitive fight. In order to select the best and stimulate reasonable competition, and hence the desire for improvement, not one, but 2-3 "reservists" should be provided for each vacant position.
6. 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. For this it is necessary to carry out preliminary analysis 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 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;
• solving major personnel problems before starting 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.

NOTE! AT large organizations this list must be approved by the top management, that is, endorsed by the general director.

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.

Candidate preparation program can be different levels 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;
• receiving additional education, including, if necessary, higher;
• 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.