An example of a plan for working with a personnel reserve. Planning and organizing work with the personnel reserve. Training and retraining of applicants

Personnel reserve- group skilled workers companies that have undergone pre-selection, special training and are internal candidates to fill vacancies of higher management positions.

Substitution leadership positions internal candidates has the following advantages:

The adaptation time for a new employee to a position is reduced (when replacing third-party candidates, the adaptation period ranges from 3 to 6 months);

There is no need to form loyalty to the company (loyalty has already been formed, and this is a guarantee, because new manager who was unable to adapt to the company will leave, taking with him data that represents a trade secret);

There is a “soft” replacement of generations and the continuity of technology and corporate culture is maintained (there are no revolutionary changes that paralyze the work of the department for a long period).

The loss of qualified company employees caused by the lack of prospects for professional and career growth is reduced.

All these advantages have a concrete material expression for the company in the form of a reduction in lost profits due to a decrease in the efficiency of personnel. That is why most companies are interested in the professional growth of their employees at all levels and try to create a talent pool.

When the time has come to think about building a personnel reserve system for an enterprise:

The company is growing and there is a need for managers and specialists who can head new departments and areas;

Aging of key and management personnel and the lack of young promising employees at the enterprise who can replace them;

The company has a situation where promising employees do not see opportunities for further personal growth and leave the company;

The rules for promotion and transfer of employees have developed spontaneously, are outdated and lead to common mistakes when appointing new managers;

The search and selection of candidates for management positions occurs not on the basis of the company’s development plans, but when a “burning” vacancy arises;

The company is moving to a new stage of development, and the requirements for the professionalism of managers are increasing;

People who do not profess the established values ​​and principles of corporate culture join the company’s management;

The activities of an enterprise are complex and require a high level of qualifications; the adaptation period for new managers is long, which increases the likelihood of making mistakes with serious consequences for the enterprise;

You have a question: what is more effective - attracting new managers or improving the skills of existing ones;

You want to be confident in “your” proven management team, in its ability to solve any task assigned to it.

Timely identification and successful preparation for work in high position future leaders is today the most important factor for success in competition. Therefore modern companies create a system for selecting, developing and relocating future managers (reserve) and consider managing this system as a strategically important task.

The management reserve training system involves solving the following tasks:

Identification of employees who have the potential to occupy leadership positions;

Preparing these employees for leadership positions;

Ensuring the filling of a vacated position and the approval of a new employee in it.

When working with a reserve of managers, two groups are distinguished - the reserve (understudies) and the promising reserve (resource) - young employees with leadership potential.

The algorithm for working with each of the personnel reserve groups, although it coincides in the main stages, has its own specifics, both in selection and development (table No. 2 “Algorithm for working with the personnel reserve” shows the main stages of work on forming a personnel reserve and the corresponding services provided by the company "Progressive Management Technologies").

Reserve (understudies) are managers - candidates for filling certain key positions of the company who are ready to work in these positions at the moment or in the near future.

Their preparation is a complex multi-stage process and requires a significant investment of time from senior management, personnel management units, and department heads.

However, those companies that have learned to manage this process receive enormous returns in the form of a painless change of generations and the introduction of fresh views, continuity in work and management.

Reserve preparation is:

An effective means of optimizing the use of company personnel, selecting and relocating management personnel, ensuring continuity of management, and on this basis - increasing the efficiency of the entire company;

One of the most important conditions for the successful operation of the company in the long term.

A promising reserve (resource) is young employees with leadership qualities - specialists who in the future can occupy leadership positions in the company.

The purpose of working with this category of management reserve is to identify and strengthen the development of employees who have the potential to occupy leadership positions in the company in a few years.

The process of planning and developing young employees with potential is similar to the process of working with a reserve of management personnel. At the same time, there are a number distinctive features. Unlike working with a reserve of management personnel, the training of promising employees is not targeted - they are prepared not for occupying a specific position, but for management work in general.

When preparing a prospective reserve, special attention is paid to:

Understanding the specifics of the organization’s activities and its culture, developing a sense of devotion to one’s company;

Continuous improvement of management knowledge through advanced training courses (seminars);

Labor discipline(compliance with internal rules labor regulations; hard work; integrity; accuracy);

Corporate culture(ability to build constructive relationships in a team; loyalty to the company);

Management skills (ability to persuade, lead, understand people, defend the interests of the team).

Selecting employees with leadership qualities is the most difficult stage in working with a promising reserve, since it is necessary not only to assess the employee’s condition at the moment, but also to predict what will happen to him in a few years. Methods for assessing the potential of employees with elements of psychodiagnostics are becoming increasingly important, the use of which assesses not only the existing level of development of management skills, but also the potential for their development, as well as the level of motivation for one’s own development and taking up leadership positions. One of the most effective is the "Assessment center" method.

Based on the assessment results, enrollment in the personnel reserve is carried out, and individual development plans are drawn up for each reservist:

For a group of understudies - drawing up a career development plan and those skills that need to be additionally mastered to occupy the position for which he was approved as an understudy.

For the “promising reserve” group, the plan should be aimed at increasing the general level of managerial qualifications, and include: rotation, independent theoretical training, and training.

It is advisable to summarize the most common training needs for all reservists and include them in the general training program ( corporate trainings, seminars).

Organization and control of the development of employees enrolled in the personnel reserve should be carried out by the management unit by human resourses. Periodic assessment is used to monitor the results of development of the personnel reserve. The main emphasis of the assessment is on assessing progress in the level of management knowledge and skills of reservists, i.e. how an employee develops his potential. The results of work in a current position are very important for assessing the progress of understudies, while at the same time, for a promising reserve, they are considered only as additional information characterizing the reservist (evaluation of work results is more taken into account during certification).

The results of the progress assessment allow you to make changes to the employee’s development plan or make a decision about the futility of his further preparation for a leadership position.

The system of working with young employees with leadership potential is an important factor in increasing the management efficiency of the company and must correspond to the strategic goals of its development.

Employees of the company "Progressive Management Technologies" have unique methods and experience in their practical application on working with the personnel reserve and are ready to help company executives and HR managers in solving problems related to the formation and development of the personnel reserve of a given company.

6. Features of personnel planning at the enterprise.

Personnel planning is carried out both in the interests of the organization and in the interests of its personnel. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, the personnel necessary to solve production tasks, achieving its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. People are primarily attracted to those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that personnel planning is effective when it is integrated into the overall planning process of the organization. Personnel planning should answer the following questions:

How many workers, what qualifications, when and where will they be needed?

How can we attract the right staff and reduce redundant staff without causing social harm?

How can staff be better used according to their abilities?

Rice. 1. The place of personnel planning in the personnel management system in the organization.

How to ensure the development of personnel to perform new skilled work and maintain their knowledge in accordance with production requirements?

What costs will the planned staffing activities require?

The goals and objectives of personnel planning can be summarized in the form of a diagram shown in Fig. 2.

Scheduling plays an important role, as it allows you to calculate the time required to produce finished products for existing orders based on the availability of raw materials, materials purchased externally and work in progress.

Target scheduling– obtain an accurate and complete project schedule, taking into account the work, its duration, and the necessary resources, which serves as the basis for the execution of the project.

In scheduling tasks, for each work (operation), the duration of its production and the resource that must be used to complete it (a specific type of machine, unit, equipment) are indicated. The resources used in such tasks are reusable. For each resource, the time of its arrival into the system is indicated (for machine tools, this is usually the time when planning began, or, for example, the time when the machine started operating after repair) and the amount of the resource entered into the system (for machine tools, this is the number of machines of the same type). An acceptable solution to a scheduling problem is a solution (an acceptable work schedule) for which the following are performed:

· technological conditions,

· resource conditions,

· the resource cannot be used by several jobs at the same time,

· work consumes the resource necessary for its implementation without interruption.

It is required to construct a feasible schedule for which the resource conditions are met in the “best” way.

Personnel reserve planning is organically integrated into the organization’s overall personnel planning system.

Personnel planning is actually targeted planning, firstly, of personnel needs, and secondly, of activities that must be carried out to create, develop, and release personnel.

Personnel planning requires elaboration of the entire chain of professional and qualification promotion of the organization's personnel, including the dismissal of specific employees. It is important for each organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, the personnel necessary to solve its problems.

Personnel planning includes, first of all, planning for personnel requirements, i.e. predicting situations that may arise in the future regarding personnel.

We are talking, first of all, about analyzing the situation in the organization, as well as determining the prospects for its development, on the basis of which personnel planning becomes possible. Personnel planning allows you to build a strategy in advance for the promotion, dismissal and replacement of employees in accordance with the goals and objectives of the organization. As part of personnel planning, personnel reserve planning is also carried out to fill management positions.

Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. Work with the reserve is planned and carried out for short (1 - 2 years) and long (5-10 years) periods.

As a result of planning a personnel reserve, or analyzing the need for a reserve, it becomes possible to systematically study and identify the company’s personnel potential, targeted promotion of the most promising employees, as well as timely application of additional measures to cover personnel needs (external recruitment).

First of all, when planning a personnel reserve, all key positions that have a special impact on the organization’s activities are identified. As a rule, these are not only senior managers, but also middle and lower management. It is important for an organization to know who occupies these positions because the contribution of these employees to the achievement of organizational goals is very high. The number and specific composition of key positions depend on the size and specifics of the organization.

When planning a personnel reserve, it is necessary to determine not only which positions are key for the organization today, but also what their list will look like in a year, two or five years. Management must envision how the organization will change over the coming years. In most cases, it is impossible to accurately determine the future workforce structure, but it is possible to predict the scale of business expansion and, therefore, determine which positions will be especially important to the organization's operations.

When planning a personnel reserve, it is necessary to determine:

the degree of actual availability of reserves for certain positions;

the degree of saturation of the reserve for each specific position or group of identical positions, in other words, how many candidates from the reserve there are for each position or their group.

The result of this work is the determination of the organization’s current and future reserve needs.

The optimal quantitative composition of the reserve is planned taking into account the forecast of personnel requirements for the short and long term. It is influenced by the emergence of additional management positions, the formation of vacancies associated with retirement, staff reductions, the presence of an already prepared reserve, and the intensity of the departure of workers for various reasons from its composition. The size of the reserve also depends on the readiness of people to fill vacant positions.

According to experts, there should be at least twice as many reservists as potential vacancies, since there is always a possibility that someone may quit, new vacancies and new directions in business may appear. In addition, candidates for the same position, as a rule, have different levels of training: someone can get promoted in six months, while others need to be trained for two or three years.

The optimal number of personnel reserves is calculated as follows:

the enterprise’s need for management personnel for the near or longer term (up to five years) is identified;

the actual number of currently trained reserves at each level is determined, regardless of where one or another employee enrolled in the reserve was trained;

the approximate percentage of departure from the personnel reserve of individual workers is determined, for example due to failure to fulfill individual program preparation in connection with travel to another region, etc.;

number is determined executives, released as a result of changes in the management structure, which can be used for leadership activities in other areas.

All these issues are resolved before the formation of the personnel reserve and are adjusted throughout the entire period of work with it.

Thus, HR staff conduct quantitative analysis personnel placement at a given time and determine potential changes in the reserve. Depending on the data obtained, the optimal quantitative composition of the personnel reserve is determined.

Personnel reserve planning includes not only determining the organization's potential personnel needs, but also analyzing the structure of the reserve that exists at a given time.

4. Principles and process of forming a personnel reserve.

Principles of formation and sources of personnel reserve:

1) The principle of the relevance of the reserve - the need to fill positions must be real.

2) The principle of compliance of the candidate with the position and type of reserve - requirements for the candidate’s qualifications when working in a certain position.

3) The principle of the candidate’s prospects - focus on professional growth, educational 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 professional requirements that must be met by the head of a particular department, service, workshop, site, etc., as well as the specific requirements for the candidate’s personality, based on an analysis of the situation in the department, type organizational culture etc. .

Sources of personnel reserve for management positions can be:

senior staff of the apparatus, subsidiaries joint stock companies and enterprises;

chief and leading specialists;

specialists who have appropriate education and have proven themselves in production activities;

young specialists who have successfully completed an internship.

The first level of the personnel reserve is all specialists of the enterprise, the next level is deputy managers of various ranks. The main reserve consists of managers of various ranks.

To fully work with the personnel reserve, it is necessary to develop personnel reserve regulations, which set out the basic principles and procedure for forming the reserve, the terms of reference of the officials responsible for the formation of the personnel reserve. It is also advisable to reflect in this document the issues of organizing work with the personnel reserve, the procedure for replenishing the personnel reserve and making changes to the quantitative and qualitative composition of reservists. To obtain a complete picture of the current state of work with the personnel reserve, it is necessary to provide a reporting system for responsible officials (development and approval of reporting forms, establishing the frequency of submission of reports, determining the circle of persons responsible for their preparation and summarization).

The process of forming a personnel reserve.

The process of reserve formation and work includes several stages.

At the first stage, a forecast is made for the development of the main directions of the organization’s activities, changes in its organizational and management structure for the short and long term.

They set the qualitative, quantitative and structural aspects of the reserve:

changes to improve the structure of governing bodies;

the emergence of new divisions;

staff turnover in positions and opening vacancies;

approximate removal from the reserve.

At the second stage, a specific job structure reserve. It is advisable to create it for all management positions of the company and its divisions, especially key ones (if a company cannot form a team of future managers from among its employees, this is a sign of its weakness). The structure of the reserve is built along three levels of management - higher, middle and lower - in accordance with the approved nomenclature of positions.

At the third stage, the optimal number of reserves is established, taking into account:

the actual number of trained managers at each level;

forecasting the need for management personnel in the near and long term as a result of changes and improvements in the management apparatus, the emergence of additional administrative positions, and staff reductions;

the number of potential vacancies associated with retirement;

expected disposal for various reasons from the reserve.

As a result, the amount of current and future reserve requirements is determined. For each position in the reserve, it is advisable to have at least two candidates (the second is always necessary to avoid accidents and stimulate the improvement of the first). But working with a large reserve is difficult, and the low probability of being appointed to a position reduces motivation.

At the fourth stage, a set of requirements for candidates is formed. These requirements are divided into basic, determined by the specifics of the organization (competence, personal qualities, skills), and additional. Additional requirements often include minimum overall experience, experience as a manager or specialist in relevant departments (research, headquarters, etc.), as well as in temporary project groups. Sometimes we're talking about about the state of health, the presence of entrepreneurial practice. The employee must be notified of all requirements that will be presented.

At the fifth stage, candidates are searched by studying questionnaires, characteristics, certification results, conversations, ongoing observations, taking into account the candidates’ compliance with the requirements of the position (workplace), their personal wishes and objective inclinations to management activities. At the same time, it is necessary to take into account that not everyone can be a leader, not to be afraid of “stains” in their biography, and to take into account family circumstances. A special program is needed to identify employees with high potential for growth and advancement, which is characterized not by the degree of preparedness at the moment, but by capabilities in the long term, taking into account age, education, personal qualities, level of interest. The number of promising personnel includes persons who are interested in career growth and with a probability of more than 0.5 can be appointed to leadership positions; then it is established which of them has a great chance of becoming a leader, and the employee’s data is carefully studied - first the questionnaire, then the rest.

At the sixth stage, the selection of persons enrolled in the reserve takes place (with the conclusion of appropriate agreements). The decision is usually made after an interview, which reveals the desire to work in a leadership position, the ability to plan one’s work, solve problems in a short time, preparedness, qualifications, etc. For dominant individuals, promotion to the reserve has great motivating significance.

In practice, the following selection principles are adhered to:

compliance of the candidate with the type of reserve and position, general and professional requirements;

“openness” of the list, enrollment of the maximum number of capable people into the reserve;

exclusion of privileges and patronage;

prospects (requires establishing an age limit for certain categories of positions or taking into account the time remaining until retirement age and health status, determining the required period of work in a position, and the presence of innovative potential).

The age of candidates for the reserve depends on the position. In accordance with domestic practice, the reserve includes men under 45 and women under 40 (usually for middle management positions - up to 30 years). In the USA for middle managers it is 25-30 years, maximum 35 years. Regulation of the age of a manager is necessary where, without a competitive selection mechanism, it is difficult to determine clear criteria effective activities and the results required from the employee.

When enrolling in the reserve, first of all, they take into account how a person copes with the current work (control of this is carried out by immediate supervisors and is based on an individual work plan). For managers, it is about the degree to which the goals of the organization or unit are achieved; for specialists - about diligence, creative approach, complexity and timeliness of tasks.

The seventh stage of forming a reserve consists of assessing the professional knowledge, skills and experience of applicants and their suitability for the position. It is unacceptable to include people unsuitable for leadership work in the reserve. The selection procedure for the reserve must be regulated and coordinated with the nomination and appointment procedures. Sometimes it is advisable to carry it out in the form of a competition.

The assessment is carried out in the form of an exam, interview or expert assessment based on the average degree of expression of the required qualities.

The eighth stage of forming a reserve is the decision by the first person to include an employee in its composition.

Exclusion from the reserve is carried out by him, taking into account age, health status, and unsatisfactory results shown during his stay in the reserve. Thus, the reserve is regularly reviewed and updated. This is usually done on the basis of an analysis of its composition and personnel placement in the fourth quarter.

When making the final decision, the following are taken into account:

professional characteristics of the subjects;

opinions of immediate supervisors and colleagues;

degree of interest in remaining in the reserve;

personal, professional and innovative potential;

the likelihood of vacancies;

nature of preparation;

compliance with the general and professional requirements of the future position;

prospects (time remaining until retirement);

performance indicators;

ability to learn;

presence of necessary business qualities.

If we summarize the results when forming a personnel reserve, then the advantages can be considered:

economic benefit (no need to spend money on finding and training a new employee);

saving time (filling vacancies as soon as possible);

highly qualified personnel (the employee is taken from their ranks and trained according to their own retraining program);

support and promotion of their employees - personnel value policy (also works as a motivational factor: employees do not want to leave a company where specific prospects for career growth are visible);

softer adaptation of the employee to the team (the employee does not change, only his status changes);

the employee is “tailored” to the company, knows the policies and peculiarities of relationships well, and adapts to a new position faster.

costs of time and money for personnel selection and training;

the workload on selected employees increases (they must work as usual and still study).

Another hidden nuance is that when forming a reserve, resistance may arise from department heads and other employees for whose positions new candidates are applying. They fear for their place and may sabotage the process.

Creating a personnel reserve is useful for any organization, however, it is most justified in companies where there is a high turnover of personnel. In particular, enterprises retail, where the sales staff changes quite quickly. Such companies are forced to have a serious recruiting department or constantly turn to recruitment agencies. Creating and organizing a personnel reserve allows you to save on personnel selection.

In enterprises with a more stable personnel system, positions are not vacated so often, and there is no great need for a personnel reserve.

For which companies is the personnel reserve relevant:

for companies with narrow industry activities, where specialists are worth their weight in gold, and there is a significant difference between working in companies

For retail companies, where there is a high turnover and rapid growth in positions,

for companies at a stage of rapid growth, when they require short time many specialists.

Depending on the needs of the company, the specifics of creating a personnel reserve will differ:

working with specialized educational institutions or nurturing potential employees. Suitable for a company with a narrow specificity. Actions: company representatives select from among students and then monitor them during training (performance, specific or in-depth subjects are added), upon completion educational institution candidates are accepted immediately for a position in the company - training is not individual;

working with ordinary specialists. Suitable for retail and fast-growing companies. Actions: monitoring the employee’s work, identifying potential, assessing risks, conducting selection events with further vocational training for promotion (maximum to operational manager or middle manager), or internship in a new position under the supervision of a mentor and, based on the results, transfer, or refusal to transfer - training is not individual;

working with highly qualified specialists. Suitable for stable companies, both with a narrow specificity for the long term, and for fast-growing companies for middle managers. Actions: training in mentoring, development of management skills, support of initiatives, so that in the future, when a vacancy arises, transfer to a leadership position - individual training."

Training a talent pool is a strategic priority for most developing companies. The presence of competent, trained specialists ready for promotion 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 personnel reserve requires the HR manager to integrated approach and careful planning. An incorrectly defined sequence of actions when working with a reserve or skipping an important stage jeopardizes the quality and effectiveness of the entire work.
This article describes phased program formation of the personnel reserve of the enterprise. It can be used as a basis and guideline for developing your own reserve training program.

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

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

Stage 3. Profiling of target positions.

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

Stage 5. Development of regulations on personnel reserve.

Stage 6. Selection for 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 of reservists.

Stage 9. Planning further work with the reserve.

Let's look at each stage in more detail.

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

Actions:

1. Analysis organizational structure and staffing schedule of the enterprise.
Goal: determining the staffing level of the company's structural divisions.
Important: when preparing a reserve, it is necessary to plan for filling the vacant positions that arise, in the event that reservists are assigned to higher positions. The organization should not allow personnel “voids” to arise, especially when it comes to narrow specialists and rare professions, representatives of which are difficult to find on the foreign market.

2. Age analysis of the current management team of the enterprise.
Goal: identifying the most critical managerial positions in terms of the urgency of preparing the reserve (managers of retirement or pre-retirement age)

3. Expert analysis of managerial positions by the company's senior management.
Goal: identifying the highest priority leadership positions in terms of their contribution to business results and prospects for vacating the position.

Criteria for expert analysis of positions (example):
- Contribution to achieving the company’s business results.
- Prospect for release (low prospect - the position is not planned to be released in the next 3-5 years (employee retirement, promotion or rotation is not planned)
- Number of employees subordinate (presence/absence of deputies, staffing levels of the department/department). Departments that are understaffed have a shortage of potential reservists.

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

Stage result: positions that require priority formation of a personnel reserve have been identified.

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

Taking into account 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 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).

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 that require similar business and professional competencies(For example, Chief Accountant and head of the financial department). However, such cases should be considered exceptions rather than 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 employee training. 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 was determined.

Stage 3. Profiling target positions.
Conducting an analysis of key positions and drawing up a competency map (position profile).
Goal: to determine the basic requirements for professional and business qualities, knowledge and skills that an employee must have to succeed in a particular position.
Additionally: define additional criteria for selecting candidates for the reserve (age, work experience, etc.)

Information sources:
- Job Descriptions to target positions;
- Regulations and business plans of divisions;
- Results of interviews with TOP management and holders of target positions.

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

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

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

In this regard, 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 a talent pool training program. First of all, they need to find out the goals and objectives of the program, understand how it can be useful to the enterprise as a whole and personally to each employee. Insufficient information to staff about the innovation may give rise to negative rumors, fears and lead to non-acceptance of the reserve program by some employees.

Involvement. In order to avoid the emergence of false ideas and expectations from the reserve training program, in addition to informing, it is necessary to purposefully involve personnel in discussing the project, provide the opportunity to openly express their opinions about the program, ask questions and make suggestions.

Increased significance. Participation in 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 the conduct of information events was entrusted to an ordinary employee of the personnel department, since it was believed that this was a fairly simple task. However, the company 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 Extra time to hold follow-up meetings with the participation of the company's senior management.

Actions:

1. Preparation of information materials about the personnel reserve project.
Goal: information coverage of the reserve training program at all stages of its work.
It is important to use a variety of sources of information to employees:
- Meetings with employees – holding personal meetings with employees, informing them about the goals and objectives of the personnel reserve 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 plan for information support of the program.
First stage– preparatory (1-2 months before the launch of the program). Informing employees about the goals and objectives of implementing the program, 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 informing staff in a timely and complete manner.

Second phase– main (launching the program and its operation). Informing employees about the progress of the program. The goal is to maintain staff attention to the program and eliminate the emergence 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), the appointments of reservists and the further work of the program. The goal is to highlight the effectiveness of the program and emphasize the compliance of the goals and objectives with the results obtained.

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

Stage 5. Development of regulations on 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? Is it possible to do without it?

Firstly, the provision on the personnel reserve helps to structure the stages of the program, document the areas of responsibility of program participants, and clearly define their rights and responsibilities. In addition, the position will be an important source of information for personnel about the goals, objectives and operating mechanism 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 management’s intentions towards innovation. Documenting management's intentions automatically increases the status of the project for many employees, which is useful to remember.

2. Coordination of the draft regulations on the personnel reserve with the heads of departments.
On at this stage It is very important to involve the company’s management in the process of finalizing and agreeing on the regulations on the personnel reserve. This will not only contribute to obtaining valuable additions to the position on the part of managers, 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 gone through the approval process at the managerial level, it takes on the status of an official document of the company.

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

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 superior manager (through one or more organizational levels);
3.Self-nomination of an employee.

Employees whose candidacies have been declared for enrollment in the reserve undergo a standardized selection procedure, the purpose of which is to identify the managerial potential of the employee and his readiness to undergo the training program. It is advisable to carry out the selection in 2 stages:

Preliminary selection. Formal compliance of the candidate with the requirements for enrollment in the personnel reserve (example of criteria used):

Age of the candidate for the reserve
- For everyone: at least 25 years old.
- For women: no more than 50 years.
- For men: no more than 55 years old.

Work experience at the enterprise
- At least 3 years.
Pass/fail

Availability of targeted positions at the enterprise , for which a personnel reserve is required (from the employee’s business area)
Yes/no

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

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

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

Example of assessed business (corporate) competencies:
- Understanding of business;
- Skills in planning and organizing work;
- Ability to analyze information and make informed decisions;
- Leadership qualities, ability to build relationships;
- Striving for results and responsibility;
- Openness to new things and desire for development.

Evaluation methods: assessment center, analysis of work results, case testing, competency interviews, testing (professional, personal).

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

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

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

Actions:
1. Development general program development of reservists.
Goal: development of managerial competencies of reservists applicable to all target positions.
In this case, we are talking about drawing up a managerial training program common to all reservists, which includes group forms of training (trainings, seminars, master classes, etc.) aimed at developing universal managerial competencies that are important in 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, Organizing, Control, Delegation”;
- “Management decision-making skills”;
- “Motivation of subordinates”;
- and etc.

Development of management thinking
- “Systems thinking skills”;
- “Finance for non-financial managers”;
- “Creative thinking in business”;
- and etc.

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

As a rule, a general training program 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).
Goal: to ensure that the reservist is trained for the requirements of the target position, taking into account his individual characteristics, strengths and weaknesses.

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

Development in the workplace – gaining new experience without interrupting the main production activities;

Developmental assignments – solving work problems aimed at developing the employee’s managerial competencies;

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

Temporary substitutions – gaining new managerial experience when a reservist temporarily performs the duties of a superior manager;

Learning from the experiences of others (working with a mentor) – gaining the necessary experience from a more experienced colleague or manager in joint work;
and etc.

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

Options:
– regular bonus for mentoring (monthly/quarterly);
– encouragement of mentors whose reservists have demonstrated top scores preparation based on the results of the development program (or during the interim assessment).

Useful if necessary conduct internal training for mentors skills of transferring experience and assisting in the development of reservists.

4. Monitoring the effectiveness of training of reservists.
Conducting regular interim meetings of reservists and their mentors with personnel service employees to assess progress in development. Timely adjustment of the reservist’s individual development plan if necessary.

Stage result: development of the required competencies of reservists.

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

1. Conducting a comprehensive assessment of the quality of training of reservists.
Directions of assessment:

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

Evaluation of the results of completing the general training program and individual plans development – how much have the reservist’s professional and managerial qualities improved compared to the initial assessment indicators (during selection);

Evaluation of results project work – what results were obtained as a result of the implementation of development projects, determining the contribution of the reservist to achieving the result.

Evaluation methods:
- Analysis of production results and achievements of the reservist;
- Receiving feedback from the reservist’s mentor;
- Re-evaluation of the reservist (see stage 6, paragraph “Main 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, a decision is made on:

- Encouraging 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 developing professional and managerial competencies.

Stage result: reservists have been identified high level readiness to fill vacant leadership positions.

Stage 9. Planning further work with the personnel reserve.

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

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

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

For what?
Reservists who successfully complete the training program and improve their professional level often “grow out” of their current position. This fact and the lack of career advancement can seriously reduce an employee’s 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 capabilities and personnel policy companies):

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

In any case, when choosing retention methods, it is also necessary to take into account individual employee needs (for example, for some employees the material component is more important, and for others obtaining a higher status in the company, etc.)

1 -1

Briefly, the stages can be presented as follows.

1. Identifying the needs and drawing up a model of the competencies of specialists for whom the CG will be formed.
2. Collection of applications and recommendations in the Kyrgyz Republic.
3. Assessing candidates against existing criteria.
4. Formation of the Kyrgyz Republic.
5. Preparation and training of participants of the Kyrgyz Republic.
6. Assessing progress in preparation for appointment to a position, adjusting the composition of the Committee.
7. Appointment to office.

Principles of organization of the Kyrgyz Republic

The following are usually responsible for organizing the CD: structural units organizations, both internal The educational center, assessment center, personnel development department or HR department. The specialists of these departments choose work methods, and then give them normative “weight”, approving them by order of the manager.

Most often, HR specialists are concerned with the creation of a management committee, since recruitment procedures for leadership positions are usually difficult, and the result is difficult to predict. By creating a management committee for managers, they get the opportunity to avoid stressful situations, as well as maintain the management approaches established in the company. Thus, vertical movement of employees occurs.

Less common, but still encountered, is another type of CR formation—horizontal. In this case, those responsible for CI accumulate data about employees who are not seeking promotion, but are interested in changing their type of activity.

Forms of working with personnel reserve

The objectives of internal recruiting and formation of the CI are:

• Identifying the internal potential of employees (through certification, assessment, interviewing, consultations with middle managers)
• Development, training, retraining, advanced training of specialists included in the Kyrgyz Republic - so that they acquire the missing competencies
• Assessment of the acquisition of competencies required for the desired position or position, readiness for transfer.

In addition, the Kyrgyz Republic can be replenished from external sources. To do this, the selection specialist studies resumes presented on job search sites, sent by candidates independently, takes part in specialized conferences and seminars, professional groups V in social networks— and finding worthy candidates, he approaches them with an offer to join the Kyrgyz Republic. Unfortunately, in practice the efficiency of an external source is low because the right specialist is unlikely to wait for a vacancy to open. However, with systematic work, such tactics can bring good results (high-tech companies often resort to it, forming a pool of rare specialists who may be needed in the future).

What acts regulate work with the personnel reserve at the enterprise?

In relation to the creation of the Kyrgyz Republic, this may be the case.

What does personnel reserve mean?

The personnel reserve (CR) 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 management. Specialists are assessed especially carefully and the personal, professional and business qualities needed to perform their job duties are identified.

External personnel reserve consists of resumes of candidates who meet the requirements and can therefore be invited at any time to fill 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 proposals.

Reference: sometimes the 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 high potential for career growth, have management skills. As a rule, these are long-time specialists who have managed to establish themselves and show their reliability.

Table. Comparative characteristics internal and external sources of personnel selection

Internal reserve includes:

• highly professional employees with unique knowledge, capable of leadership, as well as professional growth in a horizontal direction (reserve of key specialists);
• subordinates who can demonstrate vertical growth (administrative staff);
• trained managers who can immediately begin their duties (operational staff);
• potential managers (strategic talent pool).

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

IN small companies a personnel reserve system is rarely created. Typically, employees are moved from position to position, or relatives, friends or acquaintances are accepted into the company, while avoiding formalities - evaluation, testing, etc. It should be noted that sometimes this can lead to serious problems, including the closure of the company.

Goals and objectives of reserve formation

The main task of the Kyrgyz Republic is to improve and stabilize financial position organizations. By having “spare” employees, the company is protected from unforeseen situations due to the absence of key specialists. Business processes go on as usual, clients are satisfied with the cooperation, and business profitability does not decrease.

The formation of an organization's personnel reserve is also required to achieve other goals that management faces. Usually, using the “spare” database, they try to:

• reduce the number of errors in the selection and placement of personnel;
• evaluate staff adequately and slowly;
• 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 managers;
• reduce costs for recruitment and adaptation of personnel;
• maintain a positive reputation.

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

Example of a Regulation

The formation of a personnel reserve (HRR) of an organization occurs with the participation of senior management. We recommend adhering to the principle of openness and transparency. That is, do not hide from other employees that they have begun selecting specialists in the Kyrgyz Republic. It is possible that some will prove themselves in order to achieve a promotion.

If there are not enough resources to form a CD, involve third-party specialists from recruitment agencies who will take on some of the tasks themselves or complete the work on a turnkey basis. Adhere to the given algorithm, make sure that not a single promising employee is overlooked.

Stage No. 1. Determine your reserve needs

The first stage is the most important, so you need to approach it as responsibly as possible. If you do not pay attention to the nuances, the FCR process will be longer and more expensive.

Before starting work on creating a reserve, identify:

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

Determine how much money can be spent on creating a personnel reserve and agree on it with the 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 for the Kyrgyz Republic.

Stage No. 2. Select employees for the reserve

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

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

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

The main goal that needs 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 that you don’t miss important details when working with candidates for the Kyrgyz Republic.

Requirements for candidates for inclusion in the Kyrgyz Republic:

Download sample

When selecting a talent pool, determine the motives of potential employees, their goals and values. Do not immerse yourself in the study of unnecessary facts and personal life, because this information does not carry much meaning, but it takes up your time to analyze it.

Stage No. 3. Create a personnel reserve list

After assessing the candidates and comparing them with each other, make a preliminary list of “reserves”. Divide it into 2 parts. The first includes workers who are assigned to the operational unit, i.e. to fill key positions right now or in the near future. The second group includes those who will make up the strategic reserve. Typically these are young employees with leadership abilities who will gradually gain experience.

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

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

Create a personnel reserve for several years in advance. Submit the list to a senior manager for consideration - he has the right to cross out some people if, in his opinion, they do not meet the necessary criteria. As the list becomes outdated, it needs to be updated. Remove dropouts and add new arrivals.

Important! When enrolling qualified reservists, prepare a petition for nomination to a position if it becomes vacant. Submit the document to the director for approval.

Candidate application form for the personnel reserve

Download the form

Training and retraining of applicants

After weeding out clearly unsuitable employees and adding promising specialists to the talent pool, begin working with those who are generally suitable for the position, but need additional training. Choose the best program for them, taking into account their budget.

The following methods are usually used:

The training program depends on the current experience and 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 personnel reserve to fill management positions, and there is no possibility of providing study leave, pay attention to distance programs. You can view the approximate content of some courses and find out the features of this form of training.

Answers to frequently asked questions

1. Who should be appointed responsible for working with the personnel reserve?

Typically, managing an organization's personnel reserve is the responsibility of the head or ordinary specialist of the service. Large organizations create a special department. To achieve results in working with the Kyrgyz Republic, involve immediate managers 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 CI in writing or in person. Explain the goals and objectives of the program, convey its importance to employees and the organization as a whole. Please note that insufficient information to staff about the innovation may give rise to negative rumors and fears.

4. What are the different ways to nominate candidates for the personnel reserve?

There are three main methods of nomination: by the immediate supervisor, by a superior manager, and by self-nomination of the employee.

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

The following errors are identified when working with CD:

• work proceeds without proper management support under pressure from the personnel service and the training department;
• financial restrictions do not allow the use of a number of areas of training for reservists;
• the reserve for filling management positions is made formally;
• vague 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 to fill top positions in the organization. The procedure for working with them differs in that higher demands are placed on specialists.

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

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

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

As a result of the previously completed work on creating and developing a reserve, realize the goals for which the CD was created, develop additional measures to retain valuable employees. Do not forget that personnel reserve management is not just a formal procedure, but real work that needs to be systematically devoted to time.

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