What they do in reserve in the civil service. Personnel reserve. I was included in the personnel reserve when I was hired

Many companies have experience in creating a talent pool. But he is far from always successful. If the company cannot offer the reservist attractive terms, it may happen that he leaves the company. Therefore, before creating a talent pool, it is necessary to think over all measures to motivate employees: material motivation, career ladder, development program, etc. On the one hand, enrollment in the personnel reserve in itself is already a good motivation, since the employee understands that he is highly valued. But a month, six months, a year will pass, and he is still in the same position with the same salary, but with increased self-esteem. In the end, unfulfilled ambitions will force him to find another company where he can realize himself. The talent pool is a whole system, in the creation of which the entire company must participate, otherwise there may be a threat of “drain of valuable personnel”.

Everyone needs a "gold reserve"

Every manager wants his company to have at least good, and preferably the best, employees. You can select only the best employees (which sounds almost fantastic), or you can find employees with high potential in your ranks and raise them to the required level. It is for this purpose that the company's personnel reserve is being created.

There is no doubt that in every company it is necessary to single out and additionally reward the most valuable and effective employees. There are employees who support whole areas of activity and the work of departments, and there are those who accompany their activities, and whose replacement is unlikely to be noticeable. We will turn our attention to the category of valuable and highly effective employees of the company.

By itself, the concept of "personnel reserve" is known to the absolute majority, and it seems quite clear why it is needed.

The main goals of creating a talent pool, as a rule, are:

Meeting the needs of the business for qualified personnel;
Decrease in staff turnover (more precisely, the turnover of the most valuable employees);
Increasing the motivation of professional activity;
Creation of conditions for professional and career growth of the best employees.

Also, some managers want to achieve continuity in the team with the help of the personnel reserve, i.e. retention of experience, leadership style, values, etc.

What is a talent pool?

The talent pool is the company's employees who have the potential for development and are planned to move horizontally and vertically to specific positions (this is the so-called operational talent pool).

However, if the tasks of creating a talent pool are somewhat broader than internal selection, then the definition of a talent pool also needs to be expanded.

The talent pool is closely related to the company's personnel assessment system and therefore must be fully consistent with it.

In one of the large companies where I was involved in personnel assessment, performance of professional tasks and potential were taken as the main criteria for assessing personnel. Therefore, the definition of the personnel reserve was as follows:

talent pool - these are employees, the level of performance of professional tasks and the potential of which exceeds the requirements for their positions.

This is the most general definition. In the category of these employees, I included those whom we plan to move (horizontal or vertical), i.e. there are specific ready-made positions in the company for them.

There is also a category of employees who are valuable to the company, but for whom there is no specific position at the moment. They also need to be highlighted and additionally motivated. They may well become leaders of new projects or new directions.

In addition to the above, the succession of managers may be included in the talent pool, if the company is working in this direction.

The only thing left to do is to create a scheme for working with the personnel reserve.

In this case, it looks like this.

Diagram 1. Scheme of work with the personnel reserve.

As you can see in the diagram, we must have a plan for introducing new positions before enrolling employees in the talent pool. Those. beforehand, each manager must provide us with information about the planned vacancies in his department and the requirements.

How do employees get into the talent pool?

Before the start of the assessment, a plan for the introduction of new positions / opening of new projects is formed.

Then the personnel assessment itself is carried out, during which employees are allocated who, obviously, have already grown out of their position, either have high potential to perform more complex functional duties, or have expressed a desire to work in related departments, etc.

Having identified such a group of people, we turn to the plan for the introduction of new positions and select suitable people for the planned vacancies.

The manager, in whose department a new vacancy will be opened or a new project will be implemented, conducts interviews with an employee applying for inclusion in the talent pool, for compliance with the requirements of the position. Based on the results of the interview, the employee is either included in the reserve for a specific position, or transferred to the reserve without specifying a specific position.

No more than three employees can apply for one position / project management. One employee can apply for a maximum of two positions.

Employees who have received high scores according to the results of the annual assessment and who have not been matched by any of the proposed positions for employees of the talent pool can apply for admission to the talent pool without specifying a specific position. These employees can apply for a specific position in the event of an unplanned introduction of new positions, or the vacancy of existing positions.

Also, based on the results of the assessment of employees, each manager should select two successors for himself from among his direct reports. However, problems may arise here: the manager may not have two subordinates (funny, but this is not uncommon in large companies), or they may not be suitable as his successors. This decision is at the discretion of the manager.

A successor is a person who has the knowledge, skills and abilities to fulfill the functional duties of a manager in the event of his absence (both temporary absence and dismissal / transfer to another position). Certain functional responsibilities can and should be delegated to successors. The best employees of the division based on the results of the annual assessment can apply for the position of the successor.

So, in our talent pool, three groups of employees have been formed: with an indication of a specific position, without specifying a specific position, and the successors of managers. Confusion may already arise: can an employee belong to several categories, because we choose the best ones to fill vacancies, and also these best ones are chosen by the manager to train successors. Therefore, it is necessary to prescribe all possible options. And, of course, the employee must decide for himself what is more important to him, more interesting, etc. But the allocation of a separate category "successors to the leader" is quite rare. With the other two categories, difficulties should not arise.

As for the reservists, without specifying a specific position, discussions were held for a long time. The main question was: if we do not have a position, why would we waste money and time on these employees. However, in the end, the managers came to the conclusion that these employees need to be additionally motivated and retained in the company, because their potential is high and can be effectively used.

Because in the company, as a separate line of work, the successors of the leaders were highlighted, it turned out that most of those who got into the reserve without specifying a specific position moved to the rank of successors. Still, we cannot plan all of us for leadership positions, if only because not everyone can and wants to be leaders.

Reservists with an indication of a specific position can be conditionally divided into several subgroups:

Reserve for top positions (rather an exception, since the CEO personally selects this position more often and mainly for his own reasons);

Middle management reserve;

A reserve of specialists (the main category with which it is necessary to work, since there is the largest number of training programs for them, they are well replaceable, there are more opportunities for their career. These are future heads of departments, managers, project managers, etc. .).

After being enrolled in the personnel reserve, the employee, together with the manager, draws up his own professional development plan.

The plan for employees enrolled in the personnel reserve with an indication of the position must be agreed with the manager in whose unit the position / project is planned to be opened, and he also monitors the implementation of the plan.

For employees who are enrolled in the personnel reserve without specifying a position, a plan is drawn up aimed at developing general management skills, or at developing professionally important qualities. Work with this category is carried out individually by the direct supervisor (compensation packages, delegation of part of the tasks, training, etc.).

A professional development plan is also drawn up for the successors of the leader. Based on the results of the implementation of the professional development plan, a decision is made on the appointment to the position or retention / exclusion of the employee from the personnel reserve.

To determine the readiness of an employee for a new position, the manager may decide to conduct an additional assessment.

Such a scheme of interaction was built in the company after personnel appraisal was replaced by an annual personnel appraisal procedure.

Based on the results of personnel certification, the company's personnel reserve was also formed. But the statistics turned out to be deplorable.

Learning from mistakes

Several years ago, an attempt was made in the company in question to maintain a single base of the personnel reserve, but this did not lead to anything: the company could not offer them anything concrete and people gradually began to quit. And it is not economically feasible to develop them, train them, come up with special positions for them, just so that they develop.

As a result, a significant part (34.7%) of the employees enrolled in the reserve resigned, only 16.5% of those enrolled were transferred to the planned positions (the data is reflected in Diagram 2).

Chart 2.

It turned out that employees were selected from the general number and enrolled in the talent pool after a rather stressful and time-consuming certification procedure, but the result was negative.

Development plans were written literally from the ceiling, tk. managers did this, and they, as a rule, do not like to devote their time to such work. Money for the development of employees was not pledged and therefore the managers had a rather meager list of what they could offer reservists: self-education, training in a corporate training center (which trains everyone, and it is not at all necessary to be a reservist to get there), etc. ...

When vacancies were opened, they were filled with employees who were not in the talent pool (every manager wants to see the necessary his of people). An employee could be in the personnel reserve for as long as desired.

Since we consider enrollment in the reserve as a method of motivation, then you need to understand that it has its limits. The employee has already been told that he is the “chosen one,” his motivation has increased for a while, his expectations and self-esteem have increased, and he is justifiably dissatisfied if his status or material reward does not change in any way. And soon this employee, dissatisfied with his status, starts looking for another company.

As a result, such disappointing statistics were obtained, and the work with the personnel reserve was stopped.

After changing the personnel appraisal system, the HR director decided to resume work with the talent pool, since it was necessary to motivate employees.

The first question that was posed by the evaluators was financial: how much the company is ready to allocate funds (and whether it is ready to pay for this "pleasure" at all).

The options for the development of reservists were significantly expanded: external training, internships, closer interaction with the manager, independent projects, etc. were included. depending on the position.

And most importantly, the work with the talent pool was completely controlled by the personnel appraisal specialists. They had to collect information not only about vacancies and employees who were in the reserve, but also control the quality and timeliness of writing development plans and their implementation. The movement of the personnel reserve was also monitored and monitored so that a reservist would get a vacancy (if he applied for it, of course). Periodic assessment of the competencies of reservists was carried out so that the dynamics of development was visible, while the assessment methods became more complicated.

That. work with the talent pool became transparent and well controlled, which undoubtedly led to a positive result.

However, it is worth recognizing that although inclusion in the personnel reserve is more of an intangible motivation, without finances this work will not bring any result. If the company is not ready to allocate funds for the selection and development of the best employees, then it is not worthwhile to engage in the formation of a talent pool. Otherwise, the consequences can be exactly the opposite of expectations.

Working with the talent pool affects the entire company. Every leader should take part in it and understand why all this is needed. It is impossible to control everything, and even total control is hardly the best way to motivate. Therefore, you have to conduct constant educational work with leaders and overcome resistance, because it is the position of the leader that has the greatest influence on the development of his employees.

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Article 64. Personnel reserve in the civil service

Due to the absence of a federal regulatory legal act on the personnel reserve, government bodies use different approaches to organizing the formation of a personnel reserve.

In other state bodies, it is practiced to include in the personnel reserve applicants who participated in competitions for filling vacant positions, but did not win the competition (by decision of the competition commission). At the same time, a citizen in some government agencies can be included in the personnel reserve without specifying the position for which the reserve was formed, in others the inclusion of the winner of the competition in the personnel reserve is carried out by category of positions. In many state bodies, the personnel reserve is not formed.

In the period 2008-2009. in all constituent entities of the Russian Federation and most of the constituent entities of the Russian Federation, reserves of managerial personnel have been formed. In the absence of federal legal regulation of the procedure for the formation of such reserves, each constituent entity of the Russian Federation establishes its own selection procedure and requirements for candidates for the managerial personnel reserve in accordance with the recommendations developed in all federal districts.

In particular, in a number of constituent entities of the Russian Federation, the selection of persons for the managerial personnel reserve includes:

nomination of candidates by heads of state bodies and local self-government bodies of municipalities, rectors of universities, heads of non-state enterprises and institutions, public organizations. It also provides for self-nomination by citizens of the Russian Federation of their candidates;

analysis of nominees' questionnaires for compliance with formal selection criteria;

testing of all candidates in accordance with the approved selection criteria:

1) personal and business qualities (leadership qualities, ability and desire to work in a team, social maturity, active life position, striving for self-improvement, adherence to laws, moral norms, management requirements);

2) intellectual indicators (the ability to plan, the ability to see the situation and predict the development of events in the near future; foreseeing the consequences of decisions made, the validity of decisions made; the presence of intuition that allows you to successfully solve problems that are not amenable to formalization);

3) special indicators (stress resistance, professional purposefulness, i.e. the ability to bring the matter to a successful result);

making a decision by questionnaire on the inclusion in the reserve of management personnel for candidates who have overcome the established threshold of test scores. At the in-person meeting of the selection committee, those candidates are submitted, on which the members of the selection committee expressed individual opinions in the protocol, as well as candidates who were not included in the protocol, but for which complaints were received about disagreement with the results of the experts' conclusions;

after signing the protocol by all members of the commission, the data on the candidates are transferred to the administration of the constituent entity of the Russian Federation to check the personal data of the candidates;

lists of the reserve of management personnel are posted on a specialized site in the public domain. In addition to the lists, the site contains the relevant regulatory documents, the procedure for forming a reserve, a list of positions for which the reserve is formed, approved forms of questionnaires and recommendations for candidates, a reserve training program and other necessary information, a news feed.

The formation of a reserve of managerial personnel was initially carried out not for specific positions, but in separate areas: organizational work, the real sector of the economy, the social sector, and the financial and economic sector. This principle of forming a reserve of managerial personnel makes it possible to rotate within the reserve.

Financing of the costs of testing candidates for the reserve and training of reserve participants in individual constituent entities of the Russian Federation is carried out on a shared basis in the following proportions: for testing 50% of budgetary funds and funds of the candidate himself; for training: 10% - budgetary funds, and 90% - student funds.

The formation of a personnel reserve, along with competitive procedures for admission to the civil service, ensures the implementation of the constitutional right of citizens of the Russian Federation to equal access to public service, as well as the right of civil servants to official growth.

The formation of a personnel reserve and its effective use is an urgent direction of personnel policy, implemented in order to improve the professionalism of the personnel of the state civil service.

The personnel reserve is an important mechanism through which the career development of civil servants in many democratically developed European countries, as well as the USA, Canada, and Japan, is carried out. Work on the formation of a personnel reserve in the republics of Kazakhstan and Belarus is carried out on the basis of special regulations.

The personnel reserve is both a mechanism for professional and job growth of employees and a democratic institution through which, as a result of competitive selection, the most professionally trained and successful representatives of civil society, the commercial sector, the deputy corps and professional officials are selected for the civil service.

In accordance with the practice of regulating the formation and use of the personnel reserve, which has developed in state bodies, the following most general trends can be distinguished.

The formation of the personnel reserve is carried out taking into account the composition of the personnel of the civil service and the "bank of vacancies" of the corresponding positions of the civil service.

The selection of candidates for admission to the personnel reserve is carried out taking into account the assessment of the results of professional performance, personal and business qualities of civil servants. When selecting candidates for enrollment in the personnel reserve, the following are taken into account: the age of the employee; compliance of the employee's required education; work experience; knowledge of regulatory legal acts in the field of public administration and in the area of activity; health status. A number of normative legal acts set age limits for candidates for the reserve. For example, the age limit - up to 45 years old - is established by the Regulations on the procedure for the formation and training of a reserve of leading personnel in the state authorities of the Republic of Sakha (Yakutia). The personnel reserve includes employees certified for promotion to higher positions. The number of employees included in the personnel reserve for promotion to the corresponding position is not limited.

According to the commented article, the structure of the personnel reserve has been established in the state civil service, which includes two levels - the federal and the subjects of the Russian Federation.

At the federal level, a personnel reserve is formed in the federal state body, as well as a federal personnel reserve. In turn, in each state body of the constituent entity of the Russian Federation, the representative of the employer forms a personnel reserve of the state body of the constituent entity of the Russian Federation. The personnel reserve of a constituent entity of the Federation consists of personnel reserves of state bodies of the constituent entities of the Russian Federation.

The formation of the personnel reserve is carried out in order to timely fill the vacant positions of the federal civil service by persons included in the personnel reserve both in the order of job growth and for filling civil service positions in cases stipulated by the legislation of the Russian Federation.

Based on the Consolidated Register of State Civil Servants of the Russian Federation and the applications received from civil servants and citizens, a personnel reserve of a state body, as well as a federal personnel reserve and a personnel reserve of the corresponding constituent entity of the Russian Federation, are formed on a competitive basis to fill positions in the civil service.

The personnel reserve of the federal state body may include persons who have expressed a desire and have successfully passed the competition for inclusion in the personnel reserve to fill the relevant civil service position, including those entering the federal civil service for the first time.

The inclusion of a civil servant (citizen) in the personnel reserve of the federal state body to fill a civil service position is carried out based on the results of a competition. However, the provisions contained in Art. 22 of the commented law do not reflect the specifics of the personnel reserve associated with the need for additional professional training of the participants in the personnel reserve to occupy the relevant positions. Such "professional inexperience" should not prevent the most promising employees from being included in the talent pool.

The talent pool solves various tasks, such as ensuring job growth and maintaining the staff of existing employees who meet the established qualification requirements, attracting citizens from other areas of activity.

The period of stay of a civil servant (citizen) in the personnel reserve of a state body is determined by the representative of the employer. In a number of government agencies, it ranges from 1 to 5 years.

In cases where it is impossible for a civil servant to fulfill his official duties for health reasons, as well as in connection with the reorganization, liquidation of state bodies, reduction of civil service positions in them, a civil servant who meets the qualification requirements should have a priority right to fill a vacant civil service position over those who who is in the personnel reserve.

The experience of studying the work with a personnel reserve in government bodies shows that sometimes not one, but two or three candidates are selected from among civil servants or citizens who participated in the competition for one position, since the use of only one reservist for each position significantly limits the personnel independence of the head. Inclusion in the personnel reserve not for a specific position, but for positions within the relevant group of civil service positions is not provided for by the legislation on the civil service.

In this regard, the experience of regulating this issue from our foreign neighbors can be useful. So, in the regulation on the personnel reserve of the civil service of the Republic of Kazakhstan (approved by the Decree of the President of the Republic of Kazakhstan dated December 4, 2003 N 1243) the concept of "corresponding position" was introduced. The document establishes that such a position for a reservist is a position in the category to which he is assigned. At the same time, a civil servant (citizen) who is in the personnel reserve must meet the qualification requirements and have the necessary personal and business qualities necessary for the effective performance of official duties.

Attestation commissions take part in the formation of the personnel reserve. So, according to paragraph 1 of part 16 of Art. 48 of the commented Federal Law, based on the results of certification, the representative of the employer makes a decision on the inclusion of a civil servant in the personnel reserve of a state body after a competition. In a number of constituent entities of the Russian Federation, they took the path of using the decision of the attestation commission as a basis for issuing a legal act on the inclusion of a civil servant in the personnel reserve. Meanwhile, according to paragraph 1 of part 16 of Art. 48, the inclusion of a civil servant in the personnel reserve for filling a higher position in the civil service is carried out in accordance with the established procedure, i.e. based on the results of the competition, and the decision of the head regarding this issue is only advisory in nature. Consequently, the norms of a number of legal acts of the constituent entities of the Russian Federation, which enshrine the right of a representative of an employer (head of a state body) to include a civil servant in the personnel reserve on the basis of a decision of the attestation commission, are illegal.

The existing practice cannot be supported when, in the presence of a vacant position in a state body, a competition is held for inclusion in the personnel reserve for this position, and the winner of the competition is appointed to the vacant position within a short time after being included in the reserve. Within the meaning of Art. 22 of the commented law, if there is a vacant position in the civil service in a state body, it is necessary to hold a competition for filling this position, and not a competition for inclusion in the personnel reserve for the subsequent replacement of this position from the reserve.

In accordance with the Methodology for holding a competition for filling a vacant position in the state civil service in the Ministry of Health and Social Development of Russia (approved by Order No. 695 of November 25, 2005), the decision of the competition committee is, among other things, the basis for including the applicant in the personnel reserve. This contradicts the requirements of Part 7 of Art. 22 of the Federal Law, according to which the competition commission is formed to hold a competition for filling a vacant position, and clause 21 of the Regulation approved by Decree of the President of the Russian Federation of February 1, 2005 N 112, which provides that the decision of the competition committee may be the basis for either vacant position of the civil service, or refusal of such an appointment.

Enrollment in the personnel reserve based on the results of consideration of issues on filling vacant positions in government bodies following the results of the competition for filling a vacant position is massive, while in some cases the winner of the competition is not determined and the vacant position remains unsubstituted. Subsequently, in violation of the requirements of Part 7 of Article 64 of the Federal Law, from the personnel reserve formed in this way, the appointment to various positions is carried out without a competition as from the reserve formed on a competitive basis, while the competition for the personnel reserve was not announced and was not carried out.

In accordance with Part 4 of the commented Art. 64, the inclusion of a civil servant (citizen) in the personnel reserve of a state body to fill a civil service position is carried out based on the results of a competition in the manner prescribed by Art. 22. This means that in order to be enrolled in the personnel reserve of a state body, a separate competition must be announced for inclusion in the personnel reserve (for a specific position in the civil service). Moreover, such a competition is held in the manner and under the conditions provided for in Art. 22 of the commented law and the Decree of the President of the Russian Federation of February 1, 2005 N 112 "On the competition for filling a vacant position in the state civil service of the Russian Federation."

If such a competition was not announced and was not held, the civil servant was included in the personnel reserve based on the results of the competition for filling a vacant position in the civil service in violation of the procedure established by law. Thus, the appointment of a civil servant from a personnel reserve formed in violation of the requirements of the commented Art. 64 would be illegal.

The list of documents required for the participation of civil servants (citizens) in the competition for inclusion in the personnel reserve of the federal state body, as well as the procedure for publishing announcements about the acceptance of these documents and the holding of the competition is established by the Regulations on the competition for filling a vacant position in the state civil service of the Russian Federation (approved by Decree President of the Russian Federation of February 1, 2005 N 112).

At the same time, a civil servant (citizen) who has expressed a desire to participate in the competition for inclusion in the personnel reserve is not allowed to participate in the competition due to his non-compliance with the qualification requirements for the civil service position for which he is applying for, as well as due to restrictions, established by federal law for admission to the civil service and its passage.

In the course of the competition for the inclusion of a civil servant (citizen) in the personnel reserve of a state body, the following issues are subject to study and assessment: the level and nature of professional knowledge, skills and abilities possessed by a civil servant (citizen); the quality of the performance of official duties in accordance with the official regulations, tasks and functions of the structural unit of the state body and the functional characteristics of the civil service position being replaced in it (for civil servants); the ability to make effective managerial and other decisions (for civil servants of the "managers" category), the ability to prepare high-quality projects of managerial and other decisions (for other categories of civil servants), as well as monitor their implementation (participate in control or ensure its implementation); participation in the work on the preparation of draft regulatory legal acts and (or) draft management and other decisions, as well as the results of their implementation; the quality of work on the provision (presentation) of public services to citizens and organizations in accordance with the official regulations of a civil servant.

b) refuse a civil servant to include him in the personnel reserve to fill a vacant position in the civil service in the order of job growth (indicating the reasons);

d) refuse to include the relevant citizen in the personnel reserve to fill a vacant position in the civil service (indicating the reasons).

The decision of the tender committee of the state body is the basis for the inclusion by the representative of the employer of a civil servant (citizen) in the personnel reserve of the state body to fill a vacant position in the civil service or to refuse such inclusion. The inclusion of a civil servant (citizen) in the personnel reserve of a state body is carried out by a legal act of a state body.

The list of the personnel reserve of the federal state body is compiled with a breakdown by categories and groups of positions in the civil service; specializations of civil service positions and specific civil service positions in accordance with the relevant registers (lists) of civil service positions.

Information about civil servants (citizens) included in the established procedure in the personnel reserve of a state body may include:

Full Name; year, day and month of birth; education; the civil service position to be replaced; for a citizen - the position to be replaced and the name of the organization; class rank (qualification rank), military, special rank, diplomatic rank (date and number of the certificate of assignment); civil service experience (work in the specialty), etc. When forming the talent pool, the employer's representative has the right to process (including automated) the personal data of "reservists".

The procedure for filling civil service positions established by the legislator presupposes the observance of the right of a civil servant (citizen) to voluntarily fill a vacant position. If a civil servant (citizen) who is in the personnel reserve of the federal state body (federal personnel reserve) refuses from the proposed civil service position, the vacant position is filled by competition.

The decision to exclude employees from the personnel reserve is made by the head of the federal state body, whose competence includes the appointment or dismissal of the civil service of the relevant civil servants (citizens).

Based on the practice, the exclusion from the personnel reserve of the state body is carried out in the case of:

a) appointment to a civil service position in the order of official growth or service transfer;

b) a decrease in the indicators of efficiency and effectiveness of professional performance, confirmed by the certification commission (on the grounds set forth in clauses 2 and 3 of part 16 of article 48);

c) commission of a disciplinary offense, for which a disciplinary penalty was applied to a civil servant;

d) refusal from the proposal to fill a higher vacant position in the civil service;

e) a motivated personal request;

f) for health reasons;

g) dismissal from the civil service;

h) other cases stipulated by the legislation of the Russian Federation.

A civil servant included in the personnel reserve of the federal state body in the manner provided for in part 10 of Article 58 in connection with his release from the civil service position being replaced by disciplinary punishment is excluded from the personnel reserve of the federal state body and in the event of a decision by the competition commission to refuse him in the right to fill a vacant civil service position. At the same time, his dismissal from the civil service is carried out on the same grounds on which he was dismissed from office. In this case, the release from the civil service position being replaced should be considered a deferred sanction.

On the basis of the federal personnel reserve, the personnel reserve of the constituent entities of the Russian Federation, the personnel reserve of the federal state bodies and the personnel reserve of the state bodies of the constituent entities of the Russian Federation, the Consolidated personnel reserve of the Russian Federation is formed to fill the vacant positions of the state civil service of the Russian Federation.

The consolidated personnel reserve of the Russian Federation, along with the reserve of managerial personnel under the patronage of the President of the Russian Federation, should become the main source for filling the positions of the state civil service in the category of "managers", "assistants (advisers)", the appointment and release from which is carried out by the President of the Russian Federation or By the Government of the Russian Federation.

In order to improve the efficiency of work with the personnel reserve, professional training, advanced training and internship are carried out for civil servants and citizens included in it.

In turn, the passage of professional retraining, advanced training or internship by a civil servant can be considered by the competition commission as a preferential basis for making a decision based on the results of the competition on the inclusion of a civil servant in the personnel reserve of a state body.

An internship as a form of practical training of a personnel reserve is carried out directly in government agencies, as well as in other organizations in order to form and consolidate in practice professional knowledge, skills and abilities obtained as a result of theoretical and practical training.

In the work with the personnel reserve, the role of personnel services is increasing. Personnel services of state bodies are working on recording and accumulating data on the personnel reserve of the state body, the composition and movement of the personnel reserve. Professional retraining, advanced training or internship of civil servants included in the personnel reserve is carried out in accordance with the state order for professional retraining, advanced training and internship of civil servants for the next year. In addition, the personnel service of a state body with the participation of a civil servant draws up an individual training plan for a civil servant included in the personnel reserve, which is approved by the head of the state body, no later than a month after his inclusion in the personnel reserve of the state body.

Information on the inclusion of a civil servant in the personnel reserve is entered by the personnel service in the personal file of a civil servant and other documents confirming his official activities.

Recently, it has been increasingly proposed to change the structure of the personnel reserve. This is due to the fact that the personnel reserve is one of the tools that ensure the growth of civil servants. Therefore, it becomes necessary to exclude provisions from the law that are grounds for the formation of a personnel reserve not in the order of official growth (part 1 of article 39 - suspension of a service contract due to circumstances beyond the control of the parties) and part 10 of art. 58 - dismissal due to disciplinary action). At the same time, inclusion in the personnel reserve, formed solely for the purpose of ensuring official growth of civil servants and filling vacant positions by citizens, should not impose rights and duties on civil servants (citizens), and the decision on the possible appointment of these persons from the personnel reserve to vacant positions may be fully attributed to the competence of the representative of the employer.

The personnel reserve is proposed to be formed from the number of civil servants (citizens) who have passed the competition for inclusion in the personnel reserve, as well as based on the results of certification of civil servants (without conducting competitive procedures) and following the results of the competition for filling a vacant position when the competition commission makes a decision on the possibility of inclusion in personnel reserve of a civil servant (citizen) who did not become the winner of the competition for filling a vacant position.

In order to increase the efficiency of the use of the personnel reserve of the state body, it is proposed that the competition for inclusion in the personnel reserve is carried out to fill the positions of the federal civil service of the corresponding group of positions, and not a specific position, as follows from the current version of Article 64 of the Federal Law. In this regard, during the competition, the professional level of the candidate will be assessed, taking into account the compliance with the qualification requirements for the corresponding group of positions. This approach provides an employer representative with the opportunity to quickly fill vacant positions in a state body through the appointment of a federal civil servant (citizen) to a federal civil service position within the corresponding group of positions.

From part 1 of Art. 39 of the Federal Law, it is proposed to exclude the provision on the inclusion in the personnel reserve of civil servants, the service contract with whom has been suspended due to circumstances beyond the control of the parties. The results of monitoring the implementation of the Federal Law confirm that these provisions are not applied in practice. In addition, according to part 4 of this article, if within three months after the termination of the circumstances (conscription or assignment to a substitute alternative service; election or appointment to an elective position; the onset of extraordinary circumstances) a civil servant has not been appointed to a civil service position , then the service contract with him is terminated, and the civil servant is dismissed. Federal law does not provide for any obligation of the employer's representative to offer the employee the corresponding position. In this regard, the status of a civil servant during the waiting period for a position is not entirely clear. If we proceed from the fact that he continues to be in the civil service, then he must comply with all restrictions, prohibitions and requirements for official behavior provided for civil servants. It is also unclear the status of these persons, in particular, simultaneously undergoing civil service and military service by conscription during the period of being in the personnel reserve.

It should be noted that the current Rules for maintaining and storing work books, making work book forms and providing employers with them, approved by Decree of the Government of the Russian Federation of April 16, 2003 N 225, do not provide for the entry into the work book of information on inclusion in the personnel reserve.

Taking into account the concept of a personnel reserve, formed exclusively for the purpose of official growth of civil servants and filling vacant positions by citizens, it is proposed to exclude provisions from part 1 of Article 3, according to which being in the personnel reserve is considered a civil service. The exclusion from part 1 of Article 3 of the norm providing for being in the personnel reserve by the civil service makes it possible to overcome the legal uncertainty in the status of persons included in the personnel reserve. So, in fact, being in the personnel reserve cannot be considered a civil service and should not extend to persons included in the personnel reserve additional rights and obligations.

On March 1, 2017, the President of the Russian Federation issued Decree No. 96, which approved the Regulation on the personnel reserve of the federal state body (hereinafter referred to as the Regulation). The need to issue such a decree stemmed from Article 64 of the Federal Law "On the State Civil Service of the Russian Federation" in its original version of 2004, but in the end the Regulation was approved only 12 years after the entry into force of the law.

The Regulation regulates the formation of the personnel reserve, work with the personnel reserve and the exclusion of citizens and civil servants from the personnel reserve. At the same time, it concerns only the personnel reserve of the federal state body (the law on civil service also provides for the existence of a federal personnel reserve, a personnel reserve of a constituent entity of the Russian Federation and a personnel reserve of a state body of a constituent entity of the Russian Federation.

The regulation indicates the goals and principles of the formation of the personnel reserve. It also specifies that information on the formation of a personnel reserve and work with it is posted on the official websites of the federal state body and the state information system in the field of public service in the information and telecommunications network "Internet" in the manner determined by the Government of the Russian Federation.

As for the procedure for the formation of a personnel reserve, in this aspect, the Regulation, in general, repeats the norms of Art. 64 of the Federal Law "On the State Civil Service of the Russian Federation". Among the few important short stories in this section are:

Clarification that civil servants (citizens) who did not become winners of the competition for filling a vacant position in the federal civil service, but whose professional and personal qualities were highly appreciated by the competition commission, on the recommendation of this commission, with their consent, are included in the personnel reserve for filling positions the federal civil service of the same group to which the vacant position of the federal civil service belonged to which the competition was held;

The ban on inclusion in the personnel reserve cannot be included in civil servants who have disciplinary penalties provided for in paragraphs 2 or 3 of part 1 of Art. 57 or clauses 2 or 3 of Art. 59.1 of the Federal Law "On the State Civil Service of the Russian Federation".

At the same time, the Regulation for the first time regulates in detail the procedure for holding a competition for the personnel reserve. The competition should be held in accordance with a unified methodology for holding competitions for filling vacant positions in the state civil service of the Russian Federation and for inclusion in the personnel reserve of state bodies approved by the Government of the Russian Federation (at present, this has not yet been approved).

The competition is held by a competition commission formed in a federal state body. It consists in assessing the professional and personal qualities of each civil servant (citizen) who has expressed a desire to participate in the competition and is admitted to participate in it (hereinafter referred to as the candidate), based on the qualification requirements for filling the relevant positions of the federal civil service.

The Regulation provides for the obligatory posting on the official websites of the federal state body and the state information system in the field of civil service on the Internet, an announcement of the acceptance of documents for participation in the competition, as well as other necessary information about the competition.

The decision on the date, place and time of the competition is made by the representative of the employer. The competition is held no later than 30 calendar days after the date of completion of the acceptance of documents for participation in the competition. The federal state body, no later than 15 calendar days before the date of the competition, publishes on its official website and the official website of the state information system in the field of civil service on the Internet on the date, place and time of its holding, as well as a list of candidates and sends relevant messages to candidates.

When holding a competition, the competition commission evaluates candidates on the basis of the documents submitted by them, as well as on the basis of competitive procedures using methods for assessing the professional and personal qualities of candidates that do not contradict federal laws and other regulatory legal acts of the Russian Federation, including an individual interview, questionnaires, and group discussions , writing an essay or testing on issues related to the performance of official duties in the positions of the federal civil service, for inclusion in the personnel reserve for which candidates apply.

Competition procedures and a meeting of the competition committee are held in the presence of at least two candidates.

The decision of the competition commission is made in the absence of candidates and is the basis for the inclusion of the candidate (candidates) in the personnel reserve to fill the positions of the federal civil service of the corresponding group or refusal to include the candidate (candidates) in the personnel reserve.

Messages about the results of the competition are sent in writing to candidates within 7 days from the date of its completion. Information about the results of the competition is also posted within the specified time period on the official websites of the federal state body and the state information system in the field of public service on the Internet.

Based on the results of the competition, no later than 14 days from the date of the decision by the competition commission, a legal act of the federal state body is issued on the inclusion of the candidate (candidates) in the personnel reserve, in respect of whom the relevant decision has been made.

The issues of organizing work with the personnel reserve (which in practice raise the greatest number of questions) are resolved in the Regulation very briefly. In fact, it only establishes that the professional development of a civil servant who is in the personnel reserve of a federal state body is carried out by this body on the basis of an individual plan for the professional development of a civil servant approved by it. In addition, the Regulations indicate that for each civil servant (citizen) included in the personnel reserve, a subdivision of the federal state body for civil service and personnel issues a certificate in the form approved by the Government of the Russian Federation. This certificate reflects all information about measures for the professional development of a civil servant.

Finally, the Regulation for the first time contains an exhaustive list of grounds for excluding civil servants and citizens from the personnel reserve (personal statement; appointment to the position of the federal civil service in the order of official growth; commission of some disciplinary offenses; death; reaching the age limit for staying in the civil service of the Russian Federation and etc.).

In order to overcome the problems in the company associated with the shortage of employees, a personnel reserve is created.

The employee of the Human Resources Service is directly involved in this work.

This employee, authorized by the head of the organization, investigates the needs of the divisions of the enterprise in specialists. Based on the research, a personnel reserve is formed.

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In the process of analysis, the divisions of the company that need employees are studied, positions that require recruitment of specialists are identified.

When forming personnel, the authorized employee determines the criteria by which vacancies are opened. And also happens:

creating a list of candidates;
interviewing applicants for admission to the list;
list approval;
launch of the recruitment program.

Distinguish between external and internal personnel reserve.

There are also varieties inside them, in particular, operational and promising.

The internal operational list is made up of senior managers who are ready to start work without additional training.

The prospect list is employees with good job potential, but they need additional training.

In the future, they can take up vacant positions, but they definitely need to unlearn on refresher courses.

An external personnel list can be formed at the request of the company's managers, that is, applicants from outside will be attracted to vacancies.

Tasks of the talent pool

The creation of a reserve pursues tasks:

identification of personnel potential;
the possibility of occupying open vacancies;
promoting the continuity of the production process, its efficiency.

The question of which type of reserve will be formed in the company is within the competence of the managers.

It should be borne in mind the following: employees who hold positions for a long time demonstrate 80% output. Those who just came to similar positions - about 30%.

It should be understood that in the process of fulfilling their job duties, newly arrived workers gradually gain experience.

Formation of a personnel reserve

The formation of the reserve is carried out by the heads of the enterprise, as well as employees of the HR Service on the basis of work plans for certain periods.

For example, in 12 months, 3, 5 years. A cadre worker has the right to hold a competition among applicants - inclusion in the cadre reserve.

The list of candidates is formed according to the principles:

the need for a candidate - an indication of his professional growth, education, age indicator, duration of work, professional activity, career development, health status. you can learn more about suspension of workers;
timeliness - the need for replacement must be real;
suitability of the candidate for the position - requirements for the qualifications of the applicant.

In the process of selecting candidates, a cadre must take into account not only general requirements, but also other professional skills. They should be answered by the head of the department, section, unit.

It is impossible not to take into account the characteristics of the applicant's personality.

The list is formed taking into account the requirements formed within the company. This process is also influenced by external factors.

If you put them together, then they are as follows:

calculation of personnel requirements;
research of human resources;
investigation of the situation with employees and specialists in the area of presence and operation of the company;
labor certification;
organizational design;
diagnostics of personnel, etc.

Talent pool management at a state enterprise includes a competition.

In other public services, applicants who took part in filling vacant positions, but did not win the competition, are included in the personnel reserve. The decision on whether a person has passed the competition is decided by a special commission.

Inclusion and exclusion of candidates

Inclusion in the internal list occurs in several ways., among them stand out:

consideration of an application from a candidate for inclusion;
self-nomination (recommendation of the chief);
nomination based on the results of the annual assessment procedures, including additional assessment activities.

Applicants at the time of enrollment in the list must have the results of the assessment in accordance with the Regulation "On personnel assessment".

The results must be up-to-date: no more than a year from the date of the application.

If the assessment was not carried out in relation to applicants, or was carried out more than a year ago, the candidate needs to carry out another assessment procedure, and do this before being enrolled in the talent pool.

Evaluation procedures are assigned to ensure the appointments of ready-made candidates, taking into account their individual characteristics, weaknesses and strengths of the individual.

Exclusion from the reserve occurs for certain reasons:

unsatisfactory passage of assessment procedures;
non-fulfillment of official tasks;
regular non-fulfillment of the development plan prepared for each of the applicants.

What is a job seeker's personal development plan? This document must be agreed with the head of the personnel training unit.

The document includes strictly defined activities aimed at personal development, competence in a professional sense.

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Preparation and retraining of applicants

The personnel reserve for filling positions should consist of trained specialists.

For this purpose, they are trained and retrained.

These are self-training, rotations, internships, a mentoring system, temporary replacement for the period of absence of leaders, participation in project groups.

Seminars and trainings, as well as master classes are held according to the plan, which is formulated according to the general training schedule for the year for each company.

If there is a need for this, then special training is added, which includes the company's best practices in training employees, in addition, specially selected programs from outside.

FAQ

What should be taken into account when drawing up a personnel reserve?

When drawing up a document, it is necessary to take into account:

the number of specialists you need that you may need in the next 2-5 years;
the actual number of reservists available at the moment;
the approximate percentage of possible retirement of participants in the personnel reserve of the enterprise due to inconsistencies identified in the course of work;
the number of current managers who, after leaving their position, will be able to be useful in another area.

It should be borne in mind that during his stay in the personnel reserve of managers, an employee undergoes colossal professional and psychological training.

Ideally, he should be appointed to the intended position and be of great benefit to the company. Some remain in the organization's talent pool for a period longer than the standard 2-5 years.

Considering that there is no age data among the formal requirements for reservists, a situation may arise when a potential candidate "outgrows" his goal.

If a person who is in the personnel reserve of an enterprise does not see real prospects for many years of being in it, he may lose interest in work and reduce dedication.

When forming the personnel reserve of the organization, it is necessary to avoid a rigid division of future positions: it is better if it is as mobile as possible. In this case, you can choose the most worthy candidate of all when vacating a leadership position.

It will also be possible to find an application for a good specialist even if the vacancy planned for him does not open.

There are certain difficulties in creating the correct personnel reserve of the enterprise: it is necessary not only to determine the key positions, but also to predict which of them will be objectively needed in 2-5 years. This requires the use of industry forecasts as well as competitor monitoring data.

In the modern world, the way the labor market develops in Russia entails negative changes in companies. It should be noted that job applicants often show rather low results of their work and professionalism.

Why do you need to create a personnel reserve?

Therefore, now there is such a situation when organizations, in order to get a good specialist into their department, are trying to lure him from another competitive organization. In particular, this method is used to attract industry-leading professionals. However, it should be noted that without an established system of work with personnel within the company itself, it may have problems with the recruitment of ordinary ordinary specialists, as well as with their retention. As it has already become clear, it will be said about the main resource of the company - the personnel reserve.

As a rule, at all enterprises, certain groups of specialists are singled out who have an understanding of his business, and also have great potential for further development. It is these employees who can later be assigned to management positions in the company. In addition, if the need arises, these frames will be able to perform additional functions in their own way and in an adjacent direction, while performing work with a high level of quality.

Also, the creation of a personnel reserve is necessary in order to minimize the costs of search, as well as the subsequent training of young specialists.

Since their role will already be performed by trained specialists of the company, who, due to their increase, will significantly increase their loyalty to the enterprise. To summarize, the process of forming a personnel reserve in a company is necessary in order to prepare selected talented specialists through the measures taken for their further appointment to managerial functions.

Getting started, criteria

As a rule, in order to create a good selection and training system in an organization, it is necessary to adhere to several established positions:

There is a need within the organization to fill a position;
The selected applicant must fully meet the requirements of the position held;
The selected applicant must have motivation for further professional growth and development within the company.

After the team has been given to form the talent pool of the company, the first thing to do is to determine the most leading positions in it. These can be heads of various departments, directors of individual departments, as well as top managers. In addition, such positions can be narrow-profile, however, without which the further development of the organization will not be possible. After all positions have been identified, they are assigned to the reserve. The number of such positions may vary depending on the size and activities of the company itself.

It should be noted what qualities a specialist must have in order to be able to refer him to the personnel reserve:

His ability, if a need arises, to transfer to a branch of the organization in another locality;
Great resistance to stress and practical immunity to heavy loads that arise;
General comparison and similarity of the applicant in question with the image of the future leader;
The applicant must perform well in his current position;
After an interview in the HR department, it is necessary to determine whether such an applicant is capable of occupying a leadership position or, on the contrary, will be too soft.

As a rule, there is a certain sequence of actions that provides the greatest result when creating a talent pool. Let's take a closer look at them:

Make a list of the organization's needs for leadership positions for the next five years;
Create a database and refine it in order to be able to view all the current reservists of the company;
Predict the percentage of dismissed specialists after an event to test their knowledge (certification);
Identification of specialists performing managerial duties who will be able to work in other areas.

Let us note the importance of the specialists who are on the reserve in the course of time occupying the positions for which they were trained and growing professionally. Otherwise, this employee may burn out and, as a result, he will lose faith in the company.

When carrying out measures to create a personnel reserve in a fairly young company, a number of mistakes can be made, which later will negatively affect its activities and the quality of specialists who have taken managerial positions. Let's indicate the most common:

Conducting a formal selection for the enrollment of employees in the company's reserve, in which a general assessment and the baggage of their knowledge are not carried out. The result of such negligence can be the appointment of inept employees who cannot at all, due to their personal qualities, occupy managerial positions;
The complete absence of a motivation system for future candidates or its incorrect implementation;
Not implemented feedback from an employee who did not pass the selection to the personnel reserve. The result can be a decline in enterprise loyalty;
After the selected employees have passed special training courses, but later, if they do not get the desired position and have wasted their time, then their trust in such a company will significantly decrease.

It is worth noting that if the company, due to the scope of its activity, has a rather high employee turnover rate, then the formation of a talent pool in such circumstances does not make sense.

Stages of the formation of the personnel reserve

At the moment, there are four step-by-step steps to build a well-functioning system. They can vary depending on the established financial situation in the enterprise, as well as the specific tasks being implemented:

The first stage, as a rule, takes place in the preparation by the staff of the department of a thorough analysis of the emerging need for replacement over a period of five years;
The second stage involves the development of a selection system. It also hosts a competition in which future reservists will be selected;
The third stage contains provisions according to which the selected employees will undergo various trainings, thanks to which the personal and professional qualities necessary for a managerial position will be developed. In addition, they need to ensure meetings with teachers and trips to various conferences;
The fourth stage includes the passage of the trained employees of the practice. And it is here that they will be entrusted with a leading position for some time, according to the results of which appropriate conclusions will be drawn about the suitability of this specialist.

The main tasks solved during the procedure

Note that the most important task in the formation of the personnel department is, first of all, an increase in the profit received by the company.

This is due to the fact that as a result of the training of employees, and their acquired high professionalism, the business tasks of the organization will be performed in a shorter period of time, while at a different level of quality. Especially if the company has a trained talent pool, then it will take much less time to achieve its goals.

In addition, the chances that the accumulated information will be lost by the managing specialist is significantly reduced. This is due to the fact that an employee in reserve will undergo an internship under the supervision of an experienced employee, and only after he learns all the intricacies he will be able to take on all the responsibilities of a manager.

It is important to know that the presence of a personnel reserve in the company, as well as the opportunity to be included in its list by ordinary employees, significantly increases their motivation for the quality performance of their job duties. With good debugging of this system, the organization can carefully manage the movement of employees to job assignments.

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