What is a personnel reserve? Why is it necessary to form a personnel reserve of the company. What about documents

Formation of the personnel reserve of the organization- one of the procedures that allows not only to quickly resolve the issue of replacing a manager or specialist during his absence, but also to grow your own properly trained employee, suitable for holding a responsible position for a long time. Consider what the procedure for forming a personnel reserve is.

What is a personnel reserve

The personnel reserve is a list of persons who, due to their education, business qualities, experience and development prospects, are capable of performing functions at a position of a higher level than the one with which they are included in the personnel reserve. That is, the reserve includes persons who have every reason for successful professional advancement. These promotions typically involve senior positions and require the candidate to meet certain characteristics.

The significance of the personnel reserve is determined at the federal level. This is evidenced by the order of the Government of the Russian Federation “On approval of the federal program “Training and retraining of the managerial personnel reserve (2010-2018)” dated 04.22.2010 No. 636-r, in which the need to train highly professional managers for all spheres of state life is mentioned with the ongoing fundamental socio-economic changes in the country. In the development of this document, a number of bills have appeared that define the process of creating personnel reserves in state structures, orders of similar content have been issued or finalized for most ministries (Ministry of Internal Affairs, Ministry of Agriculture, Ministry of Transport, Roskomnadzor, FMS, Rosstandart, Ministry of Economic Development, Ministry of Justice, Rosstroy, etc.).

Of course, the importance of the personnel reserve is also great for specific organizations that intend to work for a long time, have development prospects, and care about reducing the risks associated with the replacement of personnel, especially in key positions.

The personnel reserve can be both internal (at the expense of own employees) and external (in which candidates are attracted from outside). The selection of external candidates is carried out, for example, from among:

• employees registered under a GPC agreement;
• students undergoing internship;
• candidates considered for vacancies.

Candidates included in the reserve may already fully meet the requirements for the position for which they are placed in the reserve. However, it also includes those who have a high potential for professional advancement, but do not have sufficient experience or the necessary training. As a rule, at least 2 candidates are selected for each of the positions.

The list of candidates included in the reserve, at the discretion of the head of the organization, can be either open for review or available to a limited number of people. Restricting access generally reduces the likelihood of team conflict between the incumbent and his likely successor. On the other hand, informing the employee about his inclusion in the reserve is for him one of the motives for more successful work.

Goals of work on creating a personnel reserve

The creation of a personnel reserve has several goals:

• ensuring the continuity of management with minimal loss of time and money in the process of changing personnel, with a reduction in the period of adaptation of a specialist to a new position;
• creation of a system for updating management personnel, which makes it possible to ensure an effective level of leadership that meets not only real modern requirements, but also designed for future progressive changes in activities;
• transferring the process of replacing managers and specialists on a planned basis;
• identifying promising employees among those who have already proven themselves, familiar with the specifics of the organization's activities and targeted investment in their targeted training;
• conducting continuous monitoring of the professional qualities of employees, which allows not only to optimize the balance of power in the existing team, but also to easily form management personnel for new departments;

• designation of real opportunities for professional growth for employees and, as a result, increasing their interest in work;
• reducing the number of errors made in assessing the business qualities of newly hired employees.

The formation of a personnel reserve and work with it is a rather difficult process, requiring the involvement of not only the head of the organization and personnel service, but also other specialists (for example, heads of areas, a lawyer, a psychologist, a trade union representative). Therefore, most issues related to the personnel reserve are resolved collectively. That is, for this purpose, a permanent body (commission, committee) is being created that makes decisions on specific issues related to the personnel reserve.

As a rule, in an organization that forms a personnel reserve, a document is developed and approved that regulates the procedure for creating a reserve and working with it: the position on the personnel reserve. Its content might be, for example:

1. Goals and objectives of the personnel reserve.
2. General principles for creating a reserve.
3. The list of positions in respect of which a reserve is formed.
4. The procedure for the formation and updating of the reserve.
5. Criteria for selecting candidates for the reserve.
6. Training programs for personnel included in the reserve.
7. Criteria and procedure for exclusion from the reserve.
8. The procedure for analyzing the effectiveness of work with the reserve.

The regulation on the personnel reserve may contain appendices that disclose in detail certain issues or contain samples of those documents that are drawn up in the process of working with the reserve.

Stages of forming a reserve and working with it

The formed personnel reserve requires periodic (at least once a year) revision of the list of persons included in it and updating the information relating to these persons. At the same time, both the initial formation of the reserve and further work with it involve the following actions:

• An analysis of the situation that precedes the work itself to create or adjust the reserve. For this:
  • the need of the organization and its specific divisions for new managers or specialists is assessed both for the immediate (1-3 years) and for the long term;
  • a specific list of positions of the new (or updated) reserve is compiled;
  • the availability of specialists already trained for replacement is determined;
  • the previously existing list is corrected by excluding from it both persons already used to replace personnel, and for some reason who ceased to meet the criteria for inclusion in the reserve;
  • the effect of the existence of a previously created reserve is analyzed.
• Selection of specific candidates for inclusion in the newly formed reserve, which is done on the basis of:
  • analysis of personal data, certification results, characteristics, reviews of the manager about the work of a particular person;

• employee interviews;
• testing;
• observing the behavior of the employee and his relationship with other employees;
• evaluation of indicators characterizing the current labor activity of a person scheduled for selection to the reserve, and the results of his performance of specific tasks;
• performance appraisal of an employee;
• consideration of the compliance of the identified qualities with the requirements that apply to the position being replaced;
• comparisons of results obtained for several candidates.
• Formation of a list of a new reserve with a list of specific candidates for the relevant positions. This list has the following features:
  • one person can simultaneously be present in several parts of this document: for the immediate, realistic and long-term perspective with options, respectively, for the positions for which he is considered;
  • it contains the maximum information about each person who fell into the reserve, including personal data, the results of attestation and observations of the candidate, an assessment of his potential, the date of inclusion in the reserve;
  • inclusion in it of recommendations on advanced training programs for each of the specialists and marks on their completion.

The formed (updated) list of the personnel reserve is approved by the head of the organization and a higher authority (if any).

Further work with the personnel reserve is:

• in the periodic review of the registry;
• in replenishing it with new data on candidates;
• in the exclusion from the list of persons who left the organization or ceased to meet the necessary requirements for a candidate for a position;
• in adjusting the training programs for specialists;
• in the analysis of the effectiveness of the use of the registry, forecasting changes in it and working out options for situations with personnel that are unexpected for the current situation.

Selection of specialists for the reserve and their training

The following persons may be considered as candidates for inclusion in the reserve:

• independently proposed their candidacy;
• nominated by the immediate supervisor;
• identified as a result of evaluation procedures (for example, attestation).

But in any case, they should be additionally subjected to a process of comprehensive consideration of their moral, business, communication qualities in order to identify the compliance of these qualities with the necessary ones for inclusion in the personnel reserve with the prospect of occupying a certain position. Selection criteria may vary, but typically include:

• the presence of a certain education, experience and qualifications;

The requirements for these criteria for a particular profession contain documents such as professional standards. Read more about them in the article "Law on professional standards since 2016 - recent changes" .

• compliance with a certain age interval;
• good health, emotional stability, self-confidence;
• work experience in an organization that includes a candidate in the reserve;
• demonstration of professionalism, responsibility, purposefulness, sustainable labor achievements in relation to the duties performed;
• the ability to predict situations, plan work, including doing it in a short time;
• the presence of interest in the work performed, a creative approach to it, readiness for independence and risk;
• active life position, striving for improvement and development, application of the knowledge gained during training in practice;
• ability to work in a team, experience in leadership, organizational skills, authority among colleagues;
• the ability to argue your point of view and negotiate;
• the makings of a leader, sociability, flexibility in communication;
• the presence of a desire to grow professionally and consent to be included in the reserve for a certain position;
• the need for additional training, mentoring, training, acquiring certain experience and skills.

Most of these criteria are important for any leadership position, but depending on the specific position, the emphasis on them may shift. Based on one or another criterion, individual training and training programs for candidates can be selected, aimed at developing their professional or personal qualities. On the other hand, the inclusion of a person in the personnel reserve in itself is already the basis for sending him to additional training, retraining, training or internship, and the organization needs to draw up training programs. Training can be organized both by the organization and with the involvement of third-party organizations or specialists.

He receives additional practical work experience directly in the position intended for the candidate, replacing the temporarily absent head of the position. And such replacement is usually the rule for organizations that form a personnel reserve.

Of particular importance in the process of preparing a candidate for a position is his interaction with persons who are able to assess the state of the process of forming the right specialist and give him the necessary advice and practical recommendations on training and behavior.

In any case, during the time spent in the personnel reserve, a person receives additional opportunities to expand their own horizons, gain new knowledge, new experience both in terms of professional and in terms of team management. And that means for applying the acquired knowledge and experience in practice, i.e. for showing oneself as a specialist of a higher level, corresponding to the position intended for him in the personnel reserve, and perhaps worthy of consideration for a more significant position.

Rules for creating a reserve in a particular organization

Each specific organization is characterized by its own characteristics of the organizational structure and the presence of its own approach to the creation of a personnel reserve. Therefore, this process is always purely individual. The organization must:

• form a body that will deal with personnel reserve issues;
• develop an internal document on the procedures for creating and updating the reserve, having worked out in detail all the key points related to these procedures;
• create effective mechanisms for implementing the rules for working with the personnel reserve.

With a serious approach to these issues, the creation of a personnel reserve will serve as the basis for optimizing the number of personnel and reasonable personnel planning.

Results

The creation of a personnel reserve in an organization is aimed at updating the composition of managers and specialists at the expense of its own (less often, attracted) employees. Inclusion in this reserve requires the candidate for the position to have certain qualities and implies the possibility of his special preparation for this position through additional education and training. The list of positions to be filled, requirements for candidates and the procedure for working with the reserve are developed by the organization independently.

The appointment of the head of an organization or structural unit, the promotion of a specialist to a managerial position should not be carried out spontaneously in connection with an unexpected vacancy that appeared in the company, but systematically, on the basis of a smooth replacement of the vacant position of the head. If a company vacates the position of president and it is forced to invite an outside specialist to this position, the latter needs from three to six months to get acquainted with the affairs of the organization, from one to three years to become recognized as "their own", and from two to five years, to absorb the culture of the company. Employees who previously worked in the company do not have such problems.

The advantage of creating a personnel reserve is to meet the current, short-term and medium-term needs of the organization in employees to fill key positions, reduce the time and cost of filling vacancies, systematic and targeted development of personnel. Therefore, the development of the labor career of managers, carried out on a planned basis, is more effective. If an organization is not able to form an effective reserve of managers from among its employees, then this is already a sign of its weakness, the ineffectiveness of the personnel development strategy.

Under personnel reserve understand the group of employees selected for promotion to managerial and key positions based on the results of an assessment of their professional, business and personal qualities have shown themselves positively in the organization and have received appropriate training for these positions.

Depending on the approaches to the formation of the composition of managers, two types of personnel reserve are distinguished: internal and external.

The internal personnel reserve is formed from the employees of the company. It is divided into

Managerial reserve (vertical vector) - employees capable of a vertical career;

Operational - employees who are able to take leadership positions in the near future (vertical vector)

Strategic - employees potentially capable of performing managerial duties (vertical vector)

Reserve of key specialists (horizontal vector) - employees who demonstrate high professionalism, have unique knowledge, ability to mentor and effective horizontal career.

The external personnel reserve is formed from among:

Graduates of specialized educational institutions who have successfully completed an internship in the company;

Candidates who were interested in HR, but for certain reasons did not come to work in the company at the time of the interview for employment; candidates, information about which is obtained on the basis of monitoring the achievements and career development of key industry specialists.

The advantages of an internal personnel reserve are that the reservist is well acquainted with the organization, its structure, corporate culture, has personal contacts with work colleagues, and is less prone to poaching to other companies. The disadvantages of the internal personnel reserve include the fact that the reservist is not always an authority among colleagues, sometimes does not show interest in innovation. Often the company does not manage to find a worthy candidate for enrollment in the reserve at all, and then the leaders rely on the vicious principle "even if bad, and your own."

The advantage of an external personnel reserve is the ability to select the best specialists from organizations in the region or type of economic activity. The disadvantages include the fact that it will take a lot of time for reservists to successfully adapt to the organization, significant funds are spent on recruiting a specialist, and besides, they are more prone to poaching to other companies.

By type of activity are distinguished:

Development reserve - a group of specialists and managers preparing to work in new areas (during the diversification of production, the development of new products and technologies). They can choose one of two career paths - horizontal or vertical;

Functioning reserve - a group of specialists and managers who must ensure the effective functioning of the organization in the future. These workers are oriented towards a managerial career.

According to the time of appointment allocate:

Group A - candidates who can be nominated for leadership positions right now;

Group B - candidates who are planned to be nominated in the next one to three years.

By appointment, the following types of reserve are distinguished: the successors of specific leaders, the reserve of leaders for promotion.

Successors are usually chosen for leaders who have reached the age limit, or for those who have the prospect of a quick promotion to a higher position. The reserve for promotion is created to fill vacant positions in any division of the company.

The main tasks of forming a personnel reserve:

Identification among the employees of the organization of persons with the potential for appointment to a managerial or key position;

Preparation of persons enrolled in the reserve of managers for leadership positions;

Ensuring the timely replacement of vacant positions of managers from competent and capable of managerial work employees;

Attracting younger workers to key positions;

Creation of conditions for continuity and sustainability of management of the organization and its divisions.

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

The relevance of the reserve - the need for filling positions must be real;

Compliance of the candidate with the position and the type of reserve - requirements for the qualification of a candidate for a specific position;

The candidate's prospects are orientation towards professional growth, education requirements, age qualification, length of service in the position and career dynamism in general, state of health.

In addition, the formation of a personnel reserve should be continuous and flexible in accordance with the requirements of production, consistent with other areas of work with personnel.

The preparation of a personnel reserve is a rather complicated process that requires constant attention from the first head of the organization, the personnel service at all stages of the formation of the reserve. The complexity of the formation of a reserve of employees lies in the reluctance of the heads of structural divisions of the organization to enroll promising specialists in the reserve because of fears of replacing the best employee with their potential competitor, in determining the optimal number of reservists for the organization, as well as in assessing the potential of candidates for the personnel reserve.

The formation of a personnel reserve should begin with the development of a regulation on working with a personnel reserve in an organization. The regulation should be a normative act that defines the goals, objectives, principles and procedures for working with the personnel reserve.

The regulation defines a list of key positions for which the organization wants to have a trained personnel reserve. This list includes, first of all, the positions of managers who have an impact on the competitiveness of the organization and the achievement of its strategic goals. The key positions include the positions of the first head, his deputies, heads of branches and structural divisions. The number and structure of key positions are affected by the size and specifics of the organization's activities. In large corporations, their number can range from 20 to 250 people.

However, the personnel reserve of the organization is not limited to key positions of managers at the highest and middle levels of management. The effective functioning of enterprises is also facilitated by the inclusion in the personnel reserve of managers at the lower level of management, professionals from leading departments with good training and potential for horizontal career growth.

The stages of the process of forming a reserve of managers in the organization are reflected in fig. 12.3.

To determine the additional need for managers in the context of the structural divisions of the organization and positions, the personnel service, together with the first head, should analyze in detail the state of use of managers, taking into account age, prospects for professional and qualification advancement, personal interests, health status of each of the leaders and, on this basis, determine possible terms release of each.

If the number of reservists is insufficient, then this can complicate the timely replacement of managers who leave the organization. Conversely, an excessive reserve of managers leads to a deterioration in the socio-psychological climate in the workforce, the emergence of conflict situations, and increases staff turnover among reservists, since their expectations regarding the vertical type of career in the organization are not realized.

Rice. 12.3. Stages of the process of forming a reserve of leaders in the organization

The determination of the additional need for managers should be carried out on the basis of a balance calculation of the organization's additional need for specialists and the sources of its provision. This should take into account the expected changes in the management scheme, the introduction of new positions of managers in accordance with the development strategy of the organization, the opening of new divisions, branches, the dynamics of the external environment, changes in competing firms.

The results of determining the additional need for leaders should be reflected in the replacement plans for the leaders of the organization. These plans should contain individually targeted succession schemes for leadership positions. Individually oriented schemes are based on standard schemes for the replacement of managerial positions.

A typical job replacement scheme reflects:

The range of rotation, which is determined using standard models for promotion to a managerial position and models for the rotation of managers;

Needs for the development of the managerial potential of the staff;

Management Capacity Development Program;

Standard methods for evaluating and selecting employees, requirements for an "ideal" manager within a rotation range.

Justification of the requirements for candidates for each managerial position of the organization is of great importance in the process of forming a reserve of leaders. Without a clear idea of ​​what competencies, qualities (degree of professional suitability) future managers should have, the organization will not be able to properly pre-recruit candidates for the reserve, study and evaluate applicants.

In order to study and evaluate applicants, it is advisable to use professional standards, profiles of professional competence of positions, portraits of ideal leaders, professiograms and psychograms. They should contain requirements for organizational skills, ability to learn and develop, neuropsychic adaptability, stress resistance, communication skills and other personal qualities, knowledge in the field of economics and management, law, psychology, sociology, skills necessary for an employee to work effectively in leadership positions.

Among other qualities, abilities and skills, a special role is played by initiative, exactingness, diligence, responsibility, activity, efficiency. Personal qualities and intelligence are characterized by systemic analytical thinking, flexibility, the ability to quickly respond to changing situations and decision-making, adherence to principles, the ability to plan and organize work, delegate authority, negotiate, convince and defend one's own opinion, style of behavior in conflict situations, etc.

Competency models of managers can contain such scales of their levels of competence development: level of understanding, basic, average, strong and leadership.

At the same time, the construction of ideal models of strong leaders has not yet yielded tangible results. There are times when employees with a "good" set of qualities manage directly, and vice versa, strong leaders have a "bad" or "mediocre" set of qualities. Therefore, it is proposed to carry out the forecast of the manager's professional suitability through the identification of an effective individual management style. To predict successful managerial activity, the assessment of the general ability for the manager's profession is more important than a similar assessment of the qualities and individual abilities of the manager.

Work from the previous set of candidates for the reserve of managers can be carried out when:

Teaching students in senior courses of higher educational institutions;

One-year internship and industrial adaptation of young specialists in the company for three years after graduation;

The work of an employee as a manager of a lower level of management (foreman, head of a section) in order to promote him to the reserve for the positions of line or functional managers of the middle level of management;

The work of the employee as the head of the middle level of management of the organization in order to nominate him to the reserve for the positions of top managers.

For the preliminary recruitment of candidates for the reserve of managers in the organization, the following sources of information can be used:

Materials of the results of the production adaptation of a young specialist after three years of his work in the organization;

Results of periodic current and non-periodic attestations and certifications of personnel;

The results of the production activities of the structural unit, which is managed by a candidate for promotion to the reserve of managers of the middle or top management level;

Materials of the personal file of the candidate;

Data on education, level of professional training and qualifications, work experience of a candidate for the reserve of managers;

Results of advanced training or retraining of the candidate;

Reviews of candidates for the reserve of their immediate supervisors, subordinates, work colleagues, heads of related structural units, personnel officers, customers and suppliers, etc.

The formation of a reserve of managers, the study and evaluation of applicants should be carried out on the basis of the use of various evaluation methods. When assessing the complexity of the work of candidates for the reserve, the technological complexity of the labor process, the diversity and complexity of work, the independence of work, the scale and complexity of management, and additional responsibility are taken into account.

Evaluation of the results of the work of candidates for the reserve should be carried out on the basis of a combination of quantitative and qualitative indicators. At the same time, not only the amount of work performed in accordance with the current time standards, the quality of work, but also creative activity are taken into account.

When evaluating personnel, predictive, practical and educational methods are used. Predictive Methods Evaluation of candidates for the reserve requires: analysis of documentary materials, conducting structured and unstructured interviews, using various methods for evaluating employees, including attestation and certification of personnel, questioning, classification and ranking, assessment of a decisive situation, benchmark, testing, etc.

So, the questionnaire method involves the use of a set of questions or statements regarding personal characteristics, behavioral characteristics and relationships of a candidate for the reserve with other employees, and the like.

Among the prognostic methods, a special place is occupied by various comparison methods, tests and instrumental methods that determine the general and individual abilities of a candidate for a reserve for managerial activities. The implementation by psychologists or a professional consultant of professional selection among candidates for the reserve of managers allows us to make a reasonable conclusion to some extent about the compliance of the characteristics of the candidate with the requirements of the future position of the head.

Underestimation in the organization of professional selection leads to the fact that people are sometimes appointed to leadership positions whose psychophysiological and socio-psychological characteristics do not meet the requirements for administrators. There are cases when a young specialist, not having a lot of managerial abilities, changed his practice as the head of a structural unit, failed to direct the efforts of the workforce entrusted to him, does not fulfill production plans or provides services, cannot eliminate conflict situations, and the like. Sooner or later they get rid of such a leader.

At the same time, the selection of a specialist for the position of manager who has the necessary abilities for managerial activity makes it possible in many cases to turn a backward enterprise into a leading one. At the same time, such changes are achieved not due to excessive own labor efforts, but due to the rational organization of production and labor.

However, using various methods of psychological testing, especially tests for assessing the abilities of a candidate for the reserve of leaders, one should take into account their imperfection, in particular, their weak predictive ability. Based on one or two tests, it is impossible to draw a reasonable conclusion about the suitability of a specialist for managerial work. To determine suitability, a "battery of tests" is needed, which allows assessing a number of qualities or individual abilities of a candidate. Based on this, psychological assessment should complement expert assessments, the desired coincidence of their results. Tests should correct the assessment of qualities and abilities obtained using practical and educational methods for assessing the personality of a candidate for the reserve of leaders.

TO practical methods assessments include: assessment of the performance of the appointed candidate for the reserve by the head of a group of employees who perform temporary work and do not have a formal fixation in the organizational structure of the enterprise; performance by the reservist of the duties of a leader who is on a business trip, vacation or sick; the results of the internship, the work of the understudy of the head, and the like.

Teaching Methods assessments of candidates for the reserve include the use of such forms of training: consideration of practical situations, group discussions, role-playing games, business games, etc. In this case, the assessment of an employee is carried out when he solves specific training tasks provided for by active forms of personnel training.

Essence peer review method lies in the fact that experts from among the top managers of the organization and personnel service specialists evaluate each candidate for the personnel reserve. In some cases, for their assessment, the organization can use the services of employees of the Personnel Assessment Center (Assessment Center) or consulting companies. At the same time, it is important that the assessment is carried out on the basis of the results of the application of predictive, practical and educational methods.

This makes it possible to reduce the degree of subjectivity in the assessment of experts when determining candidates for the reserve of managers. As evidenced by the practice of the Inkom-Nedvizhimost corporation (Moscow), strict selection is an undoubted PLUS, and from different positions: both the quality of the personnel reserve, and its style and motivation of the participants.

The selection and approval of candidates for the reserve of managers is carried out by the top managers of the organization with the participation of employees of the personnel service in confidentiality. In some companies, employees are reported to be enrolled in the management reserve, others keep this information secret. The advantage of the first approach to the formation of a reserve of managers is to increase the motivation of the reservist and the ability to organize his targeted training for managerial activities.

Thus, the Regulations on the Presidential Personnel Reserve "New Elite of the Nation" provide that information about the Presidential Personnel Reserve, persons enrolled in it, vacancies in this reserve is posted on the website of the Official Internet Representation of the President of Ukraine. The management at the place of work of the enrolled employee informs about the decision. A similar procedure is established by the Typical procedure for the formation of a personnel reserve in local governments.

A certain advantage of the second approach to the formation of a personnel reserve is to reduce the likelihood of potential conflicts between the leader and his successor and unnecessary excitement around the process of forming a reserve. But a significant drawback of this approach is the inability to organize targeted training of reservists. Therefore, its use is inappropriate not only in executive authorities, but also in non-state enterprises, in companies.

In the public service, local governments draw up lists of persons enrolled in the personnel reserve (additional 5, 6). Similar work is carried out in many organizations of the corporate sector of the economy (add. 7). The lists indicate the position for which a person from the reserve is offered, indicating the name of the unit or position for which the reserve is formed. Such an order sometimes complicates the relationship between the immediate supervisor and the reservist, reduces the interest of the heads of structural divisions of organizations in the formation of an effective reserve.

The improvement of the relationship between the reservist and his leader should be facilitated by the formation of a reserve of leaders, mainly not for a specific position (successors of specific leaders of the organization), but for the official level or reserve for promotion. At a large enterprise, for example, it is possible to organize group training for lower-level managers for the positions of middle-level managers, which allows expanding the rotation of personnel, increasing mobility and the quality of filling vacant managerial positions, and preparing a reserve for innovation of structural units in a timely manner.

In organizations, the personnel reserve is formed based on the positions indicated in the list of their positions in the personnel reserve. In particular, the Regulations on the formation of a personnel reserve for the civil service provide that the personnel reserve is formed:

From People's Deputies of Ukraine;

Heads and specialists of enterprises, institutions, organizations;

Employees of executive authorities and local governments;

Civil servants who have improved their qualifications have completed an internship or, based on the results of the assessment, are recommended for work in higher positions;

Graduates of higher educational institutions, including those enrolled in educational and professional programs for the preparation of masters of public administration.

For each position of a civil servant, the personnel reserve is formed on the basis of the following calculation: for the position of head - at least two people. Private and collective enterprises, corporations decide this issue at their own discretion, based on their financial capabilities. At the same time, it should be assumed that a too large personnel reserve per one position in the organization will unjustifiably increase its costs for the development of managers and talented young professionals. In order to improve the efficiency of the formation of a reserve at non-state enterprises of the Ministry of Social Policy of Ukraine, it is advisable to develop methodological recommendations for the formation of a personnel reserve for non-state enterprises.

In the personnel reserve of lower and middle levels of management in organizations, it is advisable to include persons not older than 30 and 35-40 years, respectively, and the personnel reserve of the highest level of management - up to 50 years. Thus, the Regulations on the Presidential Personnel Reserve "New Elite of the Nation" determine that participation in the selection of candidates for this reserve is allowed for citizens of Ukraine who, on the day of filing documents, have not reached the age of forty.

In organizations, the selection of candidates for the personnel reserve is recommended to be carried out on a competitive basis, and in some cases, the mandatory selection of candidates on a competitive basis is provided for by the relevant regulatory legal acts. In particular, such a condition is established by the Regulations on the Presidential Personnel Reserve "New Elite of the Nation".

Enrollment in the personnel reserve of the organization is approved by order or order of the head. After the approval of the personnel reserve, individual development plans are drawn up for each individual reservist, on the basis of which further work is carried out with the personnel reserve.

The personnel service, together with the heads of departments of the organization, monitors the training of reservists. Based on its results, the composition of the reserve is reviewed at the end of the year. For certain reasons, including in connection with dismissal from work, for health reasons, due to insufficient work to improve the level of qualifications or retraining, individual reservists may be excluded from the reserve. Exclusion from the list of personnel reserve is made out by order or order of the head of the organization.

The term of an employee's stay in the reserve for the same job level, as a rule, should not exceed five years. If the appointment of a reservist (successfully trained) to a managerial position is postponed to a later date, then the organization faces the problem of retaining such a reservist for itself, preventing its demotivation and transfer to another enterprise in order to find promising work.

Reservists who have not yet been appointed to a new position can be motivated by material incentives, status and labor motivation, in particular by involving them in the development of new projects. It is worth expanding the functional duties of the reservists, their areas of responsibility and the level of managerial decision-making, organize temporary replacements for the head (during vacation, business trips, illness), establish allowances and additional payments to wages, provide for additional social benefits in the social package of the enterprise, and the like.

It is also advisable to use such methods of non-material incentives for reservists as the presentation of diplomas, diplomas with honors, announcing gratitude, providing moral support from the leaders of the organization, and the like.

The degree of readiness of the reservist before being appointed to a managerial position is determined taking into account the state of preparation of the employee for managerial activities, the implementation of an individual development plan, the results of the last attestation or certification of personnel, authority in the team, and the level of his professional maturity. After an employee is appointed to a managerial position, his production adaptation in a new position begins, during which the effectiveness of the formation of the reserve is assessed.

To increase the effectiveness of the professional and qualification advancement of managers, it is necessary in the organization to provide favorable conditions for their production adaptation to a new position, provide them with sufficient information about the features of work in this position, communication with managers of a higher level of management, colleagues, equal in rank and subordinates, carry out monitoring the acquisition of new knowledge, skills and practical skills that may be needed in new, higher management positions. In this regard, for the leaders of the lower and middle levels of management, the support of a higher-level leader is important.

An increasing number of managers of modern Russian companies are now paying their attention to finding the most effective ways to train specialists within the company who, if necessary, can take leadership positions at various levels. This is primarily due to the fact that every year it becomes more and more difficult to attract leading cadres from the “outside”. In the labor market for this category of personnel, a situation is increasingly emerging when the number of offers exceeds demand or the level of training of managers interested in finding a job does not meet the requirements for a managerial position in a particular company.

Yes, the struggle for talent among developing companies is very serious, no one intends to give up their positions, and head hunting specialists in the HR service of large companies have long been a rarity. And is there any need to join in such a struggle if the company has all the opportunities for self-training of future leaders. The answer suggests itself, and in this case we are talking about the formation within the company personnel reserve, capable of filling the company's need for managers of various levels in the event of appropriate vacant positions.

The need may be related not only to the current movement of personnel, but also to the company's development strategy, since when planning business development, company leaders necessarily determine what resources will be required to fulfill strategic tasks. And in this case, human resources, namely specialists and managers who are ready and able to perform important tasks for the company, play a decisive role.

What is personnel reserve And How it may look if a process is needed formation of a personnel reserve within a particular company?

Personnel reserve(reserve for executive positions) - is a group of employees who have achieved positive results in their professional activities and selected in special team according to the results of assessment of knowledge, skills, business and personal qualities. Then this group undergoes the necessary training for its subsequent promotion to the company's management positions in case of such a need.

For company executives, the issue of forming a personnel reserve to fill managerial positions, as a rule, becomes relevant in the following situations:

1. The company is successfully developing, opening up new areas of activity and there is a need for competent managers who are ready and able to lead these areas.
2. The company is experiencing difficulties in the process of attracting managers from the “outside” because its activities have complex specifics and require candidates for managerial positions already at the entrance to a certain level of qualification and the availability of special knowledge.
3. The company is interested in retaining young growing professionals with leadership potential who demonstrate high performance in their work, are interested in professional development and are ready to contribute to the development of the company.
4. The company strives to create a strong team of managers who are well versed in the internal technologies of work, the specifics of the business, able to adapt to changes in a short time and provide an effective solution to the tasks they face.

The very process of forming a personnel reserve for senior positions of a company requires special attention from its management, HR specialists, line managers, and represents several successive stages of work (see below the diagram of the process of forming a personnel reserve):

1. Determination of the goals and objectives of the formation of a personnel reserve in the company.

This is one of the key stages in the process of forming a personnel reserve, when company leaders must answer two questions that determine all subsequent activities:

“Why does a company need a talent pool?”, “How to conduct an effective selection and subsequent training of a company’s talent pool?”.

Answering these questions, it is important to understand that the company's personnel reserve is not created according to the principle: "To be, but suddenly it will come in handy ...". This is a real tool in the hands of the head of the company, allowing you to build an effective personnel management system, reduce the cost of attracting and adapting new employees to managerial positions, influence the motivation of permanent employees and ensure the successful development of the company as a whole. Therefore, the key goals and objectives of the formation and training of the personnel reserve should not only be clearly defined at the management level, but also subsequently brought to the attention of all employees of the company.

At this stage, it is also important to determine the basic rules and principles for the formation of a personnel reserve:

• the procedure for selecting candidates for the personnel reserve;
• principles of formation of personnel reserve groups;
• composition and powers of the commission for work with the personnel reserve;
• rules and procedure for making a decision on enrollment in the personnel reserve;
• formation of a professional training program for the personnel reserve;
• the procedure for withdrawal (exclusion) from the personnel reserve;
• the procedure for appointing a candidate from the personnel reserve to a managerial position.

These rules and principles are detailed in the "Regulations on the formation of the personnel reserve" - ​​an internal document of the company, which regulates all work with the personnel reserve at each stage.

2. Determination of the number and job structure of the personnel reserve.

Of course, the staff of managers of even the largest company has its limits, and the company's desire for development has its limits, therefore, when starting to form a reserve for managerial positions in a company, it is important to clearly determine the need for personnel in this category in the near and long term, taking into account the following factors :

• the emergence of additional or new leadership positions;
• opening of vacant positions associated with the natural departure of personnel for various reasons.

It is advisable to create a personnel reserve for all management positions of the company and its divisions, but, first of all, for key positions, the number of which in large companies ranges from 30 to 200 units.

Thus, it is important for the company's management to determine which specific leadership positions are key, that is, they have a special impact on the effective operation of the company. At the same time, it is recommended to have at least two candidates for each position in the reserve, since this allows, firstly, not to stall in a situation in which a candidate from the reserve for some reason cannot take a position when the need arises, and, in Secondly, the second candidate will always stimulate the first one to more active development and vice versa. However, it should be remembered that it is very difficult to work with a large reserve, and the low probability of being appointed to a position can demotivate an employee who is part of the reserve.

3. Definition of qualification requirements and development of a competency model for managerial positions in the personnel reserve.

“He is a good marketing specialist, I am satisfied with his work, but should I appoint him as the head of the department?” As you know, such a decision of the head of the company will not always be correct, because in addition to professional knowledge in the field of marketing, which a good specialist has, the head of the marketing department must have a set of managerial competencies that allow you to effectively organize the work of the unit and successfully perform other managerial functions. If the presence and level of development of managerial competencies of a specialist before being appointed to a managerial position is not assessed accordingly, then the likelihood that a good specialist will not cope with the functions of a leader will be very high. That is why, when forming a personnel reserve for senior positions, the company needs to accurately determine the criteria for further evaluation of candidates for these positions, namely:

• Qualification requirements for the position for which candidates are enrolled in the reserve are the acceptable level of education, the necessary work experience, the availability of special knowledge and skills.
• A set of required competencies, namely a leadership competency model or a unified competency model for company executive positions. If the company has not previously carried out competency modeling, then at this stage it is recommended to carry out this work, since it is the competency model developed for a specific position, or a unified competency model for the company's management positions, that will allow evaluating candidates according to the same criteria, identifying their strengths. parties and areas of development, as well as to draw up individual development plans, taking into account the existing level of development of each competence. The competency model can be developed in the company, either on its own or with the involvement of external consultants - representatives of a consulting company, but most importantly, it should be based on the specifics of working in a managerial position, contain no more than 8 key competencies, and define clear behavioral indicators for each competencies according to the levels of the corresponding development scale.

4. Carrying out the procedure for selecting candidates for the personnel reserve.

There are several approaches to the procedure for selecting candidates for the personnel reserve, based on the initial assessment of the staff. So, in some companies, candidates for the personnel reserve are selected based on the results of the annual personnel assessment, and situations often arise when the employee himself does not know that he is already part of the company's personnel reserve. Other companies develop and conduct a specialized personnel assessment procedure in order to form the company's personnel reserve. However, one of the most effective methods of personnel assessment, which allows to identify potential candidates for the personnel reserve, is the Assessment Center method today. The existing experience of conducting Assessment Centers and reviews of the heads of HR departments of companies show that the validity of the results of the Assessment Center reaches 70%, and in some cases even 90%, due to the following features:

1. The application of a set of assessment technologies is a “volumetric assessment”, which is carried out according to a well-defined scenario using a set of different assessment methods, each with its own advantages: testing, individual and group exercises that simulate real work situations, role-playing games and competency-based interviews.
2. The key criteria for this assessment are clearly defined competencies and the necessary (permissible) level of their development for an employee in accordance with a pre-developed scale and indicators of behavior. The basis for the development of evaluation criteria in this case is the competency model of a specific job position or a single model of corporate and managerial competencies of the company.
3. In the course of the Assessment Center, the actual observed behavior of the employee is assessed, and not just the level of his theoretical training or assumptions about how he would act in a particular working situation.
4. The duration of this assessment procedure is on average 2 days, and not 1-2 hours as in a regular assessment interview.
5. Several qualified observers are involved in the assessment, that is, a group of experts is created. Usually, external consultants are invited to organize and conduct an Assessment Center - representatives of a consulting company, who are part of a group of expert observers along with representatives of the company's management, which minimizes the subjectivity factor of the assessors. As a result of the assessment, this group of experts draws up an opinion on each employee by jointly analyzing the results of all assessment assignments and issuing agreed final assessments.

Based on the results of the Assessment Center, each employee is given detailed feedback on the results of the assessment: their strengths and areas of development, prospects for further professional growth, necessary training. At this stage, the employee also finds out his desire for further professional and career growth in the company.

The results of the assessment of each employee become the basis for drawing up an individual development plan, which is developed jointly with the immediate supervisor of the employee and the head of the HR service.

Employees who have received the best marks according to the results of the Assessment Center are included in the personnel reserve group. However, the conditions for enrollment in personnel reserve may provide an opportunity for an employee to enter the reserve not only with the best grades, but also with average performance. This is possible if the reserve, depending on the needs and capabilities of the company, provides for the presence of several groups:

• The operational personnel reserve (understudies) are candidates for executive positions whose level of knowledge and professional training allows them to start working in a managerial position at the present time or in the near future.
• The personnel reserve (development group) consists of experienced specialists who have been working in the company for several years and are interested in the prospect of promotion to higher positions, provided that they acquire the necessary knowledge and skills in the field of management through specialized training.
• Strategic personnel reserve, Hypo it(group "High - po" from the English. high - potential - high potential) young employees with leadership potential who will be able to take leadership positions in the company in 3-5 years, subject to phased professional training. For this group of the personnel reserve, as a rule, a comprehensive professional development program lasting several years is formed, which includes not only a specialized training program, but also moving to various positions, contributing to a phased career growth.

5. Work with the personnel reserve of the company.

The personnel reserve has been recruited, the personal composition of the personnel reserve has been approved, individual development plans have been drawn up - and what's next?

And then the company's management needs to form a personnel reserve training program, which includes both work on individual development plans and training in a specialized professional development program that combines training needs common to all candidates for the personnel reserve.

A specialized professional development program including business trainings, seminars, internships can be developed for each group of the personnel reserve together with a business training company. The program is developed taking into account the existing level of professional training of candidates and may contain several consecutive modules of training aimed at the formation or development of knowledge and skills necessary for successful work in a particular managerial position.

A comprehensive program for preparing a personnel reserve for a managerial position may also include the following forms of candidate training:

1. Joint work of a candidate for a leadership position and a mentor;
2. Temporary performance of duties of absent managers for the period of their business trips or vacations;
3. Internship in a leadership position;
4. Work in projects and execution of powers delegated by the immediate supervisor;
5. Participation in working groups and meetings.

The implementation of individual development plans, the results of training of employees in the reserve under a specialized professional development program, as well as their involvement in tasks and activities related to a managerial position, must be systematically monitored. As a rule, this function is assigned to the HR service and the immediate supervisor of the employee on the reserve. In turn, the commission for work with the personnel reserve conducts a periodic assessment of the activities of each employee enrolled in the reserve at least once a year, after which it makes one of the following decisions:

• the employee continues to be part of the personnel reserve
• the employee needs additional training, retraining and business trainings, in connection with which adjustments are made to the individual development plan
• an employee is excluded from the reserve due to unsatisfactory results in the implementation of an individual development plan

The selection of candidates from the reserve for appointment to a vacant managerial position is carried out by assessing the level of their professional training, the results of work according to an individual development plan, as well as the level of development of key competencies and correlating these results with the requirements for a vacant managerial position.

In the process of working with the personnel reserve, it is necessary to take into account the fact that during their stay in the reserve, employees undergo serious training and in order not to become a “forge of personnel” for other companies, it is necessary to timely make appropriate appointments to the position of the most prepared candidates from the reserve. Employees who are part of the company's personnel reserve should feel their demand and a real prospect of obtaining the desired position. To do this, their current abilities and potential should be used by the company to the maximum, and not "conserved" until the right moment. Otherwise, prepared and trained employees will seek to apply their new knowledge and abilities outside the company.

And in conclusion, I would like to emphasize that the system of formation and training of the personnel reserve works effectively and is a real management tool only if it is included in a unified personnel policy, is based on the company's development strategy and is supported by its management.

Scheme of the process of forming a personnel reserve

The main principles of the formation of a personnel reserve are reduced to the following aspects:

• the relevance of the personnel reserve - the need for candidates from the personnel reserve should be objectively justified and reflect the needs of the enterprise;
• compliance of the candidate from the reserve of the future position - professional and competence requirements must be clearly defined for the qualification of the candidate for the position to be filled;
• the prospects of a candidate from the personnel reserve - an orientation towards professional growth and development, the definition of general requirements for the candidate.

In particular, when using the organizational and managerial model, the selection of candidates for the personnel reserve should take into account not only general requirements, but also professional requirements, as well as the expected assessment of the competence of the future manager in a new position.

The main sources for the formation of a personnel reserve in the organization are:

• executives (to move up the management hierarchy);
• chief and leading specialists (for managerial positions);
• specialists who have the appropriate education and have demonstrated the high efficiency of their work;
• young specialists who have successfully completed an internship (for long-term development with subsequent replacement in higher positions).

Formation of a personnel reserve

The formation of a personnel reserve is a systematic approach to the selection of specific employees of the organization for their further promotion within this organization.

The concept of forming a personnel reserve

This concept involves the promotion to managerial positions of such employees who have professional competencies, demonstrate good performance and have certain leadership qualities. Accordingly, employees who have positive criterion scores in only one or two areas do not fall into the personnel reserve, even if they are, for example, highly professional and productive workers or can competently organize the work of their subordinates.

Depending on the accepted concept of working with a personnel reserve, the work carried out to assess the company's real needs for reservists, as well as the regulations and requirements for reservists, a company can resort to one of two models. In any case, the formation of a reserve is carried out by assessing candidates and their development, followed by appointment to certain positions in accordance with current needs and existing reserves.

With a direct model of the formation of a personnel reserve, a list of candidates for the personnel reserve is formed without taking into account the criteria for selection. Instead of a preliminary assessment of reservists, it is made at the time of the need to fill a specific position. After checking candidates from the personnel reserve for filling vacant positions, the selected reservist undergoes an internship in the process of filling a vacant position, followed by a probationary period, following which he is approved for the position, or his candidacy is recognized as unsuitable for approval in the position.

According to the three-level model, the personnel reserve should be created on the basis of certain competencies, which the employees selected for the personnel reserve must satisfy, which, in turn, must be confirmed by the results of the assessment of reservists. The use of the personnel reserve implies an increase in the professional level and development of managerial competencies among reservists until the moment when they are needed. The effectiveness of the development of reservists is determined by the final assessment, according to the results obtained, target groups of reservists are formed who are ready for appointment to a vacant position. In relation to the rest of the reservists who did not pass the final assessment, a personnel reserve development program is being implemented by analogy with the previous stage, which again ends with the final assessment.

Models for the formation of a personnel reserve are used within the framework of the personnel development system. This aspect is manifested in the principles of the relevance of the personnel reserve, the compliance of the reservist with the requirements for the future position and the prospects of the reservist for future development in professional and managerial terms. As a result of the work on the implementation of the talent pool model, there is a formalization of a program of work with a talent pool, which includes an assessment of the need for a talent pool, regulations for requirements for reservists, evaluation of candidates, development of reservists and their subsequent appointment to certain positions.

In modern conditions, companies proceed from a bidirectional strategy for the formation and development of a talent pool based on the operational and strategic need for reservists, taking into account the optimization of the number of talent pools. As part of the assessment of competencies, assessment procedures are applied, the result of which is to determine the level of development of the assessed competencies of the employee. The result is a reliable reflection of the level of success of the reservist within the framework of the position in which he is assessed. Relevant is the use of standard methods of training and development of the personnel reserve in the workplace and outside the workplace, including using distance learning systems.

The procedure for the formation of a personnel reserve

The main direction for the formation of a personnel reserve is vertical promotion in the internal hierarchy of the organization. As part of this, employees are promoted and further promoted along the management vertical with certain professional skills and abilities that will allow them to effectively perform managerial tasks and make objective decisions. Less often, the formation of a personnel reserve is used for horizontal rotations when replacing employees in different branches or separate divisions of one enterprise.

Depending on the objectives of the formation of the personnel reserve, there are two models:

1. Organizational and structural.
2. Organizational and managerial.

Each of them can be both simple and three-level.

Within the framework of the organizational and structural model, the personnel reserve is formed based on the planned changes that will be implemented within the existing organizational structure of the organization and in accordance with the staffing table. In fact, the talent pool is created based on the specific needs of the organization, which arise as a result of changes in the core activities or the planned replacement of vacant positions. In accordance with this model, the personnel reserve is formed for a specific period of time and, after its expiration, must be fully used to fully staff the enterprise.

The organizational and managerial model for the formation of a personnel reserve is based on the fact that the company defines a register of managerial positions that are of key importance for the main activities of the organization. In accordance with this register, a personnel reserve is formed for each of these positions, regardless of whether it is planned to replace the employees occupying them or there is no clear need for this in the foreseeable future.

If in the organizational and structural model the personnel reserve is formed both from internal employees and from third-party candidates who are selected at interviews in advance, then the organizational and managerial model involves focusing exclusively on their own staff. The fundamental difference is also the fact that the organizational and structural model allows you to manage the personnel reserve for positions of any level and field of activity of the organization, and the organizational and managerial model involves the creation of a personnel reserve only for administrative and managerial positions.

The choice of a model for the formation of a personnel reserve in practice is carried out on the basis of the tasks that the enterprise faces, as well as depending on the available financial and time resources. In terms of its content, the organizational and structural model is a priori more efficient in terms of implementation time and less costly in terms of spending financial resources. The organizational and managerial model is more reliable and comprehensive, making it possible to prepare and form a managerial reserve in advance and develop the required professional skills and qualities in future managers.

From the point of view of their purpose, the models for the formation of a personnel reserve are focused on creating conditions for the objective replacement of personnel, both ordinary and administrative.

The organizational and structural model is used in case of one-time needs of the enterprise to replace personnel, and the organizational and managerial model is more focused on improving the quality of management of intra-company processes as a whole. However, the organizational and managerial model for the formation of a personnel reserve does not preclude the preparation of a comprehensive program based on a forecast of possible changes based on the trends that have developed at the enterprise in the field of replacement of managerial personnel.

The main disadvantages of these models, which have developed due to the objective features of the formation of a personnel reserve, can be considered the following:

• low professional level of appointed reservists;
• the long-term nature of work programs with a personnel reserve, which fundamentally limits the organization's capabilities;
• refusal to recognize the dependence of the formation of a personnel reserve on existing production and organizational needs;
• formalism of personnel reserve formation.

In fact, these shortcomings are manifested if there is no model for the formation of a personnel reserve as such. One of the manifestations of this situation is the presence of many documents that regulate the process, but the goals are not defined. As a result, the organization cannot objectively form a personnel reserve.

Work with the personnel reserve of the organization

The result of the implementation of talent pool models in an organization is a program of work with a talent pool, which includes the following elements:

1. Development of employees included in the personnel reserve;

There are two main approaches to work with the personnel reserve.

The first approach is based on job succession planning. This principle is focused on the fact that for all key positions, reservists must be prepared in advance, meet the established criteria, and their professional level must be improved in accordance with the personnel development strategy.

The second approach is focused on working with a group of employees with the highest professional potential. In this case, the talent pool program is aimed solely at promoting the most talented, competent, responsible and qualified employees. At the same time, they are included in the personnel reserve without reference to a specific position.

Main goals of work with personnel reserve:

• creating conditions for the rapid replacement of key positions in the organizational structure by trained, qualified and loyal employees;
• motivation of the company's employees based on the creation of clear prospects for professional development and career growth in this company for competent and talented employees.

Thus, we can conclude that the program of work with the personnel reserve is closely related to the evaluation system within the company as well. At the same time, the development of a program for working with a personnel reserve makes it possible to reduce the total number of key positions for which reservists must prepare in advance, transfer work with a personnel reserve to the applied plane and shorten the planning horizon to the medium term.

Preliminary procedures before forming a personnel reserve:

• predict changes in the structure of the management apparatus;
• improve employee promotion;
• determine the degree of saturation of the reserve for each position or group of identical positions (how many candidates from the reserve are for each position or group of them);
• determine the degree of provision with a reserve of nomenclature positions.

After that, the operational and strategic need for the reserve should be determined.

Indicators for determining the optimal number of personnel reserve

In the context of the application of personnel development methods, the personnel reserve makes it possible to select target employees who will become candidates of the first line for filling key management positions in the event of an objective presence of such a need in the organization. The preparation of a personnel reserve allows for the most efficient use of personnel, optimization of the selection and relocation of management personnel, and ensuring the succession of management. It seems appropriate to use these conditions to ensure the successful operation of the company in the long term.

In modern conditions, standard methods that provide companies with loyal employees, for example, bonuses, bonus payments, reimbursement of socially significant expenses, etc. practically do not work, since, in essence, they do not differ in any way from similar offers of competitors. Forming a corporate interest among employees in further development, career growth and personnel advancement in this particular company becomes a difficult task.

At the same time, potential future administrative workers with a formed corporate interest, who are interested in career growth and further advancement in the company, represent a great potential for companies that, in their desire to use it, develop specialized programs aimed at stimulating the interest and motivation of employees.

The use of an internal personnel reserve for the training of managerial employees is possible subject to two conditions:

1. Availability of a valid business evaluation procedure;
2. Organization of employee training.

Technology of work with personnel reserve:

• assessment of the managerial abilities of candidates for the reserve;
• a specific procedure for enrolling employees in the personnel reserve;
• how are reservists prepared for future management activities, which involve a higher level of responsibility and leadership;
• the timing of the training of reservists before appointment;
• issues of responsibility for work with the personnel reserve in terms of training managerial personnel.

Talent management

Talent management means the use of social and managerial technologies in the organization for the formation and use of a personnel reserve based on an integrated system and formalization.

Only social management technologies are capable of integrating the applied social technologies into an effectively operating system of work with a reserve of personnel, which combine into a single complex technologies for social diagnostics of the processes of the state of personnel work, technologies for coordinated impact on these processes, technologies for determining the effectiveness of managerial influence and predicting expected consequences.

Personnel reserve management involves the development and implementation in the practice of the organization of technologies for sociological diagnostics, organizational and managerial impact and evaluation of the effectiveness of reservists. It should be noted that the management of the personnel reserve is based on the principle of the relevance of the reserve, that is, the need for filling positions must be real.

Inclusion in the reserve is based on three criteria:

• availability of relevant education;
• manifestation of positive professional qualities in the process of work;
• successful solution of managerial tasks at their level.

According to the standard structure, a talent pool program should include the following elements:

1. Identification and analysis of the need to create a personnel reserve, taking into account the nature and nature of the need;
2. Regulation of requirements for employees included in the personnel reserve;
3. Evaluation of candidates for the personnel reserve;
4. from among those included in the personnel reserve;
5. Appointment of reservists to certain positions in accordance with the needs of the organization in creating a personnel reserve.

Formalization of work with the personnel reserve includes three complex stages:

I. Analysis of the need for a reserve;

II. Formation of a reserve;

III. Reservist training.

In accordance with these stages, management with a personnel reserve will correspond to the scheme.

Stage I. Analysis of the need for a reserve.

1. Analyze the need for positions, predicting a change in the state;
2. Plan the optimal reserve by determining the degree of availability of the reserve for key positions;
3. Profiling target competencies that correspond to the competency model in force in the company, according to the requirements of key positions.

Additionally, at this stage of personnel reserve management, it is necessary to determine the degree of saturation of the reserve for each key position and groups of key positions, i.e. how many candidates from the reserve should fall on each position and in the group as a whole. Due to this, according to the results of the first stage, the current and future need for the reserve will be reliably determined.

To determine the optimal size of the personnel reserve, the following aspects should be worked out:

• the need for management personnel in the short and medium term, also planning a longer horizon of up to five years;
• the actual number of the currently trained reserve for each of the key positions, regardless of where the employee enrolled in the reserve was trained;
• the approximate and permissible percentage of leaving the personnel reserve of individual employees, for example, due to failure to fulfill an individual training program, in connection with leaving for another region, etc.;
• the total number of key positions filled.

When compiling reserve lists, the following points should be considered:

• categories of positions that are basic for creating a reserve, differentiation of the reserve depending on the features of the structural and criterial nature of the list of positions;
• provide for the possibility of early selection of deputies for key positions in case of emergencies that require urgent replacement;
• the determining factors should be the performance and professional level, as well as the level of education, which is important for assessing the prospects for further growth in the career ladder for all assessed qualities.

Stage II. Formation of a reserve.

1. Regulate the requirements for reservists based on the current formalized lists of competencies and qualification requirements for key positions;
2. Evaluate and select reservists, forming the final list of candidates for the reserve, based on the existing formalized assessment methods and the methodology of a particular employee;
3. Check reservists planned for prospective replacement for key positions for compliance with competencies.

In the process of creating a reserve, it is necessary to determine a number of factors:

• who can and should be included in the lists of candidates for the reserve;
• which of the candidates included in the lists for the reserve must undergo training;
• what form of training to apply to each candidate, taking into account his individual characteristics and prospects for use in a leadership position.

To form a reserve, it is proposed to use the following methods:

• analysis of documentary data - reports, autobiographies, characteristics, results of employee assessments and other documents;
• a conversation with a promising reservist to identify information of interest (aspirations, needs, behavioral motives, etc.);
• monitoring the behavior of the employee in various work situations;
• evaluation of the results of labor activity - labor productivity, quality of work performed, etc.;
• assessment procedures.

When using these methods, three types of information arrays will be formed:

• criteria assessments of reservists;
• factual data;
• resulting assessments of the qualities of specialists.

Additionally, the following factors may be considered:

• professional characteristics of a specialist;
• a list of positions that can serve as a starting point for reservists;
• limiting criteria (education, age, length of service, etc.) for reservists;
• the results of assessing the formalized competencies of a particular reservist;
• the opinion of managers and colleagues regarding a particular reservist;
• the results of the assessment of the reservist's potential (management skills, ability to learn, the ability to quickly master theory and practical skills).

Using the methodology of a particular employee at this stage of work with the personnel reserve, the following tasks are solved:

• evaluation of candidates for the personnel reserve;
• comparison of the qualities of individual candidates, taking into account the requirements that are necessary for the reserved position;
• assessment of reservists and selection of the most promising in terms of the potential for the development of human capital and the expediency of replacing them with key positions.

Based on the results of the evaluation and comparison of candidates, the register of the personnel reserve is specified and adjusted.

Stage III. Reservist training.

1. Preparation and development of reservists in accordance with the personnel development strategy, methods of personnel training and development;
2. Final assessment of the competencies of reservists;
3. Making an appropriate decision on the feasibility of replacing key positions or the need for further development.

The essence of this stage of personnel reserve management is that for the prospective replacement of key positions, it is not enough to select employees capable of promotion - it is important to properly prepare them for the position and organize their development in professional and managerial terms.

In total, for the development of personnel enrolled in the personnel reserve, including for the long-term replacement of key positions, it is necessary to form three types of direct development programs:

• general development program - fundamental training of reservists, including replenishment of knowledge on certain issues of science and management practice, training in special management skills necessary to improve management efficiency;
• a special development program - distributed training of reservists, including depending on the projection of the prospects for personnel growth, professional development and targeted management settings;
• individual development program - study of specific management tasks and development of management skills using assessment procedures, socio-psychological training.

The purpose of talent pool management- replacement of key positions. The process of formation and the structure of the personnel reserve should meet the indicators of the rapid filling of vacant positions, especially managerial ones.

Personnel reserve management can be represented as a block diagram.

Depending on the specifics of the organization and the list of key positions, the sources of the personnel reserve change accordingly.

Identification of the best personnel is carried out on the basis of formalized methods and methods of a particular employee.

In addition, the following formats can be used within the framework of the use of assessment procedures:

• structured interview;
• case solving;
• group discussions;
• role-playing games;
• interview to test special knowledge;
• written tasks aimed at identifying special knowledge;
• psychodiagnostic tests;
• methods for diagnosing abilities, personality traits, motivation.

The program for the development of reservists planned for replacement to key management positions provides for three main options:

• a differentiated training program based on fundamental and applied aspects of managerial activity in the form of field training and mentoring;
• a practical training program in managerial and communication skills;
• distance learning program based on the existing distance learning system using telecommunication technologies.

The results of the formation of a personnel reserve and the development of reservists focused on filling key positions can be assessed based on the results of the two-year period according to the indicators presented in the table.

Talent reserve assessment indicators

	Name of indicator	Meaning
	Share of vacancies in key positions filled by reservists
	Number of closed vacancies for key positions
	Total number of vacancies for key positions
	Total number of positions in key positions for the period
	Including key positions for which reservists are trained
	Total number of reservists
	Including reservists sent to fill key positions
	Turnover rate among reservists
	The number of reservists who left of their own accord
	Total number of reservists

Formalization of personnel reserve management will make it possible to effectively implement the processes of filling key management positions with employees trained to work in these positions. As a result of the formalization of work with the personnel reserve, the introduction of a model for the formation of a personnel reserve, and taking into account the target orientation of personnel development, an additional asset will be created that can be assessed qualitatively and quantitatively using the methodology for assessing human capital.

Personnel reserve - this is a group of managers and specialists with the ability to manage activities that meet the requirements for a certain managerial position, who have passed the selection and systematic targeted qualification training.

The personnel reserve is created in order to prepare candidates for vacant and newly created jobs in advance, to plan and implement all stages of their preparation (training, internship, rotation).

Three stages of work with the personnel reserve: 1) formation of the personnel reserve; 2) training of employees included in the reserve to work in a new position; 3) appointment of an employee to a vacant position.

Formation of personnel reserve. At this stage, the following is carried out:

analysis of the need for a reserve: forecasting possible changes in the management team, determining the degree of provision with a reserve of managerial positions;

preliminary recruitment of candidates for the reserve or identification of sources for the formation of the reserve;

selection of candidates and formation of the personnel reserve. Selection criteria for the reserve: appropriate level of education and training; experience; sociability; organizational skills; personal qualities; health status; age.

Reserve requirement analysis

Determination of the current reserve requirement

Determining the prospective need for a reserve

Preliminary selection of reserve candidates

Selection of candidates

Compliance with the requirements

to reserve position

Psychological

testing

Interview

business games,

trainings

Training of employees included in the reserve

Development of an individual employee plan

Participation in innovative projects

Training, advanced training

Internship in a vacant position

Evaluation of results

Decision on

extension

training

Positive rating

Negative evaluation

Nomination for

position

Exception from

Rice. 19. Scheme of work with personnel reserve

The selection of candidates is carried out on a competitive basis under the guidance of a special commission, the composition of the reserve is approved by the order of the organization. A regulation on work with a personnel reserve for promotion to senior positions is being developed.

Preparation of a personnel reserve is: 1) in the selection of areas and forms of training for employees in the reserve; 2) in determining measures to improve their business skills and acquire practical skills necessary for work in a new position; 3) in the development of an individual program for each employee, including an internship in a reserve position.

An annual assessment of the performance of each employee enrolled in the reserve is carried out, based on the results of which a decision is made whether to leave the employee in the reserve or to expel. The algorithm for working with the personnel reserve is shown in fig. 19 1 .

8.4. Staff rotation

In any organization, career opportunities are limited. Promising employees can be motivated by a career along the "horizontal" - rotation.

rotation - this is the appointment of an employee ("horizontally") to another position of the same official level, but with additional moral and material motivations.

Rotation can be short-term (for several days, weeks, months). For example, all McDonald's office employees must periodically work in a restaurant so as not to forget about the essence of the business. The rotation can be long-term, when the tenure in one position is up to 3 to 5 years.

Rotation Benefits:

the possibility of implementing a development program for employees of the organization: the employee gets an idea about the work of other departments, about the production cycle of the enterprise, the opportunity to try himself in another area and acquire new knowledge and skills;

the ability to use short-term rotation in the process of preparing a personnel reserve;

the ability to retain valuable employees and increase their motivation;

the ability to train employees for newly formed units.

For rotation to be effective, the following conditions must be met: (1) rotation must be voluntary; (2) because the line manager loses a subordinate, it is necessary to notify in advance about the rotation of the head and prepare a replacement; (3) rotation requires vacancies, so a clear mechanism for permanent job vacancy is needed; (4) the firm must support the employee in the new location, sharing with him the responsibility for moving.

 

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