Preparation of personnel reserve in the organization. How to properly form a company's personnel reserve. Benefits from forming a personnel reserve

Determination of future reserve requirements

Preliminary selection of candidates for the reserve

Selection of candidates

Compliance with the requirements

to a reserve position

Psychological

testing

Business games,

trainings

Training of employees included in the reserve

Development of an individual employee plan

Participation in innovative projects

Training, advanced training

Internship for a vacant position

Evaluation of results

Decision on

extension

preparation

Positive review

Negative rating

Nomination for

job title

Exception from

Rice. 19. Scheme of work with the personnel reserve

The selection of candidates is carried out on a competitive basis under the leadership of a special commission, the composition of the reserve is approved by an order of the organization. Regulations on working with the personnel reserve for promotion to leadership positions are being developed.

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

An annual assessment of the activities of each employee enrolled in the reserve is carried out, based on the results of which a decision is made - to keep the employee in the reserve or to exclude him. The algorithm for working with the personnel reserve is presented in Fig. 19 1.

8.4. Personnel rotation

Opportunities in any organization career growth limited. Promising employees can be motivated by a “horizontal” career – rotation.

Rotation - this is the appointment of an employee (“horizontally”) to another position of the same job level, but with additional moral and material motivations.

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

Benefits of Rotation:

the opportunity to implement a development program for the organization’s employees: the employee gets an idea of ​​the work of other departments, 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 opportunity 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 the manager in advance about the rotation and prepare a replacement; (3) rotation requires vacancies, so a clear mechanism for the constant release of jobs is needed; (4) the company must support the employee in the new location, sharing responsibility for the relocation with him.

The goal is to improve the efficiency of use human resources Companies; meeting the Company's needs for candidates to fill positions at various levels; carrying out a unified personnel policy in matters of career and professional growth of Company employees.

General provisions

The main goals of forming a personnel reserve in the Company are:

• reduction in staff turnover;
• identifying and retaining employees with high development potential;
• ensuring the priority filling of vacancies that appear in the Company with trained candidates from the internal reserve;
• security career advancement on key positions the most trained employees among those who have the professional knowledge necessary for the Company;
• ensuring continuous professional growth of staff;
• strengthening a corporate culture that stimulates personal responsibility, loyalty, focus on achieving results and the formation of common corporate values.

The personnel reserve includes internal and external reserves

The internal personnel reserve is formed from among the Company’s employees. It is divided into operational and strategic reserve

The operational reserve is a reserve of candidates from among specialists, line managers, middle managers and top managers to fill certain positions who have developed competencies and are ready to start working immediately.

The strategic reserve is candidates for positions that will become vacant in the next 1-2 years and require long-term candidate training.

Inclusion in the internal personnel reserve and updating of its composition is carried out annually, at the beginning of the fourth quarter.

The external personnel reserve is formed from:

• candidates who were interviewed by HR partners, but did not start working at the Company after passing the employment interview due to the current lack of vacancies;
• candidates whose data was obtained on the basis of labor market monitoring for the availability of key specialists in the industry segment.

Inclusion in the external personnel reserve and updating of its composition is carried out on a regular basis, as external candidates undergo interview and selection procedures. To comply with the alternative for filling key positions, the personnel reserve can be composed of several people for each position, according to the standards. One candidate may be included in the personnel reserve for several positions. Information about the operation of the personnel reserve system, the career development model in the Company (Career Movement Map), and lists of reservists is open and posted on the corporate portal (List of Reservists)

Organizational chart of the reserve personnel system

The main body for managing the personnel reserve system is the Personnel Committee, which permanently includes: Head of the Commerce direction, Head of the Sales direction, Head of the Management Technologies direction, Head of the HR Department

The functions of the Personnel Committee include:

• determining the level of influence of each position and employee on the development of the company annually
• approval of the need for personnel reserve for the year annually
• implementation of general planning and standardization of various aspects of the personnel reserve system, taking into account the strategic and current objectives of the Company once every six months
• monitoring the company’s reservist lists, making decisions on excluding employees from the personnel reserve once every six months
• review of individual development plans for reservists quarterly
• making decisions on personnel movements and rotation of the personnel reserve according to current schedules

The head of the HR Department is responsible for organizational and methodological support for the activities of the Personnel Committee, manages the meeting schedule, and convening extraordinary meetings of the committee. Current work on creating the need for a personnel reserve, replenishment and development of the personnel reserve (identification of potential candidates, assessment, selection, training) is carried out by HR partners of the Sales Divisions, the Human Resources Department, together with General Directors Sales divisions and Division Heads, Heads of departments, services and departments of the Central Office.. To coordinate the current work, the Head of the Human Resources Department appoints a curator from among the department employees.

The procedure for generating the need for reserve personnel

To determine the quantitative and qualitative composition of the personnel reserve for the calendar year, the following work is carried out:

• Analysis of the current staffing table to identify key positions;
• Analysis of the staffing table to identify the need for reservists in connection with the upcoming rotation / dismissal of the existing staff;
• Standardizing the staffing level of the personnel reserve to fill key positions;
• Analysis of the need for reservists for newly created positions or planned in the staffing table, in accordance with the company’s development strategy.
• Approval of the plan for the need for personnel reserve for the year by the Personnel Committee.

The procedure for selection and enrollment into the internal staff

Enrollment in the internal personnel reserve can occur by:

• consideration of a candidate’s application for inclusion in the personnel reserve (self-nomination);
• based on the recommendation of the manager;
• based on the results of annual assessment procedures, including additional assessment procedures. based on achieving the required percentage of the program's effectiveness, the mentor.

All candidates who are applicants for the Personnel Reserve, at the time of enrollment, must have the results of an assessment conducted in accordance with the Regulations “On Personnel Assessment” no more than 12 months ago from the date of consideration of the application. If such an assessment has not been carried out in relation to the candidate, or was carried out more than one year ago, the candidate must undergo assessment procedures before being enrolled in the personnel reserve. The purpose of conducting assessment procedures at the stage of including reservists in the personnel reserve is to ensure that reservists are trained for the position, taking into account their individual characteristics, their strengths and weaknesses.

No later than the fourth quarter of the current year: The head of the training and personnel development department creates lists of reservists based on the results of assessment procedures for each position for further sending reservists for training and transfers them to the curator of the personnel reserve. The supervisor of the mentoring system creates a list of mentors with a high percentage of performance and transfers it to the curator of the personnel reserve system. The curator of the personnel reserve, based on the received lists, the list of self-nominated employees and employees recommended by managers, creates a general list of reservists and submits it to the Personnel Committee for approval.

Education and development

Based on the results of assessment procedures, an individual development plan is drawn up for reservists, which indicates activities aimed at developing professional and personal competencies necessary for successful work at the target position. An individual development plan is initiated and approved by the curator of the personnel reserve, and is developed by the HR partner of the division, together with the reservist. It is agreed upon with the head of the personnel training and development department, and with the immediate supervisor of the reservist. An individual development plan includes specific activities aimed at developing the personal and professional competencies required for the relevant position: training: trainings, seminars, master classes; self-study; horizontal rotations; internships; mentoring; temporary replacements during the absence of key managers; participation in project groups.

Trainings, seminars, master classes are carried out according to the schedule created by overall plan training for a year at the company. If necessary, special training is added, which includes both a portfolio of “internal” employee training programs and specially selected training programs of “external” suppliers.

Self-learning. This stage training takes place in accordance with an individual development plan, using a selection of professional literature (books, instructions, regulations, etc.), external webinars, video materials (films, webinars), materials from the corporate electronic library.

Horizontal rotations. The objectives of this procedure are:

• expanding the reservist’s professional horizons;
• acquisition of new experience, knowledge, skills and abilities, improvement and optimization of business processes of the relevant division and the Company as a whole.

The period of holding a new position as a result of rotation according to the matrix of requirements for the position. Internships are activities to gain work experience or improve qualifications in a chosen area of ​​activity. The duration of the internship is determined depending on the goal and is reflected in the individual development plan. Mentoring - the organization of the process is carried out on the basis of the Regulation “Mentoring; the choice of a mentor is reflected in the individual development plan of the employee and is approved by the curator of the personnel reserve system. Temporary replacements for the period of absence of key managers are made only from among the reservists listed in the operational reserve. . Employees of both operational and strategic internal reserves may be involved in participation in project groups by decision of the Personnel Committee.

Evaluation of the results of training of reservists

Reservists are assessed in the manner established by the Regulations “On Personnel Assessment”. Depending on the position, the assessment may include professional testing, business games, case solving, business problems, competency-based interviews and a 360-degree assessment of management skills. Information on the results of the reservist’s assessment is posted in a special report form in accordance with the Regulations “On Personnel Assessment”: “Passport of the employee’s professional career in the 1C card” in a unified database for reserve personnel. The curator submits to the HR Committee a report (“Provision of reserve personnel”, “List of reservists with % of implementation of the IPR”) on the composition, movement, results of the achievement of the goals set for it by the personnel reserve system, the implementation of the individual development plan by reservists, at least 2 times per year or as the need arises.

Conditions for advancement in the program

Occupation by a reservist of a target position is possible if there is a positive assessment of the reservist’s readiness according to a competition for reservists. The reservist competition is a selection tool of the program, conducted upon the occurrence of a need for a candidate for an open vacancy. The conditions of the competition are established taking into account the specifics of the position by the Personnel Committee.

Decisive the following indicators ratings:

• correspondence of the level of development of his competencies to the target position;
• progress in competency development; effective performance of immediate work tasks;
• employee's professional career passport;
• successful implementation of the Individual Development Plan of at least 80%, taking into account the period under review;
• compliance of the matrix of requirements for the position in question;
• percentage of employee performance as a mentor.

The decision to accept a candidate for a target position is made by the Personnel Committee. A complete package of documents for each reservist is provided for consideration by the Personnel Committee. This package of documents includes: employee personal card; individual development plan; employee's professional career passport;

The procedure for making decisions on personnel movements

Issues related to the vertical movement of reservists are the exclusive responsibility of the committee. Meetings of the HR Committee on these issues are held in an expanded format - with the obligatory invitation of the Head, who is in charge of personnel issues for the position of appointment (in accordance with the Decision-Making Matrices). An invited participant in a Personnel Committee meeting has the same voting rights as regular participants. Decisions on the vertical movement of reservists are made during an open vote of participants at a meeting of the Personnel Committee by a simple majority of votes.

Issues related to the horizontal rotation of reservists are brought to a meeting of the Personnel Committee on the proposal of the Head of the Human Resources Department, in the event that the decision to transfer a reservist for some reason cannot be made routinely. Interested persons may be invited to the meeting - a reservist, his line manager, a manager in charge of personnel matters for the position of appointment - with the right of an advisory vote. The opinions of invited participants are taken into account when making decisions by the Personnel Committee. Decisions on horizontal rotation issues considered at a meeting of the Personnel Committee are made by open voting of the participants. The decision to transfer a reservist is considered adopted if at least 50% of the Personnel Committee votes for it.

Procedure for exclusion from the reserve squad

A reservist may be excluded from reserve personnel for the following reasons:

• negative results from assessment procedures;
• failure to complete immediate work tasks;
• systematic failure to implement the Individual Development Plan.

The decision to exclude a candidate from the program is made by the committee.

Application:

1. Characteristics for enrollment, standard form;
2. Application for enrollment;
3. Individual development plan (IDP);
4. Personnel availability, report form;
5. Professional career passport;
6. Plan for the need for reserve personnel;
7. Execution of IPR Report;
8. Rotation of personnel reserve Report.

Appointment of the head of an organization or structural unit, promotion of a specialist to leadership position should not be carried out spontaneously due to an unexpected vacancy appearing in the company, but systematically, on the basis of a smooth replacement of the vacated managerial position. If the position of president is vacated in a company and it is forced to invite an outside specialist to fill this position, the latter needs from three to six months to familiarize himself with the affairs of the organization, from one to three years to become recognized as “one of our own,” and from two to five years to imbibe the company culture. Employees who previously worked for the company do not have such problems.

The advantage of creating a personnel reserve is to ensure the current, short-term and medium-term needs of the organization for employees to fill key positions, reduce the time and costs of filling vacancies, and systematic and targeted personnel development. Therefore, it is more effective to develop work career managers, carried out on a planned basis. 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 and the ineffectiveness of its personnel development strategy.

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

Depending on the approaches to the formation of management, there are two types of personnel reserve: internal and external.

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

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

Operational - employees who are capable of occupying leadership positions in the near future (vertical vector)

Strategic - employees potentially capable of fulfilling leadership responsibilities (vertical vector)

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

The external personnel reserve is formed from:

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

Candidates were interested in HR, but for certain reasons did not come to work for the company at the time of the employment interview; candidates, information about whom was obtained based on 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 susceptible to being lured away to other companies. The disadvantages of the internal personnel reserve include the fact that the reservist is not always an authority among colleagues, and sometimes does not show interest in innovation. Often the company fails to find a worthy candidate for inclusion in the reserve, and then managers rely on the vicious principle “even if the bad one is their own.”

The advantage of an external personnel reserve is the ability to select the best specialists from organizations of the region or type economic activity. The disadvantages include the fact that reservists will need a lot of time to successfully adapt to the organization; significant funds are spent on recruiting a specialist, and they are more likely to be lured away to other companies.

By type of activity there are:

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

Functioning reserve is a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on a leadership career.

By time of appointment there are:

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

Group B - candidates whose nomination is planned in the next one to three years.

Based on appointment to a position, the following types of reserve are distinguished: successors of specific managers, reserve of managers for promotion.

Successors are usually chosen for managers who have reached the age limit or for those who have the prospect of rapid promotion to a higher position. A promotion reserve is created to replace vacant positions in any department of the company.

The main tasks of forming a personnel reserve:

Identification among the organization’s employees of persons who have the potential to be appointed to a managerial or key position;

Training of persons enrolled in the management reserve for leadership positions;

Ensuring the timely filling of vacant positions of managers from employees who are competent and capable of managerial work;

Attracting younger workers to key positions;

Creating 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:

Relevance of the reserve - the need to fill positions must be real;

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

The candidate's prospects - orientation towards professional growth, educational requirements, age limit, length of service and career dynamics in general, health status.

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

Preparing a personnel reserve is a rather complex process that requires constant attention from the first head of the organization and the personnel service at all stages of the formation of the reserve. The difficulty of forming a reserve of workers lies in the reluctance of managers structural divisions organizations to enroll promising specialists in the reserve due to fears of being replaced best employee on its potential competitor, in determining the optimal number of reservists for the organization, as well as assessing the potential of candidates for the personnel reserve.

The formation of a personnel reserve should begin with the development of regulations on working with the personnel reserve in the organization. The position should be normative act, which defines the goals, objectives, principles and procedure for working with the personnel reserve.

The regulations define a list of key positions for which the organization wants to have a trained personnel reserve. This list includes, first of all, 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 manager, his deputies, heads of branches and structural divisions. The number and structure of key positions are influenced by the size and specifics of the organization’s activities. In large corporations their number can range from 20 to 250 people.

However, the organization's personnel reserve is not limited only to key management positions at the top and middle levels of management. The effective functioning of enterprises is also facilitated by the inclusion in the personnel reserve of lower-level managers, 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 an organization are shown in Fig. 12.3.

To determine the additional need for managers in the context of the organization’s structural divisions and positions, the personnel service, together with the first manager, must analyze in detail the state of use of managers, taking into account age, prospects for professional advancement, personal interests, health status of each of the managers and, on this basis, determine possible deadlines releasing each of them.

If the number of reservists is insufficient, this may 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 a vertical type of career in the organization are not realized.

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

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

The results of determining the additional need for managers should be reflected in the organization's management succession plans. These plans should contain individually oriented schemes for replacing management positions. Individually oriented schemes are based on standard schemes for filling management positions.

A typical position chart reflects:

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

Needs for development of management potential of personnel;

Management Capacity Development Program;

Standard methods for assessing and selecting employees, requirements for the “ideal” manager within the rotation range.

The substantiation of the requirements for candidates for each management position of the organization has great importance in the process of forming a reserve of managers. Without a clear idea of ​​what competencies, qualities (degree professional suitability) future managers must have, the organization will not be able to carry out a preliminary recruitment of candidates for the reserve, study and evaluate the applicants at the proper level.

In order to study and evaluate applicants, it is advisable to use professional standards, profiles of professional competence of positions, portraits of ideal managers, professiograms and psychograms. They must contain requirements for organizational abilities, 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 manager positions.

Among other qualities, abilities and skills, initiative, exactingness, diligence, responsibility, activity, and efficiency play a special role. Personal qualities and intelligence are characterized by systematic 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, persuade and defend one’s own opinion, style of behavior in conflict situations, etc.

Managers' competency models may contain the following scales of their levels of competency development: level of understanding, basic, average, strong and leadership.

Simultaneously building ideal models strong leaders has not yet produced tangible results. There are cases when employees with a “good” set of qualities manage directly, and vice versa, strong managers have a “bad” or “mediocre” set of qualities. Therefore, it is proposed to predict the professional suitability of a manager through identifying an effective individual management style. To predict successful management activities Assessing the overall ability to become a leader is more important than assessing the qualities and individual abilities of a leader.

Work with the previous set of candidates for the management reserve can be carried out when:

Teaching students in senior years of higher education institutions;

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

The employee’s work as a manager of a lower management level (foreman, section manager) with the aim of promoting him to the reserve for positions of line or functional managers at the middle management level;

The employee’s work as a mid-level manager of the organization with the goal of promoting him to the reserve for positions of senior management level managers.

To pre-recruit candidates for the management reserve in an organization, the following sources of information can be used:

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

Results of periodic ongoing and non-periodic personnel assessments and certifications;

results production activities a structural unit managed by a candidate for nomination to the reserve of middle or senior management level managers;

Materials of the candidate’s personal file;

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

Results of advanced training or retraining of the candidate;

Reviews of candidates for the reserve from their immediate supervisors, subordinates, work colleagues, heads of related structural divisions, personnel service employees, clients and suppliers, etc.

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

Assessment of the labor results of candidates for the reserve should be carried out based on a combination of quantitative and qualitative indicators. At the same time, they take into account not only the volume of work performed in accordance with current time standards, the quality of work, but also creative activity.

When assessing personnel, predictive, practical and educational methods are used. Prognostic methods assessments of candidates for the reserve require: analysis of documentary materials, conducting structured and unstructured interviews, using various methods of employee assessment, including personnel assessment and certification, questionnaires, classification and ranking, assessments based on a decisive situation, benchmarks, testing, etc.

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

Among prognostic methods, a special place is occupied by various methods comparisons, tests and instrumental techniques that determine the general and individual abilities of a reserve candidate for management activities. Carrying out professional selection among candidates for the managerial pool by psychologists or a career consultant allows one to draw a somewhat reasonable conclusion about the compliance of the candidate’s characteristics with the requirements of the future managerial position.

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, with little ability for management activities, changed his practice in the position of head of a structural unit, failed to direct the efforts of those entrusted to him labor collective, does not fulfill plans for production of products or provision of services, cannot eliminate conflict situations, and the like. Sooner or later they get rid of such a leader.

At the same time, selecting a specialist for the position of manager who has the necessary abilities for management activities makes it possible in many cases to transform a backward enterprise into an advanced one. Moreover, such changes are achieved not as a result of excessive personal labor efforts, but through the rational organization of production and labor.

However, when using various methods of psychological testing, especially tests to assess the abilities of a candidate for a reserve of managers, their imperfections, in particular their weak predictive ability, should be taken into account. Based on one or two tests, it is impossible to make a reasonable conclusion about the suitability of a specialist for managerial work. To determine professional suitability, a “battery of tests” is needed, which allows you to evaluate a number of qualities or individual abilities of the candidate. Based on this, psychological assessment should complement expert assessments, the desired coincidence of their results. Tests must correct assessments of qualities and abilities obtained through practical and educational methods for assessing the personality of a candidate for the management reserve.

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

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

Essence expert assessment method lies in the fact that experts from among the organization’s top managers and HR specialists evaluate each candidate for the personnel reserve. In some cases, to assess them, an 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 identifying candidates for the reserve of managers. As evidenced by the practice of the Inkom-Real Estate Corporation (Moscow), strict selection is an undoubted PLUS, and from different points of view: the quality of the personnel reserve, its style and the motivation of the participants.

The selection and approval of candidates for the management reserve is carried out by senior managers of the organization with the participation of personnel service employees under conditions of confidentiality. Some companies inform employees that they are included in the management reserve, while others keep this information secret. The advantage of the first approach to forming a reserve of managers is the strengthening of the reservist’s motivation and the ability to organize his targeted preparation for management activities.

Thus, the Regulations on the Presidential Personnel Reserve “New Elite of the Nation” stipulate that information about the Presidential Personnel Reserve, the persons enrolled in it, and vacancies in this reserve are 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 will inform about the decision. A similar procedure is established by the Typical Procedure for Forming a Personnel Reserve in Bodies local government.

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

In the civil service and local government bodies, lists of persons enrolled in the personnel reserve are compiled (add. 5, 6). Similar work is carried out in many organizations in 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 being formed. This procedure sometimes complicates the relationship between the immediate supervisor and the reservist, and reduces the interest of the heads of structural divisions of organizations in the formation of an effective reserve.

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

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

From people's deputies of Ukraine;

Managers and specialists of enterprises, institutions, organizations;

Employees of executive authorities and local governments;

Civil servants who have improved their qualifications have undergone an internship or, based on the results of an 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 according to the following calculation: for the position of a manager - at least two people. Private and collective enterprises and corporations resolve this issue at their own discretion, based on their financial opportunities. At the same time, one should proceed from the fact that too large a personnel reserve per position in the organization will unjustifiably increase its costs for the development of managers and talented young specialists. To increase the efficiency of forming a reserve at non-state enterprises, the Ministry of Social Policy of Ukraine would be advisable to develop methodological recommendations on the formation of a personnel reserve for non-state enterprises.

It is advisable to include persons no older than 30 and 35-40 years old, respectively, in the personnel reserve of the lower and middle levels of management in organizations, and the personnel reserve of the highest management level - up to 50 years. Thus, the Regulations on the Presidential Personnel Reserve “New Elite of the Nation” stipulate that citizens of Ukraine who have not reached forty years of age on the day of submitting documents are allowed to participate in the selection of candidates for this reserve.

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

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

The personnel service, together with the heads of the organization’s departments, monitors the training of reservists. Based on its results, the composition of the reserve is revised at the end of the year. For certain reasons, including due to 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 personnel reserve list is formalized by order or instruction of the head of the organization.

The length of stay of an employee in the reserve at the same position level, as a rule, should not exceed five years. If the appointment of a reservist (who has successfully completed training) to a managerial position is postponed to a later date, then the organization faces the problem of retaining such a reservist, preventing him from being demotivated and moving to another enterprise in order to find a promising job.

Motivate reservists who have not yet been assigned to new position, you can receive material incentives, status and work motivation, in particular, involvement in the development of new projects. Worth expanding functional responsibilities reservists, their area of ​​responsibility and level of management decision-making, organize temporary replacements for managers (during vacation, business trips, illness), establish bonuses and additional payments to wages, provide additional social payments in the social package of the enterprise, and the like.

It is also advisable to use such methods of non-material stimulation of reservists as presenting them with certificates, diplomas with honors, declaring gratitude, providing moral support from the leaders of the organization, and the like.

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

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

Introduction

1. The procedure for forming a personnel reserve

2. Problems of forming a personnel reserve

List of sources used

Introduction

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

In fact, and not formally, a personnel reserve exists in only a few companies. As a rule, management does not have time to engage in its formation - there would be enough time to complete the main tasks. However, it is the personnel reserve that can provide a company with many advantages:

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

Timely prepare the employee for the transition to a new position.

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

The very concept of “personnel reserve” is interpreted differently. However, if we combine all the ideas into one picture, we can distinguish two types of personnel reserve: external and internal.

External. It consists of candidates who are not listed in the company, but are of potential value to it.

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

The internal personnel reserve is often divided into three groups:

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

mid-term – employees who have worked in your organization for several years want to move into a management position and could do so after acquiring the appropriate skills. Such people need to be developed and trained over a long period of time;

strategic – these are most often young specialists with significant potential. Before such an employee can take on a new position, several years of intensive training will be required.

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

1. The procedure for forming a personnel reserve

The personnel reserve of an enterprise is a group of qualified company employees who have undergone pre-selection, special training and are internal candidates to fill vacancies in higher positions.

The preparation of an enterprise's personnel reserve is effective when an integrated approach is used in its construction. If the creation of a personnel reserve does not represent some kind of formal procedure, a “bench” on which people can sit for years without developing their skills and without clear career prospects, then it will bring maximum benefit.

Preparation of the company's personnel reserve includes

selection and assessment of candidates for the reserve

drawing up an individual development plan

training and development of reservists

promotion to reserved position

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

Why is it necessary to prepare a company's personnel reserve?

Firstly, creating an enterprise personnel reserve allows you to significantly save money on searching, training and adaptation of a new employee. The higher the position, the more requirements are placed on applicants, the narrower the search circle becomes and the more time it takes to fill the vacancy. While the search for a candidate is ongoing, tasks are not completed and goals are not achieved. You can calculate how much a day a person is absent from each position costs a company. A mistake in selecting the wrong candidate will also cost a lot.

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

Motivating staff, increasing loyalty. Creating a company's personnel reserve makes it transparent career prospects employee, which motivates him for accelerated development, increasing his professionalism for clear, conscious goals. Low turnover also helps maintain corporate culture and retain established teams.

Nine steps to creating a talent pool

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

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

Stage 3. Profiling target positions.

Stage 4 (end-to-end). Preparation and implementation of events information support personnel reserve training programs.

Stage 5. Development of regulations on personnel reserve.

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

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

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

Stage 9. Planning further work with the reserve.

Let's look at each stage in more detail.

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

Actions:

1. Analysis organizational structure and staffing schedule of the enterprise.

Goal: determining the staffing level of the company's structural divisions.

Important: when preparing a reserve, it is necessary to plan for filling the vacant positions that arise in the event that reservists are appointed to higher positions. The organization should not allow personnel “voids” to arise, especially when it comes to narrow specialists and rare professions, representatives of which are difficult to find on the foreign market.

2. Age analysis of the current management team of the enterprise.

Goal: identifying the most critical managerial positions in terms of the urgency of preparing the reserve (managers of retirement or pre-retirement age)

3. Expert analysis of managerial positions by the company's senior management.

Goal: identifying the highest priority leadership positions in terms of their contribution to business results and prospects for vacating the position.

Criteria for expert analysis of positions (example):

Contribution to achieving the company's business results.

Release prospect (low prospect - the position is not planned to be released in the next 3-5 years (employee retirement, promotion or rotation is not planned)

Number of employees subordinate (presence/absence of deputies, staffing level of the department/department). Departments that are understaffed have a shortage of potential reservists.

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

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

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

Goal: to ensure personnel security for key positions of the enterprise (to reduce personnel risks associated with the refusal/dismissal/withdrawal of reservists).

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

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

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

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