The formation of the personnel reserve of the organization refers to. For which it is necessary to form the personnel reserve of the company. Why is it needed

In modern domestic entrepreneurial activity in relation to staffing, a tendency has developed that resembles a vicious circle. On the one hand, the demand of job seekers is clearly greater than the number of acceptable vacancies. On the other hand, middle management is experiencing a real "staff shortage", and there is a lack of truly qualified specialists.

The problem is that by “outgrowing” your personnel ceiling and not being able to grow, a useful employee is likely to quit because he does not receive the proper self-realization. And money has ceased to be the only incentive to stay in an otherwise unprofitable workplace.

A way out of this circle may be the formation of a personnel reserve. Consider what this can give a business owner, where to start and how to organize this process in the enterprise.

Personnel reserve - a tool for personnel management

Personnel reserve it is customary to name a certain number of ordinary employees who will potentially be able, if necessary, to take leading positions as a result of pre-selection and special qualified training.

IMPORTANT! All employees who make up the management reserve must meet the qualification requirements for management positions.

Who can serve as sources of staffing stock:

  • leading experts;
  • up-and-coming young employees;
  • employees who have successfully completed special training;
  • persons holding the positions of managers of smaller structural units;
  • employees and management of subsidiaries.

NOTE! Depending on the industry affiliation of the business, it is possible to prepare the necessary personnel from almost any category of workers. For example, it is not uncommon for a simple worker to gradually "grow" to a shift supervisor or a senior foreman.

Talent pool functions

The formation of a "gold reserve" of employees will help to solve the following management tasks:

  • reduce staff turnover;
  • to ensure continuity in the transfer of management;
  • increasing the motivation of employees of all categories;
  • strengthening the corporate culture;
  • financial and time savings in the search, selection, adaptation and training of personnel for key positions;
  • increasing the sense of responsibility and loyalty of employees;
  • general stabilization of the personnel situation.

Principles for creating a talent pool

When starting the organization of a personnel reserve at an enterprise, it is worth being guided by the following principles that determine the effectiveness of this process:

  1. Need. The need to create a pool of personnel should really be relevant for this organization.
  2. Qualification compliance. A candidate for "reservists" for a certain position must be suitable for this on the basis of the main characteristics of this qualification.
  3. Meeting expectations. An employee selected to the reserve must be promising in terms of the main defining indicators:
    • age;
    • education received;
    • current qualifications;
    • experience;
    • moving up the career ladder;
    • orientation towards improvement and growth, etc.
  4. Transparency. The creation of the reserve must be carried out publicly. Information about staffing needs and candidates must be open.
  5. Competitive fight. To choose the best and stimulate reasonable competition, and hence the desire for improvement, for each vacant position should be provided not one, but 2-3 "reservists".
  6. Initiative. All participants in the process should be active, especially those responsible for the selection of candidates for the reserve.

What needs to be clarified before the start of the formation of the reserve

Before starting the process of creating or updating the stock of employees for key positions, you need to clearly define its future logic. To do this, it is necessary to conduct a preliminary analysis of the personnel situation at the enterprise. Close attention will need to be paid to the following factors:

  • analysis of the general business strategy: for example, the development of new types of products or new sales markets require different personnel training than increasing production volumes in a stable range;
  • with a strong "turnover", it is important to establish its true cause, identify the most "acute" positions, determine the approximate features of workers who do not hold on to them and outline a "portrait" of the most suitable ones;
  • addressing major staffing issues before starting to fill gaps with the back-up.

Algorithm for training the personnel reserve at the enterprise

The complex process of forming a pool of personnel takes place in several stages.

1 step "Who do we need?" Preparation for the start of work on the formation of a personnel reserve:

  • analysis of the real need for personnel reserve;
  • forecast of personnel dynamics of the management staff;
  • determination of staffing for key positions;
  • drawing up a list of positions in need of replenishment or creation of a reserve.

Step 2 "Who will suit us?" Compiling a list of prospective "reservists":

  • selection of suitable candidates according to established criteria (age, experience, prospects, etc.);
  • drawing up the list in the form of potential candidates for certain leadership positions assuming a reserve;
  • checking the candidates on the list: psychodiagnostics, conversations, interviews, business games, etc.;
  • clarification of the list, deletion of those who did not pass the selection;
  • natural dropout: exemption from candidates who, for whatever reason, do not want to be included in the reserve;
  • the final formulation of the list according to the scheme: a position in need of a personnel reserve - two or three candidates for its future replacement;
  • specification of the list: which of the candidates will need specialized training, how to better organize it, how to control the result, etc.

FOR YOUR INFORMATION! In large organizations, this list must be approved by top management, that is, endorsed by the CEO.

3 step "Growing up". Preparation and training of "reservists" in accordance with the requirements of the predicted position, the choice of the optimal methodology and its practical application:

  • individual training supervised by a real leader;
  • internship for a prospective future position in their own or another organization;
  • obtaining special education at retraining courses or in a specialized educational institution;
  • Internship.

Professional training of personnel reservists

Having decided on the list of staffing needs and candidates, it is necessary to start working on their specialized training. This requires a special plan.

The candidate training program can be of different coverage levels:

  • general- provides for basic training in leadership skills, replenishment and updating of theoretical foundations;
  • special- is created separately for each field of activity, into which the candidates are divided;
  • individual- the most time-consuming, but the most effective, since it is designed for each specific specialist, taking into account his personal characteristics, the already existing knowledge base and skills, as well as the proposed future position.

IMPORTANT! The training program is accepted and approved by the administration of the enterprise.

Within the framework of individualized training, the following forms of work can be organized for a candidate:

  • refresher courses;
  • receiving additional education, including higher education, if necessary;
  • lectures, talks, seminars, other educational events;
  • participation in trainings;
  • professional internship.

Terms of training the personnel reserve

The timing of the training of a reservist can be provided for by the program approved at the enterprise, but it can also vary depending on the individual situation. So, for example, a situation may arise that at the end of the training of a reservist, the proposed position is not vacated, in which case it is possible to enter the vacancy of a deputy and place the trained employee in it. If, after the completion of the training, the position appeared, but the candidate was not ready, you can extend the training or take another candidate from the reserve. The appropriateness is determined on a case-by-case basis.

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

The relevance of the talent pool defined by the so-called , the problem of the approach to personnel management identified in the study McKinsey, held in 1997-2000.


The personnel reserve is divided into external and internal.

External personnel reserve- most often this is a database of resumes of specialists who meet the requirements and can be invited to the vacant position as it appears. The limitation of such databases is that they quickly become outdated: candidates grow up the career ladder or change their direction of activity. Such data are valuable only if the collection of information is carried out for a long enough time, is constantly supplemented and updated. It is most optimal to maintain such bases for the selection of rare expensive specialists.
Less often external personnel reserve Is a group of specialists who are occasionally involved in solving certain issues or to participate in projects, from which, as necessary, they are invited for permanent cooperation.


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

Average development process internal personnel reserve from the moment the program was launched to form a pool of worthy candidates to the beginning of large-scale appointments, it lasts about 2 years.

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

1. Identification of positions at risk, occurs using certain criteria, for example:

- analysis of the labor market in the region;

- estimates of the number of candidates who are able to take the vacant seat;

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

- assessments of the current situation with staff on site (age, loyalty, willingness to innovate, etc.).

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

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

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

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


♦ Top managers

♦ Middle managers

♦ Narrow and rare specialists

♦ Auxiliary workers

Introduction

1. The procedure for the formation of the personnel reserve

2. Problems of the formation of the personnel reserve

List of sources used

Introduction

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

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

Save time on personnel search. If a vacancy opens in a company that needs to be filled urgently, then if there is a talent pool, the problem is solved automatically. If the company plans to expand its staff after a while, then it is better to prepare for this in advance.

Prepare the employee for the transition to a new position in a timely manner.

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 work and improving his qualifications.

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

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

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

The internal talent pool is often divided into three groups:

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

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

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

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 the formation of the personnel reserve

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

The preparation of the personnel reserve of the enterprise is effective if A complex approach... If the creation of a talent pool is not some kind of formal procedure, a "bench" where people can sit for years without developing their skills and having no clear career prospects, then it will be of maximum benefit.

Preparation of the company's personnel reserve includes

selection and evaluation of candidates for the reserve

drawing up an individual development plan

training and development of reservists

promotion to a 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 maintaining corporate values ​​and knowledge and, at the same time, gives the company an infusion of fresh knowledge and people.

What is the training of the company's personnel reserve for?

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

Protection against leakage of information, technology, preservation of knowledge and customers. Leaving the company, an employee takes with him a part of knowledge about certain technologies, work standards, know how, etc. This information may not even be a trade secret, but be interesting to competitors. Training of a talent pool at the enterprise, on the one hand, reduces staff turnover and, thus, reduces information leakage from the company, on the other hand, ensures the continuity of knowledge and saves from the situation when, with the loss of one of the key employees, the company loses some of its important clients and is disrupted. part of business processes.

Motivation of staff, increasing loyalty. The creation of a personnel reserve of the company makes the career prospects of an employee transparent, which motivates him to accelerate development, increase his professionalism for clear, understandable goals. Low turnover also contributes to the preservation of the corporate culture and the retention of the formed teams.

Nine steps to building a talent pool

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

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

Stage 3. Profiling of target positions.

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

Stage 5. Development of regulations on the personnel reserve.

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

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

Stage 8. Evaluation of the results of training reservists.

Stage 9. Planning for further work with the reserve.

Let's dwell on each stage in more detail.

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

Actions:

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

Purpose: to determine the staffing level of the company's structural divisions.

Important: when preparing the reserve, it is necessary to plan the replacement of the resulting vacancies, in the event that reservists are appointed to superior positions... The organization should not allow the emergence of personnel "voids", especially when it comes to narrow specialists and rare professions, whose representatives are difficult to find on the foreign market.

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

Purpose: 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 top management of the company.

Purpose: identifying the most priority leadership positions in terms of their contribution to the business result and the prospects for vacating the position.

Criteria expert analysis posts (example):

Contribution to the achievement of the company's business result.

The prospect of release (low perspective - the position is not planned to be released in the next 3-5 years (it is not planned for the employee to retire, increase or rotation)

The number of employees in subordination (presence / absence of deputies, staffing of the department / department). Understaffed departments are in short supply for 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 the business expansion). When compiling the list of target positions, it is also necessary to analyze in terms of the importance and urgency of preparing the reserve.

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

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

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

Given the importance and 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 negative consequences competition for a place deserves a separate discussion).

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

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

General Provisions

The main goals of the formation of the personnel reserve in the Company are:

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

As part of the personnel reserve, there is an internal and external reserve

The internal personnel reserve is formed from the number of employees of the Company. It is subdivided 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 preparation of candidates.

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

External personnel reserve is formed from the number of:

  • candidates who have been interviewed with HR partners, but have not started working in the Company after undergoing employment interviews due to the lack of vacancies at the moment;
  • candidates whose data were obtained on the basis of labor market monitoring for the presence of key specialists in the industry segment.

The inclusion in the external talent pool and its renewal is carried out on a regular basis, as the external candidates go through the interview and selection procedures. To comply with the alternative of filling key positions, the personnel reserve can be recruited from several people for each position, in accordance with the standards. One candidate can be included in the talent pool for several positions. Information about the work of the personnel reserve system, the model of building a career in the Company (Map of career transfers), lists of reservists is open and posted on the corporate portal (List of reservists)

Organizational chart of the reserve stock system

The main governing body of the talent pool system is the Personnel Committee, which on an ongoing basis includes: Head of the "Commerce" direction, Head of the "Sales" direction, Head of the "Management technologies" direction, Head of the personnel management department

The functions of the Personnel Committee include:

  • determination of the level of influence of each position, employee on the development of the company annually
  • approval of the need for a personnel reserve for a year annually
  • implementation of general planning and standardization of various aspects of the work of the personnel reserve system, taking into account the strategic and current tasks of the Company once every six months
  • control of the lists of company reservists, making decisions on the exclusion of employees from the personnel reserve once every six months
  • consideration of individual development plans for reservists on a quarterly basis
  • making decisions on personnel transfers and rotation of the personnel reserve according to current schedules

The head of the personnel management department is responsible for the organizational and methodological support of the activities of the Personnel Committee, manages the schedule of meetings, convening extraordinary meetings of the committee. The current work on the formation of the need for a talent pool, replenishment and development of the talent pool (identification of potential candidates, assessment, selection, training) is carried out by HR partners of the Sales Divisions, the HR Department, together with CEOs Sales departments and Divisional Leaders, Heads of departments, services and divisions of the Central Office .. To coordinate the current work, the Head of the HR Department appoints a curator from among the employees of the department.

The procedure for the formation of the need for spare personnel

To determine the quantitative and qualitative composition of the personnel reserve for the calendar year, the following works are 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;
  • Rationing of the staffing reserve for filling key positions;
  • Analysis of the need for the availability of reservists for newly formed positions or planned in the staffing table, in accordance with the company's development strategy.
  • Approval of the plan for the personnel reserve for the year by the Personnel Committee.

The procedure for selection and admission to the internal composition

Enrollment in the internal talent pool can be done by:

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

All candidates who are applicants for the Personnel Pool, at the time of enrollment, must have the results of the assessment carried out 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 was not carried out in relation to the candidate, or was carried out more than one year ago, the candidate for mandatory, before being enrolled in the personnel reserve, undergoes an assessment procedure. The purpose of the assessment procedures at the stage of inclusion of reservists in the personnel reserve is to ensure the preparation of reservists for a position, taking into account their individual characteristics, their strengths and weaknesses.

No later than the IV quarter of the current year: The head of the personnel training and development department forms 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 mentoring system curator forms a list of mentors with a high percentage of effectiveness and transfers it to the talent pool system curator. The curator of the personnel reserve, on the basis of the received lists, the list of self-nominated candidates and employees recommended by the leaders, forms 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 the development of professional and personal competencies, necessary for successful work in the target position. The individual development plan is initiated and approved by the curator of the talent pool, developed by the HR partner of the division, together with the reservist. It is coordinated 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 personal and professional competencies necessary for the relevant position: training: trainings, seminars, master classes; self-study; horizontal rotation; internships; mentoring; temporary replacements for the period of absence of key managers; participation in project teams.

Trainings, seminars, master classes are carried out according to the schedule formed according to the general training plan for the year for the company. If necessary, special training is added, which includes both a portfolio of “in-house” employee training programs, as well as specially selected training programs for “external” suppliers.

Self-study. This stage of 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 rotation. The objectives of this procedure are:

  • broadening the professional outlook of a reservist;
  • acquiring new experience, knowledge, skills and abilities; improving and optimizing the business processes of the relevant division and the Company as a whole.

Period of holding a new position as a result of rotation according to the matrix of requirements for the position. Internships are activities for gaining work experience or advanced training in the chosen field 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 the mentor is reflected in the individual development plan of the employee and approved by the curator of the personnel reserve system. Temporary replacements for the period of absence of key managers are made only from the number of reservists included in the operational reserve. ... Employees of both the operational and strategic internal reserve may be involved in project teams by decision of the Personnel Committee.

Assessment of the results of training reservists

Evaluation of reservists is carried out in accordance with the procedure established by the Regulation "On personnel evaluation". Depending on the position, the assessment may include professional testing, playing business games, solving cases, business problems, competency interviews, and a 360-degree assessment of management skills. Information based on the results of the assessment of the reservist is posted in a special report form in accordance with the Regulations "On personnel assessment": "Passport professional career employee in the 1C card "in a unified database of spare personnel. The curator submits to the personnel committee a report ("Availability of reserve personnel", "List of reservists with% of the IPR fulfillment") on the composition, movement, results of achieving the goals set for it by the talent pool system, fulfilling the individual development plan by reservists, at least 2 times per year or upon the occurrence of a need.

Conditions for the promotion of the program

A reservist may take up a target position if there is a positive assessment of the reservist's readiness for a reservist competition. A reservist competition is a program selection tool, held upon the emergence 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.

The following evaluation indicators are of decisive importance:

  • compliance of the level of development of his competencies with the target position;
  • progress in the development of competencies; efficient execution 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;
  • the percentage of the employee's performance as a mentor.

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

The procedure for making decisions on the movement of the train

Matters related to the vertical movement of reservists are under the exclusive jurisdiction of the committee. The meeting of the personnel committee on these issues is held in an expanded format - with the obligatory invitation of the Head, who is in charge of personnel issues by the appointment position (in accordance with the Decision Making Matrix). An invited participant in the Personnel Committee meeting has the same voting rights as permanent 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 up to a meeting of the Personnel Committee on the recommendation of the Head of the Personnel Management Department, if the decision to transfer a reservist for any reason cannot be made routinely. Interested persons may be invited to the meeting - a reservist, his line manager, a manager who is in charge of personnel issues related to the appointment position - with the right of an advisory vote. The opinions of the invited participants are taken into account when making a decision by the Personnel Committee. Decisions on horizontal rotation issues considered at a meeting of the Personnel Committee are made by an open vote of the participants. The decision to transfer a reservist is considered adopted if at least 50% of the personnel of the Personnel Committee voted for him.

The procedure for exclusion from the reserve composition

The reservist can be excluded from the reserve personnel for the reasons:

  • negative result of passing assessment procedures;
  • failure to fulfill immediate work tasks;
  • systematic non-fulfillment of the Individual Development Plan.

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

Application:

  1. Characteristics for enrollment, standard form;
  2. Application for enrollment;
  3. Individual Development Plan (IPR);
  4. Staffing, report form;
  5. Professional career passport;
  6. A plan for the need for spare personnel;
  7. Implementation of the IPR Report;
  8. Talent pool rotation Report.
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To date, a dual situation has developed in the sphere of providing business entities with qualified specialists. On the one hand, the interest of job seekers in the job is much greater than the volume of vacancies that various Russian companies... On the other hand, it is quite difficult for HR specialists to find employees suitable for all criteria, since there are fewer really qualified personnel than inexperienced and non-professional ones. If they succeed, there is a high probability that, after a while, such an employee will quit, having become obsolete in this workplace. The formation of the organization's personnel reserve will help to solve these, as well as other problems. What does it give to a manager, what goals does it pursue, where does it begin and how is it implemented in practice? These and other issues are discussed below.

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

In modern market realities, the formation of a personnel reserve (hereinafter - FCR) is an effective tool for the timely solution of the issue of high-quality filling of vacant positions. However, many managers are still not familiar not only with this process, but also with the term "personnel reserve" itself.

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

It is used in the following cases:

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

The target orientation of the PCR is as follows:

  • Creation and maintenance of a positive image of the company;
  • Prevention of the emergence of a crisis situation resulting from the dismissal of a managerial staff unit;
  • Prompt provision of a business entity with highly professional and efficient employees who are ready to work on the implementation of a specific internal strategy;
  • Motivation of potential professional managers, increasing their responsibility and loyalty to the company;
  • Minimizing the cost of evaluating and exposing a new employee.

The principles of formation of the personnel reserve, its classification

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

The personnel reserve is classified as follows:

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

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

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

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

The advantages of the first type:

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

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

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

  1. Depending on the type of activity, there is a reserve for development and functioning.

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

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

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

Algorithm for the formation of a reserve of personnel

An effective and efficient PCR has a certain sequence, which implies the following steps.

  1. Determining the need for personnel stock.

The preparatory stage, which reveals:

  1. Selection of employees who make up the reserve

This stage implies the implementation of the following mutually complementary procedures:

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

Thus, the selection of employees for the reserve begins with an interview conducted, most often, by an employee personnel service together with the immediate supervisor of the employee. During it, the following are determined:

  • the desire of a subordinate to work in a managerial position;
  • whether he has the appropriate skills (planning, operational problem solving, detection and use of reserves), his preparedness and education.

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

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

In the course of determining his prospects, one should take into account the period remaining for him until retirement, length of service and state of health, latent potential.

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

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

In practice, the stage is completed by a different kind of assessment of the reserve staff. The set of methods and assessment tools are extensive and are applied depending on the tasks set, as well as the available budget. The most demanded are:

  • psychological testing;
  • evaluation center.

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

  • employees take part in it at a convenient time for them;
  • a large number of subordinates can be tested at the same time;
  • very effective and accessible technique.

The assessment center is used in practice after the cadres have passed all stages of assessment. In the course of it, various working situations are modeled, which makes it possible to deeply assess the actions of candidates for the employee reserve and demonstrate their level of competence development. It has existed since 1954. It was first included in its research program by AT&T Corporation. Over time, assessment centers have become an integral part of the workforce management practice.

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

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

  1. Formation of the list of personnel reserve

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

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

The same person can be added to both lists at once.

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

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

The list is drawn up by employees of the personnel department for several years (ideally - 24 months) in cooperation with the management of structural divisions, after which it is approved by the corresponding order of the company manager.

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

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

  1. Special training of selected personnel

It does not end with the formation of the FQP list. In practice, further training and even training of selected staff is often required. For this, the optimal methods are selected, among which there are:

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

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

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

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

  • passing refresher courses;
  • getting additional education;
  • attending lectures, seminars, webinars, trainings, and other educational events;
  • professional internship.

Regulations on the formation of the personnel reserve

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

Traditionally, it includes the following sections:

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

It should reflect the following questions:

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

In addition, the Regulations may contain all sorts of appendices (a list of the rights and obligations of the trainee, required for the formation of the personal file of the subordinate documents, etc.).

Benefits from the formation of a talent pool

There are several advantages of working with a talent pool.

First, there is a financial benefit due to the minimization of the costs of recruiting, evaluating and onboarding new employees.

Secondly, significant time savings, since vacancies close quickly enough.

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

Fourth, assistance in the career development of subordinates, due to which their loyalty to the employer is achieved and a decrease in staff turnover - workers do not want to leave a company that promises such prospects.

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

Examples of talent pool

Youth personnel reserve

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

State reserve

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

Civil servants talent pool

Its formation is regulated by the profile Federal Law No. 79 of July 27, 2004. In the course of it, special attention is paid to the observance of the democratic principles of appointment of the subject (depending on its qualities, and not personal sympathy), timely personnel rotation, stimulating the career growth of management personnel, impartial evaluating his work.

Government reserve

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

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

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