New in the formation and maintenance of a personnel reserve in the state civil service. Personnel reserve IV

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

This work is directly carried out by an employee of the Human Resources Service.

This employee, authorized by the head of the organization, examines the needs of the enterprise's departments for specialists. On the basis of the research, a personnel reserve is being formed.

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

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

creating a list of candidates;
conducting an interview of applicants for enrollment in the list;
approval of the list;
launching a recruitment program.

Distinguish between external and internal personnel reserve.

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

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

The prospective list is employees with good performance potential official duties but they need additional training.

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

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

Tasks of the personnel reserve

The creation of a reserve is pursuing tasks:

identification of personnel potential;
the possibility of filling unfilled vacancies;
promoting continuity production process, its effectiveness.

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

In this case, the following should be taken into account: employees who hold positions for a long time demonstrate an output of 80%. Those who just came to similar positions - about 30%.

It should be understood that during the execution job duties, newly arrived workers are gradually gaining experience.

Formation of a personnel reserve

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

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

The list of candidates is formed according to the principles:

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

During the selection process personnel worker should take into account not only the requirements general but also other professional skills. They must be answered by the head of the department, section, subdivision.

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

The list is formed taking into account the requirements formed within the company. External factors also influence this process.

Putting them together, they are as follows:

calculation of personnel needs;
study of personnel potential;
study of the situation with employees and specialists in the area of presence and work of the company;
labor attestation;
organizational design;
frame diagnostics, etc.

Management of personnel reserve for state enterprise includes a competition.

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

Inclusion and exclusion of candidates

Inclusion in the internal list occurs in several ways, among them are:

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

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

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

If the assessment was not carried out in relation to applicants, or was carried out more than a year ago, the candidate must undergo another assessment procedure, and do this before being admitted to the personnel reserve.

Evaluation procedures are appointed to ensure that qualified candidates are appointed to positions, taking into account their individual features, weak and strengths personality.

Exclusion from the reserve occurs for certain reasons:

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

What is an individual applicant development plan? This document must be agreed with the head of the training department.

The document includes strictly defined activities focused on the development of the individual, professional competencies.

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Training and retraining of applicants

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

To this end, they are trained and retrained.

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

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

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

FAQ

What should be taken into account when compiling a reserve of personnel?

When drafting a document, consider:

the number of necessary specialists that you may need in the next 2-5 years;
the actual number of reservists currently available;
the approximate percentage of possible departure of participants in the personnel reserve of the enterprise due to a discrepancy identified during the work;
the number of current managers who, after leaving their position, can be useful in another area.

It should be borne in mind that during the time spent in the personnel reserve of managers, the employee undergoes tremendous professional and psychological training.

Ideally, he should be appointed to the intended position and bring great value to the company. Some remain in the personnel reserve of the organization for a period longer than the standard 2-5 years.

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

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

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

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

There are certain difficulties in creating a correct personnel reserve of an enterprise: it is necessary not only to identify key positions, but also to predict which of them will be objectively needed in 2-5 years. To do this, it is necessary to use forecast indicators for the industry, as well as observational data on competitors.

Position
on the personnel reserve of the federal state body
(approved by the President of the Russian Federation of March 1, 2017 No. 96)

I. General provisions

1. This Regulation determines the procedure for the formation of the personnel reserve of the federal government agency(hereinafter referred to as the personnel reserve) and work with it.

2. The personnel reserve is formed for the following purposes:

a) ensuring equal access of citizens Russian Federation(hereinafter referred to as citizens) to the federal state civil service(hereinafter referred to as the federal civil service);

b) timely replacement of positions in the federal civil service;

c) promoting the formation of a highly professional personnel federal civil service;

d) promoting the promotion of federal state civil servants (hereinafter referred to as civil servants).

3. The principles of formation of the personnel reserve are:

a) voluntary inclusion of civil servants (citizens) in the personnel reserve;

b) publicity in the formation of a personnel reserve;

c) observance of equality of rights of citizens when they are included in the personnel reserve;

d) prioritization of the formation of a personnel reserve on a competitive basis;

e) taking into account the current and future needs for filling positions in the federal civil service in a federal state body;

f) relationship promotion civil servants with the results of an assessment of their professionalism and competence;

and) personal responsibility the head of the federal state body (hereinafter referred to as the representative of the employer) for the quality of the selection of civil servants (citizens) for inclusion in the personnel reserve and the creation of conditions for the promotion of civil servants;

h) objectivity in assessing the professional and personal qualities of civil servants (citizens) applying for inclusion in the personnel reserve, taking into account their experience in federal state bodies, state bodies of the constituent entities of the Russian Federation, bodies local government, organizations.

4. The regulation on the personnel reserve is approved by a legal act of the federal state body in accordance with the Federal Law of July 27, 2004 No. 79-FZ "On the State Civil Service of the Russian Federation" (hereinafter referred to as the Federal Law "On the State Civil Service of the Russian Federation") and by this Regulation.

5. Information on the formation of a personnel reserve and work with it is posted on the official websites of the federal state body and the state information system in the field of public service in the information and telecommunications network "Internet" (hereinafter referred to as the "Internet" network) in the manner determined by the Government of the Russian Federation.

II. The procedure for the formation of a personnel reserve

6. The personnel reserve is formed by the representative of the employer.

7. Personnel work associated with the formation of a personnel reserve, the organization of work with it and its effective use, is carried out by a division of the federal state body for public service and personnel.

8. The personnel reserve includes:

a) citizens applying for a vacant position in the federal civil service:

based on the results of a competition for filling a vacant position in the federal civil service with the consent of these citizens;

b) civil servants applying for a vacant position in the federal civil service in the order of promotion:

according to the results of the competition for inclusion in the personnel reserve;

based on the results of a competition for filling a vacant position in the federal civil service with the consent of the said civil servants;

based on the results of certification in accordance with paragraph 1 of part 16 of article 48 of the Federal Law "On the State Civil Service of the Russian Federation" with the consent of these civil servants;

c) civil servants dismissed from the federal civil service:

on the grounds provided for by clause 8.2 or 8.3 of part 1 of article 37 of the Federal Law "On the State Civil Service of the Russian Federation", - by decision of the representative of the employer of the federal state body in which the positions of the federal civil service are being reduced, or by the federal state body to which the functions of the abolished federal state body, with the consent of the said civil servants;

on one of the grounds provided for by Part 1 of Article 39 of the Federal Law "On the State Civil Service of the Russian Federation", with the consent of these civil servants.

9. The competition for the inclusion of civil servants (citizens) in the personnel reserve is held in accordance with the standards provided for by this Regulation.

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

11. Civil servants who are specified in this Regulation and who, according to the results of attestation, are recognized attestation commission corresponding to the position to be filled in the federal civil service and recommended by it for inclusion in the personnel reserve for filling a vacant position in the federal civil service in the order of promotion, with their consent, they are included in the personnel reserve within one month after the certification.

12. The civil servants specified in this Regulation are included in the personnel reserve for filling the positions of the federal civil service of the same group to which the last position of the federal civil service they occupied belonged.

13. The inclusion of civil servants (citizens) in the personnel reserve is formalized by a legal act of the federal state body indicating the group of positions of the federal civil service to which they can be appointed.

14. The inclusion of civil servants specified in this Regulation in the personnel reserve is formalized by a legal act of the federal state body in which the positions of the federal civil service are being reduced, or by the federal state body to which the functions of the abolished federal state body have been transferred.

15. A civil servant who has disciplinary action, provided for by paragraph 2 or 3 of part 1 of Article 57 or by paragraph 2 or 3 of Article 59.1 of the Federal Law "On the State Civil Service of the Russian Federation".

III. Competition for inclusion in the personnel reserve

16. A competition for the inclusion of civil servants (citizens) in the personnel reserve (hereinafter referred to as the competition) is announced by decision of the representative of the employer.

17. The competition is held in accordance with the unified methodology for holding competitions for filling vacancies in the state civil service of the Russian Federation and inclusion in the personnel reserve of state bodies, approved by the Government of the Russian Federation.

18. Personnel work related to the organization and provision of the competition is carried out by the subdivision of the federal state body for public service and personnel.

19. Citizens who have reached the age of 18, speak the state language of the Russian Federation and meet other requirements for civil servants established by the legislation of the Russian Federation on the civil service have the right to participate in the competition. A civil servant has the right to participate in the competition on a general basis, regardless of what position he holds for the period of the competition.

20. The competition is conducted by a competition commission formed in a federal state body in accordance with the Regulations on the competition for filling a vacant position in the state civil service of the Russian Federation, approved by Decree of the President of the Russian Federation dated February 1, 2005 No. 112 "On the competition for filling a vacant position in the state civil service service of the Russian Federation" (hereinafter referred to as the competition commission).

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

22. On the official websites of the federal state body and the state information system in the field of public service on the Internet, an announcement is posted on the acceptance of documents for participation in the competition, as well as the following information about the competition: the names of the positions of the federal civil service, for inclusion in the personnel reserve for the replacement of which a competition has been announced, qualification requirements for filling these positions, the conditions for the passage of the federal civil service in these positions, the place and time of receipt of documents to be submitted in accordance with this Regulation, the period before the expiration of which the specified documents are accepted, the expected date of the competition, the place and procedure for its holding, other information materials.

23. A citizen who has expressed a desire to participate in the competition submits to the federal state body in which the competition is held:

a) a personal statement;

b) a completed and signed application form in the form approved by the Government of the Russian Federation, with a photograph;

c) a copy of the passport or a document replacing it (the relevant document is presented in person upon arrival at the competition);

d) documents confirming the required professional education, qualifications and work experience:

copy work book(except for cases when official (labor) activity is carried out for the first time), certified by a notary or personnel service at the place of service (work), or other documents confirming the official (labor) activity of a citizen;

copies of documents on education and qualifications, as well as, at the request of a citizen, copies of documents confirming the increase or assignment of qualifications based on the results of an additional vocational education, documents on awarding an academic degree, academic title, certified by a notary or personnel service at the place of service (work);

e) a document confirming that the citizen does not have a disease that prevents entry into the state civil service of the Russian Federation or its passage;

f) other documents provided for by the Federal Law "On the State Civil Service of the Russian Federation", other federal laws, decrees of the President of the Russian Federation and resolutions of the Government of the Russian Federation.

24. A civil servant who has expressed a desire to participate in a competition held in a federal state body in which he replaces the position of the federal civil service, submits an application addressed to the representative of the employer.

25. A civil servant who has expressed a desire to participate in a competition held in another federal state body submits to this state body an application addressed to the representative of the employer and a completed, signed and certified by the personnel service of the federal state body in which he replaces the position of the federal civil service, a questionnaire in the form approved by the Government of the Russian Federation, with a photograph.

26. The documents specified in this Regulation shall be submitted to the federal state body within 21 calendar days from the date of the announcement of their acceptance on the official website of this body on the Internet.

27. Civil servant (citizen) is not allowed to participate in the competition in case of non-compliance qualification requirements to fill positions of the federal civil service, for inclusion in the personnel reserve for the replacement of which a competition has been announced, as well as the requirements for civil servants established by the legislation of the Russian Federation on the state civil service.

28. A civil servant is not allowed to participate in the competition if he has a disciplinary sanction under paragraph 2 or 3 of part 1 of Article 57 or paragraph 2 or 3 of Article 59.1 of the Federal Law "On the State Civil Service of the Russian Federation".

29. Untimely submission of documents, their submission not in full or in violation of the rules for registration, inconsistency of information contained in copies of documents with their originals are grounds for refusing to admit a civil servant (citizen) to participate in the competition.

30. A civil servant (citizen) who is not allowed to participate in the competition in accordance with these Regulations is informed by the representative of the employer about the reasons for the refusal to writing. The specified civil servant (citizen) has the right to appeal this decision in accordance with the legislation of the Russian Federation.

31. The decision on the date, place and time of the competition is made by the representative of the employer. The competition is held no later than 30 calendar days after the day of completion of acceptance of documents for participation in the competition.

32. Not later than 15 calendar days before the date of the competition, the federal state body shall post on its official website and the official website of the state information system in the field of civil service on the Internet information about the date, place and time of its holding, as well as a list of candidates and sends relevant messages to candidates.

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

34. Competitive procedures and a meeting of the tender commission are held if there are at least two candidates.

35. The meeting of the competition commission is considered competent if at least two thirds of the total number of its members are present at it. Holding a meeting of the competition commission with the participation of only its members who fill positions in the federal civil service is not allowed. A member of the competition commission, in the event of a conflict of interest that may affect his objectivity in voting, is obliged to declare this and should not participate in the meeting of the competition commission. Decisions of the competition commission based on the results of the competition are taken by open voting by a majority of votes of its members present at the meeting. In case of equality of votes, the vote of the chairman of the competition commission is decisive.

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

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

39. Based on the results of the competition, no later than 14 days from the day the decision was taken by the competition commission, a legal act of the federal state body is issued on the inclusion in the personnel reserve of the candidate (candidates) in respect of which (whom) the corresponding decision was made.

40. An extract from the minutes of the meeting of the competition commission, containing the decision of the competition commission to refuse to include the candidate in the personnel reserve, is issued by the division of the federal state body for public service and personnel to the candidate personally or, upon his written application, is sent to him by registered mail not later than three days from the date of submission of the application.

41. The candidate has the right to appeal against the decision of the competition commission in accordance with the legislation of the Russian Federation.

42. Documents of civil servants (citizens) who were not allowed to participate in the competition, and candidates who were denied inclusion in the personnel reserve, may be returned to them upon written application within three years from the date of completion of the competition. Until the expiration of this period, documents are stored in the archives of the federal state body, after which they are subject to destruction.

43. Expenses associated with participation in the competition (travel to and from the venue of the competition, rental of housing, accommodation, use of communication services, and others) are covered by candidates at their own expense.

IV. The procedure for working with personnel reserve

44. For each civil servant (citizen) included in the personnel reserve, a subdivision of the federal state body for civil service and personnel prepares a certificate in the form approved by the Government of the Russian Federation.

45. A copy of the legal act of the federal state body on the inclusion of a civil servant (citizen) in the personnel reserve or on the exclusion of a civil servant (citizen) from the personnel reserve is sent (issued) by the division of the federal state body for civil service and personnel to the civil servant (citizen) within 14 days from the date of issue of this act.

46. In personal affairs civil servants keep copies of legal acts of the federal state body on inclusion in the personnel reserve and on exclusion from the personnel reserve.

47. Information about civil servants (citizens) included in the personnel reserve of the federal state body is posted on the official websites of this body and the state information system in the field of civil service on the Internet.

48. The professional development of a civil servant who is in the personnel reserve of a federal state body is carried out by this body on the basis of an individual plan approved by it. professional development civil servant.

49. Information on activities for the professional development of a civil servant who is in the personnel reserve is reflected in the certificate specified in this Regulation.

50. The appointment of a civil servant (citizen) who is in the personnel reserve to a vacant position of the federal civil service is carried out with his consent by decision of the representative of the employer within the group of positions of the federal civil service, for the replacement of which the civil servant (citizen) is included in the personnel reserve.

V. Exclusion of a civil servant (citizen) from the personnel reserve

51. The exclusion of a civil servant (citizen) from the personnel reserve is formalized by a legal act of the federal state body.

52. The grounds for the exclusion of a civil servant from the personnel reserve are:

a) a personal statement;

b) appointment to the position of the federal civil service in the order of promotion within the group of positions of the federal civil service, for the replacement of which the civil servant is included in the personnel reserve;

c) appointment to the position of the federal civil service within the group of positions of the federal civil service, for the replacement of which the civil servant is included in the personnel reserve in accordance with this Regulation;

d) demotion of a civil servant in the position of the federal civil service in accordance with clause 3 of part 16 of Article 48 of the Federal Law "On the State Civil Service of the Russian Federation";

e) committing a disciplinary offense for which a disciplinary sanction is applied to a civil servant, provided for in paragraph 2 or 3 of part 1 of Article 57 or paragraph 2 or 3 of Article 59.1 of the Federal Law "On the State Civil Service of the Russian Federation";

f) dismissal from the state civil service of the Russian Federation, with the exception of dismissal on the grounds provided for in clause 8.2 or 8.3 of part 1 of article 37 of the Federal Law "On the state civil service of the Russian Federation", or on one of the grounds provided for in part 1 of article 39 of the said Federal Law ;

g) continuous stay in the personnel reserve for more than three years.

53. The grounds for exclusion of a citizen from the personnel reserve are:

a) a personal statement;

b) appointment to the position of the federal civil service within the group of positions of the federal civil service, for the replacement of which the citizen is included in the personnel reserve;

c) death (death) of a citizen or recognition of a citizen as missing or declaration of his death by a court decision that has entered into legal force;

d) recognition of a citizen as incapable or partially incapacitated by a court decision that has entered into legal force;

e) the presence of a disease that prevents entry into the state civil service of the Russian Federation and confirmed by the conclusion of a medical organization;

f) reaching the age limit for being in the state civil service of the Russian Federation, established by Article 25.1 of the Federal Law "On the State Civil Service of the Russian Federation";

g) the conviction of a citizen to a punishment that excludes the possibility of entering the state civil service of the Russian Federation, according to a court verdict that has entered into legal force;

h) the withdrawal of a citizen from the citizenship of the Russian Federation or the acquisition of citizenship of another state, unless otherwise provided by an international treaty of the Russian Federation;

i) recognition of a citizen as completely incapable of labor activity in accordance with a medical report issued in accordance with the procedure established by federal laws and other regulatory legal acts of the Russian Federation;

j) application to a citizen of an administrative penalty in the form of disqualification;

k) continuous stay in the personnel reserve for more than three years.

Document overview

The regulation on the personnel reserve of the federal state body was approved.

The reserve includes citizens applying for a vacant position in the federal civil service: civil servants applying for a vacant position in the federal civil service in the order of promotion, some dismissed civil servants.

A competition for inclusion in the reserve is announced by decision of the representative of the employer and is carried out in accordance with a unified methodology approved by the Government of the Russian Federation.

Grounds for exclusion from the reserve - personal application, appointment to a position, continuous stay in the reserve for more than 3 years, etc.

The Decree comes into force from the day of its official publication.

IN modern society one of the main directions in the personnel management system is the preparation and organization of personnel reserves. This direction is very important in the organization. Personnel reserves are a key link and an important component in any personnel activities. At present, it is very important to carry out appropriate work to improve and ensure the reliability of the enterprise. What is this concept, what is its role in the principles and types, what is the management of the personnel reserve?

Disclosure of the essence of the concept

Personnel reserves - this is the formation of a certain composition of employees who have passed the preparatory selection (assessment) and have the required potential to perform their direct duties at a new place of work on time. This measure is mainly used in commercial structures, while numerous state, socio-political and social institutions also create it to solve own problems with staff.

In other words, personnel reserves are certain potential employees of the company planned for transfer to the required positions.

Such a supply of candidates has a conditional structure. The personnel reserve (professional reserve) has the ability to be both internal and external. As for the internal reserve, it consists of the company's employees and is divided into operational and prospective. Operational - these are employees who are already replacing senior managers and are ready to take certain positions outside of any additional training activities. Promising - these are employees with great potential, but who need additional training measures. The formation of an external reserve can take place according to the definition of the management, that is, applicants from the outside will reasonably be attracted to vacancies by the enterprise. In addition to this, the external reserve has the ability to be organized by force if the enterprise, for some reason, has a high indicator of employee volatility.

The formation of a personnel reserve helps to unlock the potential of personnel, and can also help in case of urgent need to close personnel "gaps". What specific professional reserve will be organized - external, internal or both at once - is decided by the head of the company.

Goals

The formation of a personnel reserve has the following goals:

Prevention of the likelihood of a crisis situation in cases of the departure of employees occupying primary positions.
Providing the enterprise with a pool of highly professional and productive employees who are ready to improve the business in accordance with the established strategy and culture.
Retention and motivation of professional leaders-managers.
Maintaining a positive employer reputation.
Reducing the costs of selecting and adapting a new employee.

Thus, the personnel reserve of the organization is of great importance both in the formation and in further development any education. Personnel reserves are the development and prospects of the entire enterprise.

Program of work

The formation of a personnel reserve as a system of targeted actions traditionally covers the following stages:

Determination of positions at risk is carried out with the help of specific measures, for example: consideration of the labor market in the area; estimates of the number of applicants for the occupation of vacant positions; analysis of the value of this position for the company; assessment of the current situation with the personnel at the site.
Formation of the position profile - establishes the level of development of the candidate's competencies so that he successfully copes with the tasks set before him. Traditionally, it is carried out and after parsing the data, a special profile is displayed, which the candidate for the vacancy must comply with.
Evaluation and further selection of applicants are carried out using certain characteristics of the employee's performance. In the majority of cases, data obtained through evaluation activities on the activities carried out and information selected by evaluating the potential, knowledge and other criteria that the candidate currently has are compared.
Organization of personal development plans - is carried out taking into account the existing needs and the company's strategy. This measure can help the reservist allocate short-term resources and understand how to achieve the set goal. The course of training is planned in such a way that, by participating in various seminars, completing difficult projects, internships, an employee enrolled in the personnel reserve is able to develop specifically the knowledge and skills that are necessary when moving to a new post.
Appointment to a new location.

Work with the personnel reserve can also be carried out according to special models that are developed by the enterprise itself or borrowed from more successful formation options.

Work technology

There are several sources of information:

an interview at the time of admission to the service, where the basic concept of the personnel reserve, the basics and the likely paths of career development is provided;
information leaflet of the company, which informs about vacancies, requirements for applicants, about how long the competition for the personnel reserve is scheduled;
personal counseling;
all divisions have a Regulation on the personnel reserve, available to all employees.

With regard to the Regulations, it should be explained in a little more detail, since it is precisely this important document the main directions of all activities are regulated.
The document pursues and achieves the goals, which are competent placement and education, training of personnel in case of replacement of positions different levels in municipalities and other government entities. For this, the program provides system boost professional level of candidates for positions.

This act traditionally consists of the following sections:

General Provisions, Where Regulated Issues Are Specified The Regulation predetermines the main settings for working with a reserve of employees. It also provides an explanation of the main tasks of the system of work with a stock of employees, and in particular:
- what is a reserve of employees;
- the essence of the system of work with the reserve staff;
- what questions are resolved by the fact of the reserve of workers;
- why is it necessary to design a reserve of personnel;
- what are the sources of organizing a reserve of employees.
The order of education. This section establishes how and on the basis of what approach a reserve of employees is created in the organization.
Organization of direct activity.

The main tasks are envisaged:

Calculation of the reserve of employees.
Designation of applicants.
Evaluation of applicants.
Analysis of the results of the assessment of applicants for the reserve.
Organization of a reserve of employees and the establishment of a list by the company's management.
Creation and implementation of programs for the preparation of the reserve.
for employees: characteristics, reports on the implementation of instructions, expert pricing; analysis of the evaluation results. Outcomes: negative assessment - switching off from the reserve, additional preparedness will be required - planning personal training, positive - establishing a decision on promotion to a higher post.

In addition to the main points, the Regulations can be supplemented with applications consisting of standards of documents required for compiling the employee’s personal file, lists of the direct duties of the trainee and the internship manager, and other necessary additions.

When forming a reserve, the following criteria are provided:

Professional experience.
A professional characteristic from a particular boss, which includes an assessment of the results of activities, the quality of service, the level of skill and competence of the employee, outlines his actions at critical moments.
Recommendations of colleagues that characterize the communicative data of a person, the degree of authority among employees.
Carrying out various psychological tests in order to establish possible abilities: organizational predispositions, neuropsychic and emotional stamina, data for leadership, hidden probable potentials, stress resistance and others. The results of such studies most directly affect the definition of personal and professional qualities applicant for a place.

When selecting personnel, preference is given to the most significant groups of professionals. These groups include employees of various qualifications from management to ordinary workers. To establish the range of required reserve workers, there are a lot of different techniques.

Basic principles

The organization and development of the personnel reserve is based on the following provisions:

relevance - the need for filling positions must be valid;
compliance of candidates for the position and the type of reserve - in a specific position;
Highly promising candidate - requirements for highly professional development, compliance with the education of the intended position, age criteria, work experience in the industry of interest, career dynamism in a single, state of health.

Positive sides

In terms of merits, the benefits of working with a talent pool are obvious. Carrying out such events will always be necessary, and each organization should take this direction into account when forming its own management strategies.

Here are just a few positive sides this direction:

financial benefit (no need to spend money on the selection and training of new specialists);
saving time (closing positions as soon as possible);
highly qualified staff (the employee is taken from his own ranks and taught according to his own retraining program);
facilitation and promotion of own staff - employee value policy (it also works as motivational factor: employees do not want to leave the company, where clear opportunities for career growth are visible);
softer adaptation in the team (the employee does not change, but only his position in the service changes);
the specialist is practically “perfected” for the company, perfectly understands the policy and character traits relationships and quickly adapts to a new position;
prospects for stability and competitiveness of any enterprise;
increase productivity and effectiveness.

Youth reserve

MKR (Youth Personnel Reserve) is a functional system formation of knowledge, practice and experience among young people that are in demand in the labor market. For the accumulation of intellectual and practical skills, university students are given the opportunity to acquire knowledge and necessary skills through participation in trainings, master classes and other events. In particular, to accumulate practical experience during internships in state bodies. authorities, banks, other important state and non-state structures.

Those who have shown mediocre abilities are included in the personnel reserve, created, for example, under the government of Moscow. The youth personnel reserve as a direction is very relevant and, of course, promising for both young professionals and employers. The possibility of passing practice and obtaining all the necessary knowledge during the internship period allows you to short time get efficient and highly qualified specialists.

The concept of the state reserve

The State Personnel Reserve is a targeted training of a group of young promising people who are under the full patronage of the Administration and the President of the Russian Federation himself.

This direction is no less promising and also allows you to achieve effective results by forming a professional team of candidates. Scroll necessary qualities and skills is determined individually and always depends on the vacancy and legislation.

Features of the reserve in the civil service

The personnel reserve is not formed on the basis of profile federal law, which was adopted in July 2007 for No. 79-FZ. This happens on the basis of democratic principles of appointment, to positions of people according to their practical and business qualities, merit in a particular leadership position.
In this case, the main thing is the timely creation of conditions for professional growth managerial personnel, an impartial assessment of performance, displayed during certification tests or passing specialized exams.

municipal reserve

The municipal personnel reserve in an ideal interpretation is a list individuals who meet the criteria presented to them in terms of intellectual, professional and practical level, which allows them to effectively fulfill their duties in the future. It also includes specialists who lost their jobs during or complete liquidation of the self-governing body. They have gained experience, and no one will lose valuable specialists.

The main priority areas for the formation of the reserve:

appointment of qualified professionals to positions, taking into account their professional merits and competence;
promotion of career advancement;
work to improve qualifications;
creation of a professional reserve and its effective implementation;
assessment of the results of the activities of municipal employees through certification;
the use of advanced technologies in the selection of employees upon admission.

The creation of such a reserve of personnel pursues the goals of a rational placement of personnel in vacant positions in city halls, constant rotation talented people in the personnel register.

Government reserve features

No less significant direction. The personnel reserve of the government is made up of highly qualified, creative specialists with a motivated civic position and other positive characteristics. All of them can work in state apparatus management in the regions in various positions or directly in the Government, holding the positions of heads of departments, sectors, and so on. If an official, for example, working on the periphery with the rank of governor of a region, has shown extraordinary ability to implement social and economic projects, then, of course, he will be noticed in government circles. Most likely, his candidacy will be included in the personnel reserve and, if the need arises and the corresponding place is vacated, he will be appointed to a higher position.

Conclusion

Summing up, we can say with confidence that personnel reserves are the most powerful and highly effective tool in the entire personnel management system, which allows solving issues on the widest scale and pursuing policies at the proper level.

It's right and good organized work capable of producing relevant results. Personnel reserves are one of the strongest links in the organization and management of any structure or entity. No wonder they say that cadres decide everything. Work with the personnel reserve is primarily focused on the needs of the company, the needs of management and employees and the competent formation of a reserve for further improvement of activities and professionalism.

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

Everybody Needs Gold

Every leader wants to have at least good, and preferably the best, employees working in his company. You can select only the best employees (which sounds almost fantastic), or find employees with high potential and grow to the desired level. It is for this purpose that the personnel reserve of the company is being created.

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

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

The main objectives of creating a personnel reserve, as a rule, are:

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

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

What is a personnel reserve?

The personnel reserve is the company's employees who have the potential for development and are planned for horizontal and vertical transfers to specific positions (this is the so-called operational personnel reserve).

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

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

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

personnel reserve - these are employees whose level of performance of professional tasks and whose potential exceeds the requirements for their positions.

Exactly this general definition. In the category of these employees, I included those whom we plan to move (horizontally or vertically), i.e. there are specific ready-made positions in the company for them.

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

In addition to those listed above, successors to managers may be included in the personnel reserve if the company is working in this direction.

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

In this case, it looks like this.

Diagram 1. Scheme of work with the personnel reserve.

As you can see in the diagram, we must have a plan for the introduction of new positions before enrolling employees in the personnel reserve. Those. In advance, each manager must submit to us information about the planned vacancies in his department and the requirements.

How do employees get into the talent pool?

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

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

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

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

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

Employees who received high scores according to the results of the annual assessment and who did not fit any of the proposed positions for employees of the personnel reserve can apply for admission to the personnel reserve without specifying a specific position. These employees may apply for a specific position in the event of an unplanned introduction of new positions, or the vacating of existing positions.

Also, according to the results of the assessment of employees, each manager must choose two successors from among his immediate subordinates. However, problems may arise here: a manager may not have two subordinates (it's funny, but this is large companies not uncommon), or they may not be suitable as his successors. This decision is at the discretion of the manager.

Successor - a person who has the knowledge, skills and abilities to perform the functional duties of the head in the event of his absence (both temporary absence and dismissal / relocation to another position). Successors can and should be delegated certain functional responsibilities. The best employees of the unit according to the results of the annual assessment can apply for the position of successor.

So, in our personnel reserve, three groups of employees were formed: with an indication of a specific position, without an indication of a specific position, and successors to managers. There may already be confusion: can an employee belong to several categories, because we choose the best to fill vacancies, and the leader chooses these best to train successors. Therefore, it is necessary to register all possible options. And, of course, the employee must decide for himself what is more important to him, more interesting, etc. But the allocation of a separate category of "successors of the leader" is quite rare. With the other two categories, there should be no difficulty.

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

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

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

Reserve for top positions (rather an exception, because this position is more often selected personally CEO and mostly for their own reasons);

middle management reserve;

Reserve of specialists (the main category to work with, because they have the largest number of training programs, they are easily replaceable, there are more opportunities for their careers. These are future heads of departments, managers, project managers, etc. .).

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

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

For employees who are enrolled in the personnel reserve without indicating the position, a plan is drawn up aimed at developing general managerial skills, or at developing professionally important qualities. With this category, work is carried out individually by the immediate supervisor (compensation packages, delegation of some tasks, training, etc.).

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

To determine if an employee is ready for a job new position, the manager may decide to conduct an additional assessment.

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

Based on the results of personnel certification, the company's personnel reserve was also formed. But the statistics were deplorable.

Learning from mistakes

A few years ago, an attempt was made in the company in question to maintain a single database of personnel reserve, but this did not lead to anything: the company could not offer them anything specific, and people gradually began to quit. And to develop them, to train, to invent for them special positions, just for them to develop, is not economically feasible.

As a result, a significant part (34.7%) of the employees enrolled in the reserve left, only 16.5% of those enrolled were transferred to the planned positions (data are shown in diagram 2).

Diagram 2.

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

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

When vacancies opened up, they got employees who were not in the personnel reserve (every manager wants to see the right people in his team to him of people). An employee could be in the personnel reserve for an arbitrarily long time.

Since we consider enrollment in the reserve as a method of motivation, we must understand that it has its limits. The employee has already been told that he is the "chosen one", his motivation has increased for some time, his expectations and self-esteem have increased, and he is quite justifiably dissatisfied if his status or material reward does not change in any way. And soon this employee, dissatisfied with his status, begins to look for another company.

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

After changing the personnel assessment system, the HR director decided to resume work with the personnel reserve, because employees needed to be motivated.

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

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

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

That. work with the personnel reserve became transparent and clearly controlled, which undoubtedly led to a positive result.

However, it is worth recognizing that even though inclusion in the personnel reserve is more of an intangible motivation, without finance this work will not bring any result. If the company is not ready to allocate funds for the selection and development of the best employees, then you should not engage in the formation of a personnel reserve. Otherwise, the consequences may be directly opposite to expectations.

Work with the personnel reserve affects the entire company. Every leader should take part in it and understand why this is all necessary. It is impossible to control everything, and hardly total control - The best way motivation. Therefore, we have to conduct constant educational work with leaders and overcome resistance, because. It is the position of the leader that has the greatest influence on the development of his employees.

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