Modern technologies of personnel reserve management article. We deal with the personnel reserve: "traditionally" or "in a modern way

K. B. Fokin, P. P. Baranov

The answer to the question posed in the title of the article is obvious. This topic was repeatedly discussed on the pages of the periodical press on personnel management and various events of personnel management specialists. The expediency of managing the personnel reserve of managers is considered in the works of many modern theorists and practitioners in the field of .

Therefore, today, many organizations, when filling vacancies in leadership positions at all levels of management, follow the path of creating their own in-house systems for training managers. At present, the achievement of the organization's strategic goals imposes new requirements on the level of qualifications of managers and management specialists, since " management personnel- this is the most important resource of the organization, on which its very existence, the possibility of growth and development depend. The complexity of the formation of professional managerial personnel in the conditions of intensively developing enterprises is explained by the fact that a number of theoretical and methodological problems in this area have not yet received the necessary elaboration. Currently, most research in the field of personnel development methodology is aimed at developing organizational forms training and selection of management training methods. However, insufficient research has been theoretical foundations and a unified methodological approach to managing the training of their own professional managers, their business career, as well as the features of the formation and practical application management succession mechanisms. Due to the fact that the price of mistakes made in the process of preparation and adoption management decisions, increasingly depends on the level of qualifications, competence, experience, business qualities of the staff of professional managers and management specialists, the solution of this problem is of particular importance.

Today, there is a shortage of talented and highly professional managers at all levels in the labor market management. This is due to many reasons, the main of which are the rapid growth of enterprises, a significant proportion of managers retirement age, the poaching of competent employees by more successful competitors, the difficulty in finding and hiring capable workers, and the lack of efficient systems training their own leaders. In the context of ever-increasing restrictions on the part of the labor market (deterioration of the demographic situation, a decrease in the quality of training of graduates, an imbalance in the quality ready-made specialists in the market and their motivational expectations, insufficient development of the market educational services on the training of managers both in quantitative and qualitative terms), the issues of forming our own managerial corps come to the fore in work with personnel. The most optimal solution to the problem of the shortage of ready-made managers in the market is the creation of a system for training our own personnel reserve of managers. The benefits of development own employees, as well as the methodological basis for managing the succession of leaders, are considered in sufficient detail in the works of V. V. Travin, Yu. G. Odegov, A. Ya. Kibanov, S. V. Shekshni, S. I. Sotnikova and others. The problem of excess demand over supply of talented managers in the modern business world is considered in the work of T. V. Zaitseva as one of the most relevant in the field of personnel management. At the same time, there is a shortage of people with the necessary qualifications to occupy important leadership positions.

For most industrial enterprises the need to manage the personnel reserve is due to a significant stake on the differentiation of employees in the labor process, providing them with the opportunity to show initiative and independence, conditions for advanced training through vocational training and thereby satisfy motivational needs for self-respect, self-expression, power, and success. Inclusion of an employee in personnel reserve accustoms him to independence and responsibility, forms the prospect of material well-being, which allows him to combine his personal goals with the goals and objectives of the company. Control The personnel reserve of managers occupies a special place in the personnel management system, since managers are the highest paid and at the same time the most important group of personnel, on whose work the success of the company depends. This necessitates a balanced, systems approach to the reserve management process to ensure quality planning, good organization, and transparency for all its participants. IN modern organization system management the personnel reserve acts as a system of specialized activities of the personnel service and provides an effective justification, adoption and implementation of competitive management decisions in the field of forming the management corps of the enterprise. It must be organized on the basis of advanced scientific approaches and management methods proven in practice.

Formation of own system management with the preparation of successors requires the development of a set of measures such as defining the ideology, goals and objectives of the system, creating regulatory documentation, introducing basic and auxiliary business processes, developing information and regulatory support. Scientists and practitioners in the field of personnel management have developed a fairly structured ideology management personnel reserve, closely linking control succession of leaders with a strategy for developing the personnel potential of enterprises and organizations.

The main purpose of the personnel reserve management activity is determined based on the definition of the main objectives of this work. Modern theorists and practitioners who study the issues of the personnel reserve give various formulations.

In the work of V. V. Travin and V. A. Dyatlov, it was noted that “the reserve is created for the purposeful and continuous training of managers who make up the core of the organization”, “the reserve provides for reliable succession when replacing managerial positions in the structural divisions of the enterprise, minimizing the risk appointment to a position of an employee who does not meet the requirements of the position. In the work of the same authors, it is determined that "work with the personnel reserve is aimed primarily at improving the development of personnel, their professional growth and career building."

Yu. G. Odegov considers “a relatively rapid increase in professional experience personnel” and “timely and stable maintenance of the required professional experience, staffing the organization with trained managers”.

A. Ya. Kibanov defines the purpose of the reserve as “preparing candidates for a planned, scientifically based program to fill vacant positions, rational use reservists in various areas and levels in the management system.

In the work of E. V. Maslov, the formation of a personnel reserve and work with it is considered as the basis of service and qualification advancement, the purpose of which is “timely provision of jobs with managers of the required skill level, with appropriate personal qualities and work experience”, as well as securing managers and increasing efficient use of personnel potential of employees.

A personnel reserve for filling vacant positions is created to artificially "cultivate" leaders and ensure the natural process of their movement up the career ladder. At the same time, V. R. Vesnin proposes a solution to the following problems:
identification and study of employees for management positions; training and education of leaders; ensuring the systematic replacement of vacancies, the continuity of management; minimization of elements of randomness in personnel work.

S. V. Shekshnya defines the goal of systematic work with a reserve of managers on the example of the return on investment of time and money in this work in companies"General Electric", McDonald's , Hewlett Packard » in the form of a painless change of generations of leaders, the preservation of the traditions of the organization and the introduction of fresh views, which determines the success of the organizations in question.

Foreign authors, as a rule, consider the process of organizing a personnel reserve through career management. For example, the authors argue that “career planning and development is necessary for the constant evolution of work force and for the success of both the organization and employees.” M. Armstrong defines that leadership succession is carried out in order to "ensure that the organization has the managers it needs to meet its future needs."

The authors suggest when determining the goals of management professional career highlight its organizational and personal components. The goals of the organization are:
- efficient use personnel to achieve the goals of the organization;
- timely provision of the organization with the necessary staff required quantity and quality;
- creation of effective incentives for motivation and development personnel;
- ensuring the stability of the staff by increasing the motivation and loyalty of employees who associate their activities with this organization, which reduces staff turnover.

For employees of the organization, the main goals include:
- achieving a higher social and official status, which will ensure higher wages;
- increasing satisfaction with professional activities by obtaining meaningful and adequate work to professional interests and inclinations;
- increasing competitiveness in the labor market through the development of professional abilities, learning experience and increasing personal "capitalization" (increasing one's own value by foreign market labor).

It should be noted that often in the works of modern theorists and specialists in personnel management, the concepts of "service and professional promotion", "career management" and "personnel reserve" are intertwined, which is explained by a single area for defining these areas of activity of the service. personnel. At the same time, the goal-setting that directly concerns the management of the personnel reserve of managers is poorly structured, which causes difficulties in the practical creation of a system for managing the succession of managers at enterprises and organizations.

Determination of the goal of managing the talent pool of managers various levels management system depends on the stage of development of this type of activity of the personnel service of the enterprise. The analysis of succession management systems made it possible to identify following goals in order of priority:

The presence of a personnel reserve of managers in the organization. The purpose of the initial stage of development of the personnel reserve management system. This goal is relevant when the organization, in principle, does not work on the formation and training of its own management personnel, and the question of a candidate for the vacancy of a manager arises at the time of its formation.

Availability of a high-quality personnel reserve of managers. Many modern organizations in determining the strategy of "training or buying managerial personnel" follow the path of creating their own personnel reserve. However, often the real situation is such that the personnel service simply follows the fashion trend, that is, the personnel reserve exists, but declaratively, and its qualitative composition and system of influence on improvement quality composition imperfect.

Ensuring the appointment of reservists to leadership positions. This goal is relevant when the previous goals are achieved. This is manifested in the fact that the company has a personnel reserve, it includes high-potential employees, there are progressive training programs for reservists, but when a manager vacates, a person is appointed not from the personnel reserve for this position or not from the personnel reserve at all.

Managing the adaptation of newly appointed managers until the end of the adaptation period. An analysis of modern theoretical developments in the field of personnel reserve management led to the conclusion that many theorists and practitioners consider the appointment of a reservist to a managerial position as the end of work with a personnel reserve. According to the author of the article, it is necessary to accompany the reservist until the end of the stage of adaptation of the newly appointed leader. Improving the efficiency of the new manager and, as a result, his workforce, reducing the period of entry into office will be achieved through high-quality adaptation, which determines the relevance of this goal.

Despite the sufficient elaboration of the succession management methodology, the personnel reserve of managers in the modern literature on , as well as a significant number of examples of managing the talent pool of managers implemented in practical work personnel services of various enterprises, the analysis of this area of ​​work revealed a fuzzy definition of the main goal of this activity. The lack of a unified approach to determining the purpose of the personnel reserve management system for managers, as well as a unified formulation of the goal of this area of ​​work with the organization's personnel and its graphic display, was the reason for conducting research on the practical purpose of forming and developing a personnel reserve of managers at various levels.

Based on the conclusions of Yu. G. Odegov that “the goals of the personnel management system are entirely based on a set of goals (economic, scientific, technical, production, commercial and social) of the organization as a whole”, an analysis was made of the functioning of structural units in the proposed areas of one of the enterprises. During the analysis, we studied changes in technical and economic indicators, the social climate in the team, the cause of which was a change in the leadership (as a rule, the appointment of the first head of the unit) by this unit. The main parameters were taken to be the performance production plan, the implementation of the plan for the cost of production, the level of products of inadequate quality, the number of violations of technology, labor discipline, labor protection and safety rules, the degree of job satisfaction, the incidence rate, etc. Attempts were made to investigate changes in these indicators as a result of personnel movements of line managers of a lower level , but under conditions large enterprise, where the results labor activity, as a rule, are collective, in practice it turns out to be quite difficult and time-consuming to study some of the presented indicators.

As a result of a comprehensive analysis of the dismissals of managers and appointments to vacant positions of reservists with various degrees of training, an array of data was formed that reflects the technical and economic performance of structural units and the social climate in the team, and the combined function fE,P,S presented in Fig. 1.

Dynamics of technical and economic indicators and the social climate of the team, depending on personnel changes in the management of the unit Fig. 1.

Description of the points and periods presented in fig. 1:
1-2 - stable operation of the unit under the previous head;
2 - the moment of departure of the previous leader due to various reasons or the identifiable beginning of the deterioration of work in terms of the analyzed parameters;
2-3 - deterioration of the analyzed performance indicators of the unit;
3 - the moment of appointment of a reservist to the position of the first head of the unit;
3-4 - deterioration of the analyzed performance indicators of the unit, due to the adaptation of the reservist to new position and the team;
4 - the worst state of the unit's work after the appointment of a new head;
4-5 - the period of improvement of the analyzed performance indicators of the unit to the state preceding the appointment of a reservist to a position;
5-6 - the period of improvement of the analyzed indicators of the work of the unit to the level of stable work of the previous head;
6 - the beginning of the work of the unit with an excess of the indicators of the previous head.

The dependence presented in fig. 1 allows you to visually determine the purpose of working with the personnel reserve, based on the performance of the unit. The proposed graphic form of displaying the target is, in the opinion of the author of this work, the most accessible for understanding. Based on the presented dependence, the following division of the goals of managing the personnel reserve of managers can be carried out:
- operational (reduction of the period "3-5" and ^1);
- tactical (decrease in the period "3-6" and ^2 when the previous leader leaves at point "3" and decrease in the period "2-6" and ^2 when the previous leader leaves at point "2");
- strategic, expressed in the work of the unit after the point "6" and the exclusion of ^1 and ^2.

In general, the task of working with the personnel reserve of managers is to reduce the period "2-6" and reduce the level of deterioration in the work of the unit to the minimum possible, and the ideal management of the personnel reserve is to change the analyzed indicators shown by the dotted line in Fig. 1. The ideal state of the personnel reserve management system for managers is achieved through timely long-term planning of measures to organize systematic succession in such a way that by the time the unit’s work may deteriorate due to the insolvency of the current head, a reservist was trained in his place.

Studies of the appointment of reservists with different levels of training have revealed the difficulties of objectively determining the quantitative assessment of the decline in the function fE,P,S. This is due to a fairly large number of factors affecting this function, while assessing the moral and psychological climate in the team is of particular difficulty. However, according to estimates based on the analysis of technical and economic indicators, personnel movement, interaction with process consumers, surveys, questionnaires, etc., the change in fE,P,S is expressed by the following values:
- period "2-6" - up to 6 months in case of departure of the previous leader at point "2" (Fig. 1);
- period "3-5" - 1-3 months in case of departure of the previous leader at point "3" (Fig. 1);
- ^1 on average 3-8%, ^2 on average 6-11% (Fig. 1).

It is obvious that other reasons could have affected the dynamics of the indicators under consideration, but in each case a detailed analysis was carried out, and possible deviations due to reasons not related to personnel movements in the management of the unit were leveled by elimination. This made it possible to minimize the possible error in summarizing the results, formulating conclusions and graphical representation combined function.

On the given graphical dependence of performance indicators structural unit periods are indicated in which the deterioration of the performance of the labor collective is possible, due to insufficient effective management succession of heads of the departments in question. This determines the goal of working with the personnel reserve, which is expressed in the exclusion of a decrease in production, economic and social indicators the work of the unit (^1, 2), due to the departure of the previous head, as well as minimizing the period of adaptation of the reservist when appointed to a managerial position (period "2-6").

Summing up, it should be noted that the determination of the goal of managing the personnel reserve of managers is carried out taking into account the relevance of the goal of this activity for current stage development of the management succession management system of the organization. And ultimate goal of all work with the reserve of managers is the stable work of the labor collective with the subsequent improvement of technical and economic indicators and the socio-psychological climate during personnel changes in the management of both a separate structural unit and the entire enterprise as a whole.

Bibliographic list
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3. Travin V. V., Dyatlov V. A. Enterprise personnel management [Text]: Educational and practical guide. 4th ed. M.: Delo, 2002. 272 ​​p.
4. Yu. G. Odegov. Personnel management in structural and logical schemes: Textbook. M.: "Academic project", 2005. 1088 p. (Gaudeamus).
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Consultant

In the fierce competition that is inherent in almost any type of business, the one who has a powerful managerial resource has a head start. Indeed, talented bosses are able to make the right decisions and develop innovative strategic plans. Therefore, companies should pay great attention a special group of positions - the management team.

This process involves the formation of a personnel reserve of managers and tireless work with it.

Enterprises are:

Reserve of potential managers (employees for promotion) is a certain number of employees who, due to their professional and personal qualities, can at any time be transferred to a planned managerial position.

Formation of a personnel reservemanagement team- this is one of the most important strategic activities of the company, which is a set of measures for the selection and training of potential managers.

Who can become part of the organization's talent pool?

• Employees of the company who have successfully passed the certification and are recommended by their immediate superiors for promotion
• The personnel reserve of the enterprise may include young professionals who have managed to show themselves well in business
• Employees working at the enterprise who remotely receive education in higher or specialized secondary specialized educational institutions
• Deputy current leaders

Trainings on the basics of management and involvement for young professionals are conducted by Aleksey Shirokopoyas, Expert in the development of managerial competencies. Trainer-consultant. Chief Editor magazine.

8-926-210-84-19. [email protected]

There are two ways to form a personnel reserve of an organization: traditionally or in a modern way.

Traditional vision the formation of a personnel reserve of an enterprise involves the preparation of a specific replacement for a specific position. For example, the shareholders of a large regional manufacturing company decide to change the “alien” top managers for local workers. To do this, the latter are properly trained and educated.

Modern system formation of the personnel reserve of the organization is a painstaking "work with talents". Among the employees of the enterprise, the most promising and talented are identified, and their development is carried out at their current workplace. At the same time, their most strengths, after which it is decided in which leadership position they will bring the greatest benefit.

In most cases, companies use traditional method creation of a managerial personnel reserve, as it is less labor-intensive and costly.

However, no matter which method you decide to use, it is mandatory to observe the following set of principles:

• The principle of planning– it is necessary to take into account the objective need of the company for new leaders in the context of constant change economic conditions activities.
• Unity principle- The training of managers for all positions should be of the same quality.
• Continuity principle- the development of a specialist who will become a worthy leader should be long-term and continuous. In some cases, this lasts for several years. It assumes constant self-education, honing skills on the spot, as well as visiting useful activities(courses, trainings, etc.) off-duty.
• The principle of "the more the better"- do not be afraid to include "unnecessary" employees in the personnel reserve of the organization, beware of missing a truly talented subordinate. However, there are certain quantitative limits: no more than three people should be recorded for one “middle-leading” position.
• Principle of transparency and open list- provide an opportunity for any employee who wants to become part of the company's management personnel reserve, if he really meets the formal criteria. It should also be possible to “return” to the list of candidates for those who left it.
• The principle of "not creating a caste of untouchables» — entry into the organization's senior personnel reserve should not be a reason for special preferences. These people should not arrange a preferential or privileged mode of work. It's about exclusively about favorable conditions for professional growth.
• Top Management Involvement Principle- the current bosses must necessarily work with the "younger" generation.
• The principle of confidentiality and ethics- be careful with the appointment of a head from the personnel reserve of the enterprise. The remaining members in it should not feel out of work.
• The principle of publicity- assumes that the public of the company can at any time check how the qualities of the organization in the personnel reserve correspond to the selection criteria.

In the process of forming a personnel reserve of future managers, the following important tasks are solved:

• Recruiting replacement managers and creating a plan for these procedures
• Designation of the necessary requirements for future bosses
• Identification of potentially suitable employees for the personnel reserve of the enterprise
• Creation of an individual plan for professional growth and development for each employee in the organization's personnel reserve
• Direct training and improvement of the level of selected specialists
• Analysis of the progress of each employee in the personnel reserve of the enterprise
• Transfer of an employee to a new position and assistance during the adaptation period.
• Determination of the actual cost of all the above activities.

At the beginning, objectively the most important positions are identified that seriously affect the company's activities and its results. As a rule, they include the chief manager, his deputies, heads of departments and other divisions. It can also be about narrow specialists lower rank, but no less important for the enterprise.

The number of important positions for which it is necessary to draw up a personnel reserve differs depending on the size and characteristics of the enterprise. For example, in large multinational companies, the number of reservists ranges from 30 to 200 people.

What should be the management of the personnel reserve of the organization?

• The number of required specialists that you may need in the next 2-5 years
• Actual number of reservists currently available
• 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.

If you correctly calculate the necessary and sufficient number of reservists, you will be able to avoid unnecessary costs.

Remember, during your stay in the personnel reserve of managers, an 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 will be able to 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 determine key positions, but also to predict which of them will be objectively needed in 2-5 years. To do this, use forecast indicators for the industry, as well as observational data on competitors that are “older” than you.

There are necessary criteria for selecting a candidate for the personnel reserve of an enterprise

• Mobility of an employee (his readiness to change his place of work and place of residence at any time)
• Ability to withstand severe psychological and physical stress.
• Willingness to get rid of previously performed functions.

If one of the conditions is not met, the candidate cannot be accepted into the organization's personnel reserve.

Then comes the second stage - the creation of a plan for the release of managerial vacancies. For this, a combination of such indicators as the age of current leaders, health status, personal interests, professional perspectives. The resulting plan will become the basis for the preparation of the personnel reserve of the enterprise.

In the third stage, we designate necessary requirements to potential leaders. A list of personal and professional qualities, which in without fail must have a future reservist. You can use the example of the current leader in this work.

When starting direct selection, remember that the process must take place in an atmosphere of confidentiality. When analyzing each specific position, apply the following selection criteria to candidates:

Criteria for selection to the personnel reserve of the organization

• Correspondence of the totality of individual characteristics of each applicant to the image of the ideal leader of this section. It is better to use in this case such tools as deep versatile individual testing, since the method of subjective assessment is not always effective, and the method peer review violates the principle of confidentiality.
• Available results of current activities. To do this, use information from the employee's personal file, as well as data from the evaluation of his work.
• The degree of readiness of the candidate to assume a leadership position. This process should take place using the intuition and experience of personnel officers, other methods are ineffective.

All potential reservists go through a two-stage rigorous selection process. At each stage, applicants are evaluated from different points of view.

1. First, clearly unsuitable candidates are screened out. To identify them, complex tests are carried out that can determine how ready a person is for further development and personal growth.
2. At the second stage, the best candidates are selected from the candidates remaining after the first. They analyze his abilities, skills, talents, as well as development potential even deeper.

All selected reservists are conditionally divided according to the following principle:

• Those who objectively can become leaders due to their existing qualities and professional qualities.
• Those that have enormous potential for development.

If a person falls under both categories, then he is enrolled in the so-called "near personnel reserve of the enterprise." Those who have only one of these characteristics - in the "distant personnel reserve of the organization", which is more expensive for the company due to the need for various training programs and events.

In the process of forming a personnel reserve, the following errors:

• Insufficient balance in the structure of the personnel reserve (some levels of management are missing among those enrolled in the reserve)
• The lack of worthy projects that will enable reservists to demonstrate their qualities.
• Wrong motivation of candidates for the personnel reserve of the organization.

In the process of working with the selected best reservists, they develop in three directions: they improve their professional and industry skills, acquire managerial knowledge, and gain the necessary situational experience.

A person who has the honor to be a member must constantly feel the attention of the leadership to the process of his growth. The development of all reservists must be comprehensive and comprehensive.

Companies that have mastered all the requirements for creating a personnel managerial personnel reserve of an enterprise do not have problems with changing managers at any level. Their development is characterized by succession successful strategies along with fresh, innovative ideas.

is an important component of the effective work of the unit. Management of the personnel reserve of the enterprise should be provided only to qualified specialists in the personnel issue.

7.6.1. The essence and procedure for the formation of a personnel reserve

The emerging political and economic structure in Russia requires the creation new system government controlled, which, in turn, has a direct impact on the policy in the field of training and use of leadership personnel at the federal, territorial and local levels, including for the organization of the main management link.

IB in this regard, the main efforts in personnel policy focus on creating a well-prepared pool of candidates for the positions of leaders of the new formation, capable of mastering a new area of ​​work in a short time and providing effective solution the tasks ahead of them. At the same time, the emphasis F is on creating a reserve of not “generally” trained candidates, but on managers of a completely specific type and level of management, taking into account new approaches to organizing work. state structures and economic management apparatus.

The presence of a personnel reserve makes it possible in advance, on a planned basis, according to a scientifically and practically substantiated program, to prepare candidates for newly created and to be replaced vacant positions, effectively organize the training and training of specialists included in the reserve, rationally use them in various areas and levels in the management system.

In terms of its qualitative and quantitative composition, the reserve of managerial personnel should correspond to the existing organizational and staff structures, taking into account the prospects for their development. The reserve is created for all, without exception, the positions of managers exercising management functions at a specific level.

The formation of the reserve is carried out on the basis of the conclusions attestation commissions based on an objective comprehensive assessment of information about the business and personal qualities of candidates for senior positions. At the same time, the conclusions of such commissions should be based on an analysis of specific results professional activity specialists achieved at various stages of their work in the management system. Particular attention is paid to the level of professional and general education, organizational and analytical skills, a sense of responsibility for the results of work, dedication, the ability to justify and make independent, responsible decisions. When nominated to the reserve, the results of assessing the knowledge of candidates obtained during their training in the advanced training system, conclusions based on the results of internships, tests, etc., as well as physical condition, the ability to endure additional loads, are taken into account.

The work on the formation of the reserve consists of the following stages:

1. Preparing a forecast of expected changes in the composition of management personnel.

2. Evaluation of business and personal qualities of candidates for the reserve for nomination.

3. Determination of candidates for the reserve.

4. Making a decision on inclusion in the reserve.

5. Coordination of the list of candidates included in the reserve with higher organizations.

When creating a reserve, you need to know exactly qualification requirements requirements for the position for which a specialist is enrolled in the reserve, take into account what special knowledge and experience are necessary in each specific case to ensure highly professional leadership.

Every year in December, the head of the organization's personnel service conducts preparatory work to identify candidates worthy of enrollment in the reserve. Then a preliminary list of the personnel reserve for promotion is compiled. This list is discussed at a meeting of the permanent commission, and then approved by the head of the organization.

To carry out systematic systematic work with the personnel reserve, all organizations create permanent commissions to work with the reserve. These commissions should contribute to high-quality training and effective placement of personnel, the maximum elimination of subjectivity in assessing the business and personal qualities of specialists enrolled in the reserve.

The composition of the commission is determined and approved by the head of the organization. It includes: the head of the organization (deputy responsible for working with personnel), as the chairman of the commission, he is responsible for organizing work with the reserve; the head of the personnel service, as the secretary of the commission, he conducts office work, exercises control over the order and organization of work with the reserve; chairman of the trade union organization; representatives of psychological services and lawyers, as well as specialists in the direction of professional activity.

The Reserve Committee holds regular meetings, but not less than twice a year. The following issues are considered at its meetings: ensuring high-quality selection, placement and training of personnel; formation of a reserve of personnel for promotion; analysis of the placement of management personnel and specialists; summing up the results of work with the personnel reserve for promotion to managerial positions; work with heads of structural divisions.

7.6.2. Planning and organization of work with personnel reserve

Work on the preparation of a reserve of personnel is purposeful, systematic and planned. The organization of this work is aimed at ensuring high-quality and intensive training of each specialist for independent activity at a new, higher level.

Differences in the structure and composition of the reserve, as well as the initial preparedness of employees determine the principle of an individual approach in choosing the forms and methods of work, their sequence and duration.

Work with specialists included in the reserve is carried out according to a plan that provides for specific measures to acquire the necessary theoretical, economic and managerial knowledge, to deeply master the nature of the work, to develop the specialist’s leadership skills and skills at the level of modern requirements.

The system of this work includes: study in the advanced training system for executives with and without interruption from production; internship in the position for which he is enrolled in the reserve; temporary replacement of absent managers for the period of their business trips, vacations; trips to other organizations in order to study positive experience; participation in teaching work in the system of advanced training; participation in inspections production activities organizations and their divisions; participation in the preparation and holding of conferences, seminars and meetings.

Personnel reserve planning aims to predict personal promotions, their sequence and related activities. It requires working through the entire chain of promotions, relocations, layoffs of specific employees.

In domestic organizations, a special expert list has been developed, with the help of which candidates are selected when forming a plan for the personnel reserve of managerial personnel.

Let's take an example.

EXPERT SHEET

This survey is conducted to form a reserve of managerial personnel. The most reliable assessment of the candidate can be given by people who work with him directly. We ask you to express your opinion about the candidate for the reserve for a managerial position.

Evaluate the person whose last name is indicated in the column of the table, according to the parameters indicated in the rows of the table. To do this, in the cell of the intersection of the column (name of the candidate) and the line of the corresponding parameter, put a score (from 1 to 7), which, in your opinion, reflects the degree of expression of this parameter in this candidate.

(1 point - this quality is practically absent, 7 points - the parameter is most pronounced).

PARAMETER

1. Level of professional training (does the candidate have sufficient professional knowledge and skills specific to the activities of the unit in which he s works?) 7

2. The level of knowledge of the regulations governing the activities of the unit (does the candidate have sufficient knowledge of regulations, does he use the experience of domestic and foreign organizations in his work?) 5

3. Knowledge of solutions professional problems(how well the candidate knows who and on what issues should be contacted, where to get the necessary information, in whose competence is the solution of emerging problems?) 6

4. Ability to work with documents (how well the candidate knows the rules for compiling and processing business papers, is guided in what documents should be prepared by the manager, which ones should be entrusted to subordinates?) 3

5. Ability to work with people (does the candidate know how to clearly and intelligibly explain the task, timely control the implementation of the task, is he oriented> in the business opportunities of 4 subordinates or colleagues?) 4

6. Ability to business communication(does the candidate know how to listen and understand the interlocutor, achieve mutual understanding and convincingly express his thoughts in a conversation, speech?)

7. Ability to organize efficient work groups (how well can the candidate set work goals, distribute tasks, plan group activities?) 7

8. Responsibility (how realistic is the candidate's assessment of his own capabilities? Does he always fulfill his obligations?) 2

9. Ability to bring things to an end (is the candidate able to bring things to an end without reminders, constant control from management?) 4

10. Ability to navigate in a difficult situation (how does the candidate behave in the event of unforeseen, difficult situations? Is he able to correctly navigate and make a decision?) 7

In table. 7.11 provides the requirements for the position of the head of the organization's division, which are used to select candidates for the reserve.

The plan of work with the reserve of managerial personnel of the organization includes the following sections: determination of the need for managerial personnel; selection and study of leading personnel; recruitment of the reserve, consideration, coordination and approval of the reserve; work with a reserve of leading personnel; control over the preparation of a reserve of leading personnel; determination of the readiness of the reserve of managerial personnel for appointment to positions.

Table 7.11

Requirements for the post of leader

divisions

Talent pool plans can be drawn up in the form of replacement schemes, which take a variety of forms depending on the characteristics and traditions of various organizations. We can say that replacement schemes are a variant of the organizational structure development scheme, focused on specific individuals with different priorities. Individually oriented equivalent circuits are based on typical equivalent circuits. They are developed by HR departments under organizational structure and represent a variant of the conceptual model of job rotation.

Work with a personnel reserve in domestic organizations. Has a wealth of experience. Consider how it is carried out in Russian organizations.

The main criteria for selecting candidates for the reserve are: the appropriate level of education and training; experience in working with people; organizational skills; personal qualities; health status, age.

The sources of personnel reserve formation are: qualified specialists; deputy heads of divisions; grassroots leaders; graduates employed in production as workers.

Organizations have developed a certain procedure for selecting and enrolling in a personnel reserve group:

The selection of candidates should be carried out on a competitive basis among specialists under the age of 35 who have positively proven themselves in practical work and have higher education;

The decision to include employees in the reserve groups is made by a special commission and approved by an organization order;

For each employee (trainee), the head of the internship (main) and the head of each stage of the internship are approved, who draw up an individual plan for the internship at each stage;

Heads of interns included in the personnel reserve group receive material remuneration for the successful completion by the intern of the stages of the system of service and professional advancement;

The trainee is set an official salary corresponding to the new position he occupies, but higher than the previous salary, and he is subject to all types of material incentives provided for this position.

The duties of the trainee and the head of the internship are given in Table. 7.12.

On fig. 7.9 shows a scheme for organizing work with a personnel reserve in one of the domestic organizations.

7.6.3. Control over work with personnel reserve

All persons enrolled in the reserve are subject to registration in personnel services. The personal files of candidates for nomination are filed certification sheets, documents on advanced training, training in the IPK, on FPC, reports on the results of internships, characteristics.

In December of each year in all bodies executive power territorial and sectoral administration, an analysis is made of the placement of leading personnel, as well as the state of the reserve for promotion. At the same time, an assessment is made of the activities of each employee enrolled in the reserve for the past year, a decision is made to leave him in the reserve or to expel him.

An exclusion from the personnel reserve can be made due to unsatisfactory performance in the assigned area based on the results of certification, health status, retirement, etc.

Table 7.12

Responsibilities of the Intern and the Superintendent

What does talent pool mean?

The personnel reserve (CR) is divided into two types - external and internal. Usually this is a group of people who have been pre-selected for any position in the organization, more often in the position of middle or top management. Specialists are evaluated especially carefully, they identify personal, professional and business qualities necessary for the performance of official duties.

External talent pool consists of resumes of candidates who meet the requirements, so they can be invited at any time to a vacant vacancy. The main disadvantage of the database is that it becomes outdated, because people grow, develop, find work and no longer need your offers.

Reference: sometimes an external personnel reserve consists of specialists who from time to time participate in projects and perform certain tasks.

Internal personnel reserve- already employed employees who have high potential to career growth, have managerial skills. As a rule, these are long-term specialists who have managed to prove themselves and show their reliability.

Table. Comparative characteristics of internal and external sources recruitment

The internal reserve includes:

• highly professional employees with unique knowledge, capable of leadership, as well as professional growth in the horizontal direction (reserve key specialists);
• subordinates capable of demonstrating growth in the vertical direction (administrative staff);
• trained managers who can immediately take up their duties (operational staff);
• potential leaders (strategic pool of personnel).

The process of forming an internal personnel reserve takes at least 2 years, so it must be started from the day the organization was founded. Carefully observe all employees, make notes for yourself in order to move a specialist if necessary.

IN small companies a personnel reserve system is rarely created. Typically, employees are moved from position to position, or they accept relatives, friends or acquaintances into the company, while avoiding formalities - assessments, testing, etc. It should be noted that sometimes this threatens with serious problems, up to the closure of the company.

Goals and objectives of the formation of the reserve

The main task of the CD is to improve and stabilize financial position organizations. If there are "reserve" employees, the company is protected from unforeseen situations due to the absence of key specialists. Business processes go on as usual, customers are satisfied with cooperation, and business profitability does not fall.

The formation of a personnel reserve of the organization is also required to achieve other goals that the management faces. Usually, with the help of the “spare” base, they try to:

• reduce the number of errors in the selection and placement of personnel;
• adequately and slowly assess the staff;
• predict the need for employees;
• provide the company with a reserve of effective specialists who know how to develop the business in accordance with the approved strategy;
• retain and motivate talented leaders;
• reduce the cost of recruiting, adaptation of personnel;
• maintain a positive reputation.

Goals, objectives, desired result, mechanisms for the development of reservists, etc. write in the Regulations on the creation of a personnel reserve. Fix the sequence of each stage in order to reduce and facilitate the work of managers who will be involved in the formation of a personnel reserve.

Example Statement

The formation of the personnel reserve (FCR) of the organization takes place with the participation of higher authorities. We recommend adhering to the principle of openness and transparency. That is, do not hide from other employees that the selection of specialists in the Kyrgyz Republic has begun. It is possible that some will show themselves to achieve a promotion.

If there are not enough resources for the formation of the CD, involve third-party specialists from recruitment agencies who will take over some of the tasks or perform turnkey work. Stick to the given algorithm, make sure that not a single promising employee is lost sight of.

Stage number 1. Determine the need for reserve formation

The first stage is the most important, so it must be approached as responsibly as possible. If you do not pay attention to the nuances, the PKR process will be longer and more costly.

Before starting work on the formation of a reserve, identify:

• strategic and tactical personnel requests;
• the actual state of the CR, the degree of preparedness of employees;
• the percentage of reduction in the number of "reserve" employees over the past few years;
• the number of released administrative units that can realize themselves in other divisions;
• positions from which specialists can be transferred;
• persons responsible for working with the CR, placement of personnel.

Determine how much you can spend on the formation of a personnel reserve, coordinate it with financial director. If the budget is limited, it is rational to engage in the development of already employed employees, and not to select external specialists in the Kyrgyz Republic.

Stage number 2. Conduct the selection of employees for the reserve

The selection of employees takes a lot of time, since at this stage complex work consisting of complementary procedures. If several managers are working on CI, delineate responsibilities, define selection criteria.

In general, when selecting a pool of "spare" you need to:

• get acquainted with information from the personal files of employees, resumes, autobiographies;
• have a conversation with the reservists;
• simulate situations close to real working conditions, observe a person;
• evaluate the results of work for a certain period of time;
• analyze whether the qualities of the employee meet the requirements for the position.

The main goal to be achieved is to collect the largest possible amount of information about each employee, his personal, professional and business qualities, skills. Make a card with requirements and criteria so you don't miss important details when working with CR candidates.

Requirements for candidates for inclusion in the CR:

Download Sample

When selecting a reserve of personnel, determine the motives of potential employees, their goals and values. Do not immerse yourself in the study of unnecessary facts, personal life, because this information does not carry a special semantic load, but it takes your time to analyze it.

Stage number 3. Create a talent pool list

After evaluating the candidates, comparing them with each other, make a preliminary list of "spare". Divide it into 2 parts. To the first include workers who are assigned to the operational part, i.e. to replace key positions right now or soon. The second group includes those who will make up a strategic reserve. Usually these are young employees with leadership inclinations, who will gradually gain experience.

When compiling the list of reservists, adhere to the following rules:

• determine substituted positions according to the nomenclature of positions and staffing taking into account the hierarchy;
• indicate personal information about each staff unit;
• fix the time of enrollment in the Kyrgyz Republic;
• note the results of the assessment of qualities, write down suggestions and recommendations for self-improvement and development of the employee.

Make a personnel reserve for several years ahead. Submit the list to a higher manager for consideration - he has the right to cross out some persons if, in his opinion, they do not meet the necessary criteria. As the list becomes outdated, it needs to be updated. Delete departed and add new arrivals.

Important! When enrolling selected reservists, prepare a motion for promotion to a position if it becomes vacant. Submit the document to the director for approval.

Questionnaire of a candidate for the personnel reserve

Download form

Training and retraining of applicants

After screening out obviously unsuitable employees and enrolling promising specialists in the personnel reserve, start working with those who are generally suitable for positions, but need additional training. Choose the best program for them, taking into account the budget.

The following methods are usually used:

The training program depends on the current experience, knowledge of the reservist. When choosing it, think about what the employee needs to develop, whether the program will help achieve the desired result. If you are creating a talent pool to fill managerial positions, and there is no way to provide study leave, pay attention to remote programs. You can view the approximate content of some courses, find out the features of this form of education.

Answers to frequently asked questions

1. Whom to appoint responsible for work with the personnel reserve?

Usually, the management of the organization's personnel reserve is the responsibility of the head or an ordinary specialist of the service. IN large organizations create a special department. To achieve results in working with CR, connect to this issue direct supervisors and reservists.

There should be about 2-3 people for each position. Make a list, count the number of potential jobs.

3. How to inform staff about the development and implementation of the program?

Inform employees of plans to create a CR in writing or in person. Explain the goals and objectives of the program, convey its significance to employees and the organization as a whole. Please note that insufficient informing the staff about the innovation can cause negative rumors and concerns.

4. What are the methods of nominating candidates for the personnel reserve?

There are three main ways of nomination: direct supervisor, superior manager, self-nomination of an employee.

5. What are the possible problems when working with the personnel reserve?

The following errors are distinguished when working with CR:

• work goes without proper management support under pressure from the personnel service and the training department;
• financial constraints do not allow the use of a number of areas for training reservists;
• the reserve for filling managerial positions is formally drawn up;
• blurring of selection criteria;
• there are no clear criteria for evaluating reservists.

6. Is it possible to prepare a reserve for tops?

Yes, many companies train reservists specifically for closing top positions in the organization. The procedure for working with them differs in that higher requirements are imposed on specialists.

7. How to plan further work with the personnel reserve?

After a positive assessment of the readiness of the reservists, decide what to do next, for example:

• if there are open targeted vacancies, consider candidates for replacement from among successful reservists;
• plan and organize adaptation measures ;
• if there are no open vacancies at the end of the reservist training program, plan activities to retain promising employees.

As a result of the work done earlier on the creation and development of the reserve, implement the goals for which the CD was created, develop additional measures to retain valuable employees. Do not forget that talent pool management is not just a formal procedure, but a real job that needs to be systematically devoted to.

In the context of a global shortage of qualified personnel, the task of forming and managing a talent pool becomes relevant for most large companies. Like any process of personnel management, work with a personnel reserve is effective only when it is carried out in a comprehensive manner. In this case, the information system becomes indispensable assistant personnel services.

There are two main methodological approaches to providing a company with personnel at the expense of internal reserves:

Own personnel reserve management;
- Creation of a talent pool.

Both of these approaches are aimed at, on the one hand, minimizing the losses associated with the departure of key employees; on the other hand, to use the internal human resources of the company as efficiently as possible; on the third hand, to manage the motivation of promising employees through targeted work on their professional development and ensure career development.

With a built-in system of work with personnel, both the personnel reserve and the talent fund can serve as regular sources of recruitment. You can evaluate the effectiveness of using these tools using the Acquisition Cost Efficiency report.

Talent management

The concept of personnel reserve management involves the nomination of a "reservist" as a potential candidate for one or more positions and management of his preparation so that in the event of a vacancy in this position, an employee from the reserve can be automatically promoted to this position.

To solve these problems in 1C: and personnel management 8 CORP, the following features are provided:

Profiling the position and describing it through the relevant competencies;

Creation of a reserve for a key position and a description of the requirements for candidates for the reserve;
- evaluation of candidates with a comparison of the set of qualities of the candidate and those requirements that are necessary for the reserved position;
- assigning the candidate the status of "reservist" with assigning him to a specific position or several positions for which he can be considered;
- formation of the composition of the reserve from the company's employees, candidates, other individuals (for example, employees of competing companies);
- comparison of candidates for one position and selection of the most appropriate for work in the reserved position;
- conducting a “what if” analysis of personnel reshuffles based on personnel reserve data.

Using 1C: Salary and personnel management 8 CORP., an employee of the personnel service can:

Create a position for which it is necessary to provide a personnel reserve;
- describe the competencies that are necessary for the reservist to meet this position (the competencies may differ from those required for this position in the current mode);
- describe the formal requirements for reservists (gender, age, length of service in the company, etc.).

Based on these requirements and the data available in the company's employee database, the information system automatically proposes a list of employees most suitable for promotion to the personnel reserve for this position.

1C: Salary and 8 KORP allows you to select for the reserve not only employees holding full-time positions in the company, but also candidates from outside with whom the company is working and for whom the company's database contains the necessary information (for example, specialists working under a civil contract, students on an internship, candidates for open vacancies, etc.).

If necessary, summary information on to an individual in reserve can be printed.

The personnel reserve allows you to make additions and manually edit the list of reservists. An employee of the personnel service may, based on his own considerations or additional information, not included in the system, add an additional employee to the list or delete the one who was added automatically.

If an employee is removed from the list of reservists, the manager responsible for this decision, can contribute to information system comments about the reason for the deletion, which will then be automatically saved in the database, in the employee's personal data card.

The personnel reserve allows not only to add a candidate to the reserve, but also to show a possible sequence of personnel reshuffles after the selected reservist takes the vacant position, to display a list of possible replacement candidates for all reshuffles.

The talent pool report allows you to analyze the positions of the talent pool.

talent management

The concept of managing the talent pool (talent pool) involves the creation of a single fund of candidates with certain qualities that can be "grown" to a specific position if necessary. This approach does not require preliminary selection to the reserve for a specific position and the assignment of a reservist to this position.

As well as for the personnel reserve, 1C: Salary and personnel management 8 CORP. allows you to include in the talent fund not only employees who occupy full-time positions in the company, but also candidates from outside with whom the company is working.

To manage the talent fund 1C: Salary and personnel management 8 CORP provides employees of the personnel service with the following features:

Random selection and comparison of candidates from the talent pool with the requirements for a specific position;
- comparing the characteristics of candidates with the requirements of the vacant position to identify the maximum compliance with the position for which the vacancy is open.

Based on this information, an employee of the personnel service can build purposeful work with a candidate selected from the talent fund and plan the necessary activities for his professional development.

1C: Payroll and personnel management 8 KORP. allows you to maintain a list of persons included in the talent fund, as well as see summary information on the candidate placed in the talent fund.

A candidate may be removed from the talent pool, with information about the reason for the removal retained.