Prospective personnel reserve. Formation of a personnel reserve: step by step instructions

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 leaders are capable of making the right decisions and developing innovative strategic plans. Therefore, companies should pay great attention to 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:

The reserve of potential managers (employees for promotion) is a certain number of employees who, according to their professional and personal qualities at any time can be transferred to the planned leadership position.

Formation of a personnel reservemanagement team is one of the most important strategic types 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
• IN personnel reserve enterprises 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 Alexey Shirokopoyas, Expert in the development of managerial competencies. Trainer-consultant. Editor in Chief .

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 greatest strengths are identified, after which it is decided in which leadership position they will bring the greatest benefit.

In the vast majority of cases, companies use the traditional method of creating a managerial talent pool, as it is less time-consuming 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 attending useful events (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 assigned to one “middle-management” position.
• Principle of transparency and open list- provide an opportunity for any employee who wants to become part of the management personnel reserve of the enterprise, 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» — joining the organization's managerial personnel reserve should not be a reason for special preferences. These people should not arrange a preferential or privileged mode of work. It is 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 application good specialist even in the event that 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, 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 the future reservist must have without fail. You can use the example of the current leader in this work.

When embarking on direct selection, remember that the process must take place in an atmosphere of confidentiality. 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 employees. personnel service, 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 mistakes can be made:

• Insufficient balance in the structure of the personnel reserve (some levels of management among those enrolled in the reserve are missing)
• 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 best selected 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.

To date, in the sphere of provision of economic entities with qualified specialists, a dual situation has developed. On the one hand, the interest of applicants for work is much greater than the volume vacancies who can offer different Russian companies. On the other hand, it is rather difficult for HR specialists to find employees who meet all the criteria, since there are fewer truly qualified personnel than inexperienced and unprofessional ones. If they succeed, it is highly likely that, after a while, such an employee will quit, having become obsolete in this workplace. To solve these, as well as other problems, the formation of a personnel reserve of the organization will help. What does it give the manager, what goals does it pursue, where does it start and how is it carried out in practice? These and other questions are discussed below.

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

In today's market realities, the formation of a personnel reserve (hereinafter referred to as the FCR) is an effective tool for timely resolution of the issue of high-quality replacement of vacant positions. However, many managers are still not familiar not only with this process, but also with the very term "personnel reserve".

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

It is used in the following cases:

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

The target orientation of the FKR is as follows:

• Creation and maintenance of a positive image of the company;
• Prevention of the emergence of a crisis situation, which is a consequence of the dismissal of a leading staff unit;
• Prompt provision of a business entity with highly professional and efficient employees who are ready to work for the implementation of a specific internal strategy;
• Motivation of potential professional managers, increasing their responsibility and loyalty to the company;
• Minimize the cost of assessing and irradiating a new employee.

Principles of formation of a personnel reserve, its classification

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

The personnel reserve is classified as follows:

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

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

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

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

Advantages of the first type:

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

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

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

1. Depending on the type of activity - a reserve of development and functioning.

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

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

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

Algorithm for the formation of a reserve of personnel

Effective and effective FKR has a certain sequence, which implies the following steps.

1. Determine the need for staffing.

The preparatory stage, which reveals:

1. Selection of employees constituting the reserve

The stage implies the implementation of the following complementary procedures:

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

Thus, the selection of employees for the reserve begins with an interview, most often conducted by a personnel officer together with the immediate supervisor of the employee. It determines:

• the desire of the subordinate to work in a managerial position;
• the presence of appropriate skills (planning, prompt problem solving, discovery and use of reserves), his preparedness and education.

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

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

In the course of determining its prospects, one should take into account the period remaining before retirement, length of service and state of health, and hidden potential.

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

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

In practice, the stage is completed by various kinds of evaluation of replacement employees. The set of methods and assessment tools are extensive and are applied depending on the tasks set, as well as the available budget. The most requested are:

• psychological;
• evaluation center.

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

• employees take part in it at a convenient time for them;
• be tested at the same time a large number of subordinates;
• very efficient and affordable method.

In practice, it is applied after the staff has passed all stages of the assessment. During it, various work situations are simulated, which allows you to deeply assess the actions of candidates for the reserve of employees and demonstrate their level of development of competencies. It has been in existence since 1954. It was first included in its research program by AT&T Corporation. Over time, assessment centers have become an integral part of worker management practices.

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

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

1. Formation of the list of personnel reserve

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

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

One and the same person may be included in both lists at the same time.

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

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

The list is compiled by HR employees for several years (ideally 24 months) in cooperation with management structural divisions, after which it is approved by the relevant order of the company's manager.

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

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

1. Special training of selected personnel

The formation of the WRC list does not end there. In practice, further training and even training for selected employees is often required. For this, the optimal methods are selected, among which are:

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

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

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

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

• taking courses;
• receiving additional education;
• attending lectures, seminars, webinars, trainings, other training events;
• professional internship.

Regulations on the formation of a personnel reserve

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

Traditionally, it includes the following sections:

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

It should reflect the following questions:

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

In addition, the Regulation may contain all kinds of applications (a list of the rights and obligations of an intern required for the formation of a personal file of a subordinate document, etc.).

Benefits from the formation of a personnel reserve

There are several advantages to working with a talent pool.

Firstly, it is a financial benefit due to the minimization of costs for the selection, evaluation and adaptation of new employees.

Secondly, significant time savings, since vacancies are closed fairly quickly.

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

Fourthly, assistance in the career growth of subordinates, due to which their loyalty to the employer and a decrease in staff turnover are achieved - workers do not want to quit a company that promises such prospects.

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

Examples of talent pool

Youth personnel reserve

Consists of enterprising and promising university students who apply the acquired knowledge and skills in practice in order to improve economic situation at the micro and macro levels. They are given the opportunity to attend various events (trainings, conferences, master classes, etc.) in order to accumulate intellectual skills, as well as train in state authorities, banking institutions, and other state and non-state structures. This allows you to get efficient and highly qualified specialists in a short time.

State reserve

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

Personnel reserve of civil servants

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

government reserve

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

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

In general terms, the talent pool can be described as a group of specialists who meet certain requirements, have been selected and qualified, and are potentially ready to become leaders. The sources of the personnel reserve for managerial positions can be the heads of small branches and divisions, chief and leading specialists, young specialists who have successfully completed an internship, etc.

However, it is worth clarifying that, depending on the specifics and needs of the organization, the personnel reserve can be formed from employees of all categories. Large industrial enterprises often experience difficulties with the selection of highly qualified workers and prepare candidates for the vacancies of a foreman, senior foreman, shift or section supervisor, etc.

What are reservists for?

The personnel reserve at the enterprise works primarily to reduce staff turnover. In addition, it saves the company's resources that it would have spent on the selection, adaptation and training of new employees. Emerging vacancies are filled by already trained specialists motivated for development, and this also affects the overall level of staff qualifications. Among the goals of the formation of the personnel reserve of the organization, it is worth noting the continuity in management, increasing the loyalty of employees.

The personnel reserve helps to strengthen the corporate culture, which increases the personal responsibility of each employee for his area of ​​work and for the overall result.

"In a large manufacturing corporation, where I worked for several years, the talent pool was part of the Talent Management, the main task of which was to ensure that the required number of talents with the proper level of training were available to achieve the business goals of the enterprise. Directly the personnel reserve was formed in order to quickly and effectively replace senior positions. Three groups were distinguished: a mobile reserve (employees who are ready, among other things, to move to another city), a local general reserve and a local narrowly focused reserve (for unique positions),” says Olga Kutsko, a certified member of the CIPD Institute, a graduate of Nottingham Trent University 2014, experience Over 9 years of experience in HR.

Where to begin?

The decision to create a personnel reserve is made by the company on the basis of a thorough analysis of the business strategy of the enterprise. If the plans include the development of new markets, the launch of new projects, then the list of reservists is the best option for training personnel, it ensures the prompt filling of vacancies by internal candidates. If the course is taken to maintain stability, retain existing customers, then the logic of working with the personnel reserve should be different.

An important role is also played by the study of the causes of staff turnover: the most problematic positions, the portrait of those leaving and the reasons for layoffs are identified. The results of the data analysis help determine which employees are needed for such a position and identify the selection criteria for applicants.

In large companies, there are two areas of work: internal and external personnel reserve. The internal one is formed from working employees who are either ready to move to a new position or have the potential to develop the necessary competencies. The list of positions that can become a source of candidates for targeted vacancies is developed after analyzing problematic positions and / or prospects for the development of the enterprise.

The external reserve includes candidates who successfully passed the interview with HR managers, but for a number of reasons did not start working in the organization. Among the potentially interesting candidates, one can also take into account specialists whose data was obtained after analyzing the labor market in the industry of interest.

At the planning stage, it is also important to clarify how many candidates will be reserved for a particular vacancy. An excess reserve is fraught with certain risks, which we will discuss below.

How to evaluate candidates?

The company determines the criteria for selecting candidates individually for each of the vacant positions. At the same time, compliance with the maximum number of requirements can be regarded as a separately assessed indicator.

The selection criteria for the personnel reserve can be as follows:

• Age. For candidates for senior management positions, age up to 45 years is acceptable, and for future middle managers, a period of 30-35 years is considered the best. For job vacancies, the maximum limit will be 35 years.
• Education. Most often, enterprises exhibit as mandatory requirement higher education for managerial positions, special education for workers.
• results professional activity. The reservist must not only consistently fulfill his duties in full, but also be ready to show an increased result.
• The candidate's readiness for development is one of the most important selection criteria. The desire to learn, master new competencies, the ability to master new knowledge and technologies.
• Experience in a company in a basic position. This criterion is not mandatory for companies that actively use the external labor market in the search for candidates, that is, they form an external talent pool. However, for many organizations it is important to what extent a person accepts corporate principles and internal policies.

The list of requirements can be supplemented taking into account the industry specifics of the enterprise, the specifics of the position or corporate principles. For working specialties, this may be the minimum qualification level or the development of related specializations. For managers - mobility, the ability to change their place of residence, stress resistance, etc.

"In one of large companies for the repair of oil and gas and energy facilities, we are just implementing a project to create a personnel reserve. Key categories are foreman, senior foreman and shop manager. For these purposes, we are testing the methodology for identifying HiPo (high potential) in two areas - potential workers and foremen. Identification of promising employees based on three components: KPI analysis, feedback from the shop manager, and an annual interview with the employee, which included a competency interview. After analyzing the results, a list of promising employees will be approved. In the future, we plan to organize an Assessment Center based on SHL, conduct training, involve reservists in solving additional problems of production and the company as a whole,” Olga Kutsko shares her experience.

Candidates have been selected, what's next?

IN modern companies, which the formation of a personnel reserve is not for momentary vacancies, but conducts a phased training of promising personnel, the work plan with reservists is decomposed into several areas:

• an individual plan of professional growth for each candidate - depending on the starting level of training, experience, education;
• the necessary training and development of the qualifications of selected employees – these may be internal educational programs, internships or advanced training courses, for example, at a leading industry university;
• tracking and analysis of the development dynamics of each of the reservists.

“We have different employee training programs in our company. It all depends on what vector the specialist plans to develop. There are three options: leader, expert, manager. And for each direction, its own "stuffing" is selected: general developmental courses, professional programs and trainings. So, for line managers, in addition to specialized training, trainings to develop managerial skills are recommended. And the higher the level of the future leader, the deeper they are worked out. To train talented employees, we use internal educational resources and attract external experts,” said Natalia Sidorova, training manager at SKB Kontur.

An important role is played by assistance to the employee in the process of his entry into a new position. In order for the adaptation process to be painless, even at the preparation stage, it is necessary to include candidates in the enterprise management system at a new level. The recommendation is also valid for reservists of working specialties: mastering new functions and powers will facilitate the transition of an employee from one level to another.

Feedback from the candidate himself, from his colleagues and subordinates at all stages of training will help the HR specialist to draw conclusions about the correctness of the choice, adjust the training program.

Where can you go wrong?

During planning, pay attention first of all to the business strategy of the enterprise, calculate which of the key needs will be relevant in 3-4 years. Perhaps the position for which you are preparing candidates will be seriously modified during the growth of the company. To make forecasts, you can use information about competitors who have already passed this stage of business development, industry analytics.

Risks in the formation of a personnel reserve are also associated with a situation where a person is listed in the personnel reserve for a certain position for too long, for example, if the company's growth dynamics was incorrectly calculated or the reserve was excessive. The employee does not see immediate prospects for career growth and loses interest in further improvement and training. The second option - the applicant "outgrows" the proposed position. In both cases, there is a risk that a trained qualified specialist will accept the offer of competitors.

What about documents?

All work with the personnel reserve, starting from the planning stage, is regulated by the local normative act. This may be a position on the personnel reserve. In it, be sure to write down the goals and objectives of this area of ​​​​activity, the procedure for the formation of a reserve of personnel, selection criteria and the organization of work with reservists.

TO this document samples of internal documents are compiled as attachments, for example, a questionnaire for a candidate, a feedback form from his manager, etc.

Arrange the appointment or transfer of an employee from the personnel reserve in the usual manner, through the orders of the head, changes in work books and personal cards.

We will talk about how to automate work with a personnel reserve with the Kontur-Personnel program in the next article.

In any field of activity there is always competition. Leading organizations are, as a rule, those that have competent leaders. To effectively manage the activities of the company, to take right decisions, deploy innovative technologies, the boss must be educated, responsible, able to think analytically. Therefore, the management of the enterprise should pay great attention to the formation of the company's personnel reserve.

Why does a company need a talent pool?

IN personnel reserve include those who meet the selection criteria for the position of the head, have the appropriate qualifications and can become the head of the company. It is possible to form a reserve of managers from among the heads of departments and branches of the organization, leading specialists, young personnel, provided that they successfully complete an internship, etc.

It should be noted that an employee holding absolutely any position can be put at the head of the company. It depends on the field of activity of the enterprise, its needs. It is often quite difficult to find a person with the required qualifications for a managerial position. On large industrial enterprises for this position prepare foremen, heads of sections or shifts.

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We published in the article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to give the task correctly so that it is completed, and how to control staff.

The goal of the company's personnel reserve is to reduce turnover. Also, the formation of a team of specialists from among the employees of the enterprise is aimed at reducing the cost of attracting employees from outside (their search, adaptation, training). When vacancies appear, they are filled by people from among trained employees. At the same time, employees improve their skills, succession of management is achieved, and staff loyalty increases.

The corporate culture in the process of forming a personnel reserve is being strengthened. At the same time, employees become responsible not only for the fulfillment of their tasks, but also for the achievement of common goals.

The decision to create reserve personnel should be taken after analyzing the company's strategy. If the company seeks to expand sales markets, explore new ones, plans to launch innovative projects, then the creation of a reserve is simply necessary for him. Since this will allow you to quickly fill vacant positions with trained and adapted specialists from among the company's employees. If the main tasks of the organization are to maintain the stability of production and sales, to consolidate in the sales market, then work with the personnel reserve should be different.

It is also necessary to find out for what reason this or that vacancy is free. It is necessary to identify those positions in which the turnover is most pronounced, to characterize the employees leaving the company, to identify the reasons for their departure from the company. Based on these data, it is possible to determine what qualities applicants for a particular position should have, according to what criteria should be selected.

In addition, it should be borne in mind that the inclusion of an excessive number of candidates in the personnel reserve is undesirable. Therefore, the number of reserved employees should be determined at the planning stage.

Formation of a personnel reserve: pros and cons

Advantages of creating a personnel reserve:

• financial savings (no need to look for and train a person from the outside);
• saving time resources (the ability to quickly close vacancies);
• high qualification of trained employees;
• the ability to support and promote company employees, which is a motivation for them: a person is more likely to stay in the organization if he sees the prospect of professional and career growth for himself;
• the employee adapts more easily, because he remains in the same team;
• a person knows the organization well, is familiar with the policy of relations between employees, so it is easier for him to get used to a new position.

Minuses:

• the need to spend time and money on the selection of candidates and their training;
• workers have to work in an enhanced mode (perform their duties and study at the same time).

The process of forming a personnel reserve can be complicated by resistance on the part of those employees for whose positions candidates are selected and trained. The reason for this reaction is the fear of losing one's place.

Types of personnel reserve: internal and external

Interior the reserve is created from among the employees of the enterprise. It is operational and strategic.

The operational reserve includes those who can fill a vacant position without undergoing training. It can be:

• various specialists;
• line managers;
• middle managers;
• top managers.

The formation of a strategic reserve involves a long-term training of employees for work in positions that will become vacant within 1-2 years.

The internal pool of personnel should be updated regularly. New candidates are included every year at the beginning of the fourth quarter.

In external personnel reserve includes:

• those who successfully passed the interview in HR agencies, but could not be accepted into the organization due to the lack of vacancies;
• Candidates identified through a labor market analysis conducted to find industry leaders.

The external reserve of specialists also needs to be updated regularly, including new candidates based on the results of the interview. To ensure the possibility of alternative replacement of vacancies, several people should be trained for each position. In addition, one specialist can apply for more than one vacancy. Information about how the personnel reserve system works, how you can build a career at the enterprise, who is included in the personnel reserve, is available to everyone and should be posted on the company's website.

Methods and principles of personnel reserve

Traditional The idea of ​​a talent pool is that a company is preparing a specific person to take on a specific position. For example, it may be decided to replace the management staff hired from the outside with their own employees, for which their training is organized.

Modern the system for creating a reserve of specialists works differently. To form a reserve of highly qualified employees, it is necessary to identify the most capable, promising employees and invest in their development. Observing their activities in the main workplace, we can conclude what qualities and skills they have the most developed. Based on this, determine in which position they will more fully manifest themselves.

As a rule, enterprises use the traditional system to form a personnel reserve for managerial positions, since it does not require significant investments.

However, when creating a provision for any of the above methods, you must adhere to the following principles:

1. Planning. The need to replace the management team should be assessed objectively, taking into account financial position company and its possible changes.
2. The unity of training specialists for any managerial position.
3. Continuity of learning. It is necessary to prepare the candidate constantly. Training can last several years and include, among other things, self-education, the application of acquired knowledge in practice in the process of work, participation in industry events, trainings, courses, etc.
4. Training of a larger number of specialists for one place (within the framework of existing standards). This is due to the risk of missing out on a capable worker. It is recommended to train no more than 3 employees for the position of middle manager.
5. The possibility of getting into the personnel reserve of any employee of the enterprise. To do this, it is necessary to clearly identify the criteria that it must meet. Employees should also be given the opportunity to participate in the selection again.
6. The absence of any privileges and changes in the mode of work for a person included in the personnel reserve. The organization should only provide him with the opportunity to grow professionally and improve his skills.
7. Direct interaction of the current authorities with applicants for leadership positions in the preparation of the personnel reserve.
8. Privacy and ethics. It must not be allowed that after the entry of one of the members of the reserve into office, the other candidates feel unnecessary.
9. Opportunity for employees of the company at any time to assess the degree of compliance of selected candidates with the requirements for them.

Based on what criteria is the formation of the personnel reserve of the organization

The criteria that must be met by employees applying for a place in the personnel reserve are set separately for each position.

The main selection criteria are as follows:

• Age. Senior management positions can be held by employees no older than 45 years old, the preferred age for middle managers is 30-35 years old, and persons under 35 years old are accepted for the position of workers.
• The level of education. As a rule, to become a leader, you must have a completed higher education, and in order to get a job as a worker, a specialized secondary education is enough.
• The success of the employee in the current workplace. The candidate must not only cope well with his duties, but also be able to show the best result, take the initiative.
• The desire of the reservist to develop. This is one of the main criteria. Preference will be given to an employee who has a craving for knowledge, a desire to develop, master new technologies.
• The duration of the candidate's work at the enterprise. It is important for those organizations that form an internal reserve. In this case, it is assessed whether the employee follows corporate principles, whether he shares the policy of the enterprise. If candidates are sought in the external labor market, this criterion loses its significance.

The list of criteria can be expanded depending on the scope of the organization, the nature of the position, etc. For example, applicants for the position of a manager may be subject to such requirements as readiness for business trips and to change their place of residence, resistance to stressful situations. Workers will need to provide proof of availability qualification category or learn a related specialization.

The procedure for the formation of a personnel reserve

Stage 1. We determine the goals and objectives of creating a reserve of personnel

The most important step in which management must answer the following questions is:

1. What is the personnel reserve of the organization for?
2. How should candidates be selected and further trained and educated?

The answers to these two questions determine the nature of the company's further activities in the formation of a team of reservists.

When setting goals and objectives, it should be understood that the creation of a reserve should not become an unnecessary waste of time and resources. With the help of it, the company's management should carry out personnel management. In addition, the formation of a personnel reserve will help save funds that could be used to search for candidates for senior positions in the external labor market, to adapt and train new employees. Also, the presence of a personnel reserve at the enterprise motivates employees to achieve best results activities, on which the development of the entire company depends. Therefore, the goals and objectives of forming a team of reserve specialists should be clearly formulated and brought to the attention of all personnel of the organization.

This stage implies the need to develop the basic rules and principles in accordance with which the personnel reserve will be formed:

• the procedure for the selection of candidates;
• the principle of forming a group within the reserve;
• composition and powers of members of the commission for work with the reserve group;
• the basis for the inclusion of candidates in the list of reservists;
• the reason for exclusion of the employee from the reserve group;
• the procedure for appointing a reservist to a vacant managerial position.

In addition, there should be a program vocational training reserve members.

All these principles should be contained in the provision on the personnel reserve. It is an internal document of the organization, which describes the process of creating a reserve group of specialists and regulates work with it at each stage.

Stage 2. We determine the number and form job structure personnel reserve

The leadership of any enterprise is limited by certain limits. When forming a reserve group, it is necessary to identify what is the organization's need for specialists of a particular profile in the near future and in the long term. In doing so, the following factors must be taken into account:

• whether new leadership positions will be opened;
• how many vacancies can be released due to the dismissal of employees for various reasons.

First you need to identify which positions are key. This can be determined by the influence of the activities of managers on the results of the work of the entire enterprise. It is recommended to select two reservists for each position. In this case, the risk that the vacancy that has appeared will remain unfilled for a long time will be reduced, since the only candidate will not be able to take office due to any circumstances. In addition, the employees in the reserve group will compete with each other, and this will lead to high results. However, you should not form too large a reserve, as it is difficult to work with it. At the same time, with an increase in the number of candidates, the probability of their appointment will decrease, and the motivation to work will be reduced.

Stage 3. We determine the qualification requirements for employees and develop competency models for management positions in the reserve group

Often, when appointing heads of departments, company managers argue as follows: “He is a qualified specialist, he does his job perfectly, so he can manage the entire department.” This approach is fundamentally wrong. A candidate for a leadership position must not only be a professional in his field, have the appropriate qualifications, but also have the qualities of a leader, management skills in order to be able to organize the activities of a group of people and successfully manage it. Otherwise, a great specialist can become a worthless leader. Therefore, the creation of a personnel reserve should begin after determining the criteria by which it will be evaluated whether a candidate is suitable for this position or not. These criteria are:

• Qualification requirements for a candidate for a specific position: the level of his education, work experience, possession of the necessary knowledge and skills.
• A competency model for a specific leadership position or for all management positions in a company. If the organization does not have such a model, it is recommended to create it at this stage. It will allow assessing the compliance of all candidates according to one scheme, will help to identify their strengths and weak sides, draw up an individual development plan for each reservist. The competency model can be developed both by the organization itself and with the involvement of consulting agencies. When developing it, one should take into account the specifics of the activity in a particular position of the head. This model should include no more than 8 core competencies, the level of development of which must be determined in accordance with a special development scale.

Stage 4. We select candidates for the personnel reserve of the enterprise

Currently, various methods are used to assess the compliance of employees with the requirements. Some organizations conduct performance appraisals of their workers every year, and based on the results, a decision is made on who can be included in the reserve group. In this case, a person may not know that he became a reservist. Other companies consider it necessary to develop and implement a special procedure to assess the potential of employees, and apply it to form a talent pool. The most effective system used to select workers for the reserve is the Assessment Center method. Some companies have experience with this method, and their HR staff say that using it can achieve the validity of the results up to 70% and even up to 90%. This is possible due to the following features.

Such an assessment of the talent pool involves the use of several technologies in combination. Each applicant is given a "volumetric assessment" based on the results of various tests, assignments in a group and individually. Simulation of various situations that arise in the course of work can also be used. In addition, there are role-playing games and competency interviews.

The assessment determines whether an employee has certain abilities and how developed they are. In order for the results to be objective, it is necessary to develop an assessment scale in advance and define indicators of behavior. The criteria by which candidates are evaluated are created on the basis of a competency model for a specific position or a single competency model for the company's management.

The assessment center method involves not only an assessment of the employee's theoretical knowledge, but also an analysis of his real activities, ascertaining the ability to make the right decisions in various situations.

The usual certification of workers takes 1-2 hours, and according to the Assessment Center method, employees are usually evaluated within 2 days.

To conduct an assessment center, it is necessary to create an expert group. Usually, it includes not only representatives of the top management of the organization, but also specialists from various consulting agencies. This eliminates the possibility of subjective evaluation of candidates. After the assessment center is conducted, a group of observers draws up a conclusion on the compliance of all tested employees with the requirements put forward. It is based on the results of passing all the tests.

The candidate who participated in the assessment center, after summing up the results, receives information about what his strengths are, whether he can grow professionally, whether he needs additional training.

The company's management also determines whether a person seeks to improve his skills, whether he wants to make a career in the company.

For each reservist, an individual development plan is drawn up based on the results of his assessment. This plan is developed by the candidate's supervisor and HR.

Expert opinion

An example of a talent pool formation program

Vasilina Sokolova,

Deputy Director for Human Resources at VseInstrumenty.ru, Kovrov (Vladimir Region)

Two years ago we decided to create a reserve group of employees. A special program was launched, the personnel reserve was called "Guardians of the Galaxy". The aim of this program was to identify the most valuable employees and their preparation for leadership positions. The program was designed for a year. For its implementation it is necessary to go through two stages.

Stage 1. Participant Selection

The workers were invited to become members of the reserve group and undergo training. For this, an application had to be submitted. Persons who had worked in the organization for at least 6 months were allowed to participate. Those who wished were informed that the training would take place in their free time, and this should not be reflected in the results of their activities. The selection was carried out in two stages.

Testing on the studied books. Candidates had to read 6 books within a month, which must be in the program of basic education for managers (in our opinion):

• "45 manager tattoos»,
• "Time drive. How to manage to live and work,
• "Bringing Happiness"
• "Good to Great"
• "Hard Management"
• "The book of the manager VI.ru".

The latter was written by the staff of our organization and is based on the experience of the management team. It describes the principles of leadership in setting goals and objectives, tells how to properly manage time, organize feedback, etc.

When testing on the materials of these publications, employees could be asked the following questions:

1. What is "kairos"? Give three real life examples.
2. What are the most important functions of a leader?

180 people applied for participation in testing. Of these, 67 employees passed the first stage of selection. The main mistakes were the inability to clearly articulate their thoughts and inattention. Some candidates had not read the books at all and therefore could not answer the questions.

The second stage of selection is writing an essay on the topic “Why am I worthy of a place in the personnel reserve”? Its volume is more than 1000 characters. The essay was evaluated by the head of our organization, the managing partner and myself. In addition, we interviewed the immediate superiors of all applicants and found out whether they show initiative, whether they strive for development, whether they take part in new projects. It turned out that all the candidates had recently taken various training courses, they were awarded the title the best worker month. We considered all the essays satisfactory, and therefore it was decided to enroll all applicants in the reserve group. This stage lasted for 14 days.

Stage 2. Talent pool training program

During the training process, we organize meetings with the owners of the organization, top managers, invite trainers and those who were able to create successful business. Recently, a meeting was held with Mikhail Dashkiev, who runs the Business Youth company. The reservists learned how he understands leadership, what approaches to doing business exist, how to organize effective sales. At the first meeting with the students, the head of our company told them about the responsibility.

Training takes place once a month. In the classroom, members of the personnel reserve perform tasks, play out various situations that may arise in the course of work. They also have to do their homework. For example, after the first lesson on responsibility, the whole group was divided into teams of 8 people. Each of them needed to develop some new positive habit. It could be a morning run, a douche, etc. Every day, employees had to send a message to the phone of the head of the company that they were fulfilling their obligation.

Among other things, a lesson was held on motivation. Afterwards, the participants were asked to watch the movie Coach Carter. At the next seminar they were asked questions about it.

Teams are formed every time different. This allows you to share knowledge with big amount person, communicate with colleagues from other departments. After the final lesson, the "guards" were given individual tasks. It was necessary to develop a project to improve the performance of the company in a certain area. It was also envisaged to defend these projects before the top managers of the organization.

Those wishing to get into the personnel reserve of employees had to follow the accepted rules:

• do not be late for classes;
• do homework on time; otherwise, the person was not allowed to the next seminar;
• do not miss classes for unexcused reasons.

Seminars are held at the main office of the organization on weekends. They start in the morning and end in the evening. Some of the reservists are employees of the company's branches located in other cities, so they have to come for training.

In case of non-compliance with the established rules, the expulsion of candidates from the personnel reserve is provided. So far, no one has dropped out of our group.

Interaction with the top management of the company and top managers motivates employees to work for better results. Reservists take an active part in the training of employees of the organization, popularize the values ​​of the company. 6 months after the start of the Guardians of the Galaxy program, three reservists received more than high position, and one of them is developing a new line of business.

How to organize the management of the company's personnel reserve

How to manage the talent pool when the group has already been formed, the list of reservists has been approved, and individual development plans have been developed?

Training of the personnel reserve is carried out according to a special program. It consists not only in the study of the materials of individual plans, but also in the passage of various specialized training courses.

There are business training companies that provide services for the development of specialized professional development programs aimed at improving the talent pool. These programs involve business training, various seminars and internships and are developed for each reserve group separately. When compiling these programs, the level of knowledge of reservists in a particular area is necessarily taken into account. Candidates may be offered several training modules, after passing which they will acquire the necessary for effective management knowledge and skills.

The training program for members of the talent pool may also include the following methods:

1. The interaction of the reservist directly with the head, for whose position he applies in the future.
2. Work in temporarily vacant managerial positions (if managers are on vacation or on a business trip).
3. Internship as a manager.
4. Participation in projects and execution of instructions given by the immediate supervisor.
5. Attendance at meetings, membership in working groups.

It is necessary to regularly check the results that reservists achieve in the process of training according to individual plans and according to a specialized professional development program. At the same time, the degree of their participation in various activities that are associated with the position of head should also be assessed. The HR service is engaged in such an assessment of candidates, as well as the immediate supervisor. The duties of the commission that works with the reserve include an annual review of the knowledge and skills acquired by employees in the process of training. According to the results of its commission can:

• leave the candidate in the reserve group;
• recommend the employee to engage in additional activities, while reviewing and adjusting the individual development plan;
• exclude a reservist from the team due to non-fulfillment of the individual development plan within the time frame of the program.

When it is necessary to appoint one of the members of the reserve group to the vacant position of the head, the results of their implementation of the individual development plan, the level of their professional knowledge and skills, the types of competencies and the degree of their development are evaluated. The evaluation results are compared with the requirements for a vacant position.

It is worth noting that it is necessary to timely appoint members of the personnel reserve to vacant managerial positions. During the training, employees acquire a lot of knowledge and practical skills. They need to feel that the company is needed and know that their promotion to a higher position is quite realistic. Otherwise, they may move to another organization, where they will be given the opportunity to realize the accumulated potential.

How to evaluate the effectiveness of the talent pool

Efficiency mark personnel reserve training is carried out according to the following KPIs:

• how many reservists left the organization own will;
• how many candidates were able to advance career ladder during the project;
• how many projects were proposed by members of the first group;
• how many projects were defended and implemented by members of the first group;
• how much the level of core competencies has grown.

The personnel reserve should include employees who have a real prospect of promotion or their area of ​​responsibility can be expanded.

How to increase the effectiveness of the personnel reserve

Tip 1. The members of the reserve group need to develop leadership skills

To do this, you need a model of an ideal leader. For example, he should develop the following competencies:

• understanding of the business as a whole and excellent knowledge of all individual processes;
• ability to make decisions in uncertain situations, in changing conditions;
• ability to delegate authority;
• willingness to invest effort and resources in the development of subordinates.

To develop the necessary qualities of a leader, it is necessary to conduct trainings, teach how to make the right decisions and work in an uncertain situation. Reservists will benefit from choosing a mentor.

There is another way to develop the necessary skills - you should communicate with representatives of the management team who have the competencies that make up the model of an ideal leader.

Tip 2. Functional workshops should be organized

Employees, as a rule, do not know the specifics of the work of all departments of the company. Functional workshops are created to get acquainted with the activities of various departments (sales, marketing, legal, financial, etc.). Reservists themselves must be appointed responsible for the organization of these workshops. They will study the necessary topic, tell what tasks this or that department performs, how it interacts with others, what are its KPIs. This will allow you to delve into all the processes taking place in the company and get an idea about the work of the organization as a whole.

Tip 3. The members of the reserve team should take part in real projects, not fictional ones.

So that candidates have an incentive to develop and achieve high results they must participate in solving real problems. They can be instructed to develop the concept of an online store, create a map of business processes. In addition, employees can take part in compiling a list of required competencies for each position, in formulating the basic principles of working with clients.

The candidate must choose the project he will work with, or propose his own, justifying its relevance. It also provides for the protection of the project before the top management. The company in this case wins, as the ideas are implemented even before the specialists are fully trained.

Expert opinion

6 rules for effective work with the talent pool

Alla Bednenko,

Director for Human Resources and Organizational Development, Ekonika, Moscow

Rule 1 Provide necessary information to employees

Employees need to be provided with information about opportunities for professional growth in the organization and the necessary components for moving up the career ladder. In our company, this problem was solved in the following way:

• we have placed all the necessary information about the personnel reserve training program in a special section on the website, everyone can get acquainted with it;
• produced posters containing information about career opportunities in our company and placed them in every store;
• published booklets for new employees, which contain information about the prospects for work in the organization; it is also included in introductory training programs.

Members of the reserve group have access to information about emerging vacancies and can participate in competitions for their replacement.

Rule 2 Allow employees to take the initiative

Each employee can become a member of the personnel reserve of our organization. To do this, you must fill out a form on the site. Applications are reviewed as they are received and the results are communicated to the applicant by the Training Manager of the Training Department.

Rule 3 Develop an employee evaluation system

Basically, employees are accepted into the personnel reserve based on the results of their assessment, which is carried out once every six months. In the questionnaire, the candidate must indicate in which areas he would like to develop. If we are satisfied with the results of the assessment, we invite the person to an interview to find out what motivates him to study and move up the career ladder.

Rule 4 Conduct individual sessions with employees from the personnel reserve

We draw up individual development plans for each member of the reserve group, which involve participation in trainings held in training center, lessons with a mentor. In addition, we provide materials that the employee must study on their own.

The individual development plan includes a list of the skills, knowledge and skills necessary to occupy the desired position. It also notes the level of development of competencies before the start of training and after (usually after six months of training).

Responsibility for the training of the reservist rests with his immediate superior. His responsibilities include monitoring the implementation of the individual plan, monitoring the implementation of tasks and attending all trainings and seminars. When the development program is completed, we evaluate the level of training of the employee and, based on the results of the assessment, either recommend continuing the training or make a decision that he can take a leadership position.

There were cases when an employee in the process of preparation realized that he could not fulfill the program of an individual plan. He eventually left the reserve team.

Rule 5 Maintain information about members of the talent pool

We are filling in the personnel reserve efficiency table. It contains the following information:

• FULL NAME. each candidate;
• the level of education;
• date of employment in the organization;
• information about completed training, etc.

In addition, we note which reserve the candidate falls into: long-term or short-term.

Short-term includes reservists who are excellent professionals and are able to take a leadership position without passing special training and learning.

Those who have the potential to be unlocked are included in the long-term reserve. Such candidates need to be trained.

As the talent pool develops, we are making changes to the table so that the information is always up-to-date, and we can use it if it is necessary to appoint one of the reservists to a vacant managerial position.

Rule 6 Don't Let Leaders Sabotage the Talent Pool Program

Currently, not all vacancies in our company are occupied by reservists. However, we are striving for it. For example, the heads of all departments do not have the right to appoint a person who is not a member of the reserve group to any position. If they want to nominate an employee who is not included in the reserve for the position of the head, then the decision is made by the training department after its evaluation.

Work with the personnel reserve without errors

When planning the creation of a personnel reserve, consider the goals that the company sets for itself. It may happen that in a few years the position for which you will train employees will change dramatically. Therefore, it is recommended to make forecasts, information for which can be taken from analytical research data for the industry, as well as from competitors who have passed this stage of business development.

There are other risks when creating a personnel reserve. If a candidate has been on the list of reservists for a long time, and he is not appointed because the number of candidates is excessive or an incorrect forecast was given for the development of the organization, then he may lose interest in further training and growth. In addition, the candidate may "outgrow" the proposed position. In such situations, it is possible that an employee may move to work in another organization if he sees more prospects for career growth there.

Information about experts

Vasilina Sokolova, Deputy Director for Human Resources at VseInstrumenty.ru, Kovrov (Vladimir Region). The field of activity of VseInstrumenty.ru LLC is the sale of tools, garden, climate and power equipment, construction equipment, machine tools, etc. The number of personnel - 1200 people. Annual turnover - 7 billion rubles. (for 2015). Quantity retail stores – 173.

Alla Bednenko, Director for HR and Organizational Development, Ekonika, Moscow. The field of activity of Ekonika LLC is retail shoes and accessories. Part of the Novard group of companies. Number of staff - 1300 people. The number of stores (caskets) is more than 160.

Currently, interest in the personnel reserve has resumed due to the fierce competition for qualified personnel. Companies know firsthand about the shortage of experienced managers and specialists, and according to forecasts, the situation on the labor market will only worsen over time.

This trend dictates its own rules: the principles of working with personnel need to be revised. The material motivation of employees is no longer the main argument for retaining professionals. The real "staff shortage" of middle managers, the dismissal of key employees due to the impossibility of growth and a decrease in interest in work, the loss of motivation by ordinary employees - these are the realities. There is a way out: to respond in a timely manner to changes in the external and internal environment, forming a personnel reserve. Of course, the personnel reserve is not a panacea for all ills, but this tool will help to cope with many problems in personnel management.

What is a personnel reserve and what tasks can it solve?

The personnel reserve is a group of employees who are potentially capable of managerial activity, who meet the requirements of the position, who have been selected and who have undergone targeted qualification training.

The creation of a reserve group will ensure continuity in management, increase the level of readiness of employees for changes in the organization, their motivation and loyalty, which will lead to a decrease in the level of staff turnover and overall personnel stabilization. The presence of a personnel reserve allows you to significantly save financial and time resources in the selection, training and adaptation of key employees, which is also important.

Where to begin?

Work on the formation of a personnel reserve requires systematic and systematic preparation. First, it is necessary to analyze the existing problem areas in personnel management. The most common methods are staff turnover analysis and socio-psychological research in the company. Based on a detailed study of personnel and accounting documentation, it is possible to determine not only the level of staff turnover in the company as a whole, but also problematic positions, the cyclical nature of layoffs, the social and psychological portrait of the employee leaving, which will allow us to analyze the causes of the current situation and outline priority tasks.

Socio-psychological research, personnel surveys in certain areas will allow us to analyze the current situation both in the company as a whole and in its specific divisions, determine the level of loyalty and motivation of personnel, job satisfaction, analyze the features of communication within the company and understand the main reasons for staff dissatisfaction.

It may be useful to invite external experts in the field - this will allow you to look at many actual problems from outside or change the strategy of personnel work. A detailed and qualitative analysis of problem areas in personnel management will make it possible to determine a model for creating a personnel reserve that would meet the priority tasks of the company at the moment.

There are several models for the formation of a personnel reserve:

1. Making a forecast of expected changes in the organizational and staffing structure. The reserve is formed in accordance with the need to fill vacant positions for a certain period of time. Most often, the planning period is 1–3 years.
2. Identification of key positions in the company and the formation of a reserve for all management positions, regardless of whether it is planned to replace the employees occupying them.

The choice of option is based on priority tasks, as well as financial and time resources. The first option is less expensive and more efficient in terms of implementation time, the second option is more reliable and holistic. At the same time, the choice of the second option does not exclude the preparation of a forecast of possible changes - this procedure can be included as a stage in the process of creating a personnel reserve.

There are several options for forming a personnel reserve, and principles of work with personnel reserve remain common:

• Publicity. Information for employees included in the personnel reserve, for potential candidates, as well as for positions to be filled and prospective positions should be open. Only in this case it will be possible to create a system that will work to increase the motivation and loyalty of employees to the company.
• Competition- one of the fundamental principles of the formation of a personnel reserve. This principle implies the presence of at least two, and preferably three candidates for one leadership position.
• Activity. For the successful formation of a personnel reserve, all persons interested and involved in the process must be active and proactive. IN more this applies to line managers who are responsible for nominating candidates for the talent pool.

After determining the way and principles for the formation of a personnel reserve, it is necessary to develop a list of reserved positions and criteria for selecting employees for the reserve. The company itself can determine by what criteria to select reservists. The criteria may be the same for all positions included in the personnel reserve, or may be supplemented depending on the reserved position.

Prior to the formation of the personnel reserve, a list of basic positions is developed for each reserved vacancy. Compliance of the candidate with the requirements of the basic position may be a separate selection criterion. It is also necessary to immediately determine the maximum number of candidates included in the reserve for each reserved vacancy.

Selection criteria in the personnel reserve can be the following.

• Age. The recommended age of employees considered as candidates for a mid-level managerial position is 25–35 years. This is due to the level of professional life experience, presence higher education. It is noted that it is at this age that an employee begins to think not just about professional development, but about personal self-realization, long-term career plans. Thus, enrollment in the personnel reserve can be an incentive to professional development and increase work motivation. It is not recommended to include employees older than 45 years in the reserve of senior managers.
• Education. This criterion characterizes the possible level and specifics of the candidate's education. The recommended level of education for a middle management position is higher, preferably professional. As reservists for the positions of top managers of the organization, it is better to consider employees with higher education in management, economics and finance.
• Experience in the company in a basic position. Many companies prefer to include in the talent pool only candidates who have gained professional experience in the organization. Others prefer professionals, and where the experience was gained is not important. This criterion reflects the basic principles of the corporate culture of the organization and must comply with the standards adopted by the company.
• Results of professional activity. A candidate for inclusion in the personnel reserve must successfully fulfill his duties in his position, show stable professional results, otherwise his enrollment in the reserve will be of a formal nature and demotivate other employees.
• The desire of the candidate for self-improvement, career development- most important criterion selection. Lack of desire and professional limitations can become the main obstacles to inclusion in the personnel reserve, despite the candidate's full compliance with the requirements of the reserved position according to other criteria.

The list is not limited to the listed criteria. Each organization can supplement or reduce it in accordance with the tasks solved with the help of the personnel reserve and the established norms of the corporate culture. If the selection criteria are defined, the lists of reserved and basic positions are compiled, then it is necessary to determine the procedure for the formation of a personnel reserve.

The process of forming a personnel reserve

Step 1. Nomination of candidates based on the criteria and principles of formation. Responsible for the nomination of candidates are their immediate supervisors, personnel officers may also participate in this process. The best option is when a line manager is responsible for promoting employees to the personnel reserve, since it is he who can most adequately assess the potential of an employee.

Step 2 Formation of general lists of candidates for the personnel reserve. The lists are formed by HR employees based on the views of line managers.

Step 3 Psychodiagnostic measures to determine the potential of candidates for the reserve, leadership qualities, psychological, individual characteristics, level of motivation and loyalty, as well as true attitude for enrollment in the personnel reserve. For this purpose, they can be used various methods. The most effective are interviews and evaluation business games, and the most economical in terms of time and questionable results are psychological testing. Based on the results of these events, personal and psychological characteristics, recommendations and forecasts are compiled. This stage involves artificial (according to the results of psychodiagnostic measures and tests) and natural screening, when the candidate for some reason himself refuses to be enrolled in the personnel reserve.

Step 4 Formation of the final (or updated) lists of employees enrolled in the personnel reserve, with an exact indication of the reserved position.

Step 5 Approval of the lists by order of the general director of the company. Of course, the process of forming a personnel reserve can be modified. The number of stages may vary due to the chosen model of creating a reserve for a particular company.

After defining and approving the formation process, it is necessary to think over the basic principles and system of work with the personnel reserve.

The main tasks to be solved in the process of training reservists

1. Development necessary qualities to work in a reserved position.
2. Obtaining the necessary knowledge, skills and abilities necessary to perform the intended functions.
3. Gaining practical experience in applying knowledge, skills and abilities in real conditions (replacement of the head during vacation, internship).
4. Strengthening the positive image of reservists.
5. Raising the status of reservists in the company.

To achieve these goals, an individual development program for an employee is being developed, which may include advanced training, obtaining a second higher education and an MBA, passing trainings, and internships. The company creates a training program implemented by internal or external forces. The main principles of learning are individuality and practical significance, i.e., the training program should take into account the results of psychodiagnostic measures and tests, the specifics of the reserved position, the length of service and work experience of each of the employees, their needs and wishes in terms of professional growth.

Particular attention should be paid to the issue of the duration of training and development of an employee before transferring to a reserved position. This period may be regulated by internal normative documents and depend on the position or recommendations regarding each individual employee. At the same time, situations sometimes arise when the designated period comes to an end, but there is no position or the employee is not ready to take it. In the first case, you can enter the position of a deputy and, upon successful preparation, appoint a reservist to this position. The employee will have the opportunity to show himself “in business”, and the company will have the time and opportunity to assess future prospects, otherwise there is a risk that a trained specialist will leave the company and the funds invested in his training will be irretrievably lost. In the second case, you can inform the employee about the results of training and development zones and determine new deadlines. In any case, the principle of openness and competition should be respected.

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