Personnel reserve planning is organically built into the organization's overall personnel planning system.

Personnel planning is actually target planning, firstly, the needs in the field of personnel, and secondly, the activities that must be carried out to create, develop, and also release personnel.

Personnel planning requires the development of the entire chain of professional and qualification promotion of the organization's personnel, including the dismissal of specific employees. It is important for every organization to have, at the right time, in the right place, in the right quantity and with the right qualifications, the kind of personnel necessary to solve its problems.

Personnel planning includes, first of all, the planning of the need for personnel, i.e. forecasting the situation that may arise in the future regarding personnel.

It is, first of all, about analyzing the situation that has developed in the organization, as well as determining the prospects for its development, on the basis of which personnel planning becomes possible. Personnel planning allows you to build a strategy for the promotion, dismissal and replacement of employees in advance in accordance with the goals and objectives of the organization. As part of personnel planning, personnel reserve planning is also carried out to fill managerial positions.

Talent pool planning aims to predict personal promotions, their sequence and accompanying activities. Work with the reserve is planned and carried out for short (1-2 years) and long-term (5-10 years) periods.

As a result of planning a personnel reserve, or analyzing the need for a reserve, it becomes possible to systematically study and identify the personnel potential of a company, purposefully promote the most promising employees, as well as timely use of additional measures to cover staffing needs (external recruitment) .

First of all, when planning a personnel reserve, all key positions that have a special impact on the organization's activities are determined. As a rule, these are managers not only of the highest, but also of the middle and lower levels. It is important for the organization to know who holds these positions, since the contribution of these employees to the achievement of organizational goals is very high. The number and specific composition of key positions depend on the size and specifics of the organization.

When planning a talent pool, it is necessary to determine not only which positions are key for the organization today, but also how their list will look in a year, two or five years. Management should be aware of how the organization will change over the coming years. In most cases, it is not possible to accurately determine the future composition of the staff, but it is possible to predict the scale of business expansion and, therefore, determine which positions will be especially important for the organization's activities.

When planning a personnel reserve, it is necessary to determine:

the degree of real provision with a reserve of certain positions;

the degree of saturation of the reserve for each specific position or group of identical positions, in other words, how many candidates from the reserve fall on each position or group of them.

The result of these works is the determination of the current and future needs of the organization in the reserve.

The optimal quantitative composition of the reserve is planned taking into account the forecast of the need for personnel for the next and distant perspective. It is influenced by the emergence of additional management positions, the formation of vacancies associated with retirement, staff reductions, the presence of an already prepared reserve, the intensity of the departure of employees for various reasons from its composition. The size of the reserve also depends on the willingness of people to take the vacated positions.

According to experts, there should be at least twice as many reservists as potential vacancies, since there is always the possibility that someone may quit, new vacancies and new business directions may appear. In addition, candidates for the same position, as a rule, have different levels of training: someone can go on promotion in six months, while someone else needs to be trained for two or three more years.

The optimal number of personnel reserve is calculated as follows:

the company's need for management personnel for the short term or longer term (up to five years) is identified;

the actual number of the currently trained reserve of each level is determined, regardless of where this or that employee enrolled in the reserve was trained;

the approximate percentage of retirement from the personnel reserve is determined individual workers, for example, due to non-fulfillment of an individual training program, in connection with a trip to another area, etc .;

the number of executives released as a result of a change in the management structure is determined, which can be used for managerial activities in other areas.

All these issues are resolved before the formation of the personnel reserve and are adjusted during the entire period of work with it.

Thus, personnel officers carry out a quantitative analysis of the distribution of personnel at a given point in time and determine potential changes in the reserve. Depending on the received data, the optimal quantitative composition of the personnel reserve is determined.

Planning a personnel reserve includes not only determining the organization's potential need for personnel, but also an analysis of the structure of the reserve that exists at a given time.

4. Principles and process of formation of the personnel reserve.

Principles of formation and sources of personnel reserve:

1) The principle of the relevance of the reserve - the need for filling positions must be real.

2) The principle of the candidate's compliance with the position and the type of reserve - the requirements for the candidate's qualifications when working in a specific position.

3) The principle of the candidate's prospects - orientation towards professional growth, education requirements, age limit, length of service in the position and career dynamism in general, state of health.

When selecting candidates for the reserve for specific positions, it is necessary to take into account not only general requirements, but also professional requirements, which the head of a particular department, service, workshop, section, etc. must meet, as well as the features of the requirements for the personality of the candidate, based on an analysis of the situation in the unit, type organizational culture etc. .

The sources of the personnel reserve for managerial positions can be:

executives of the apparatus, subsidiaries joint-stock companies and enterprises;

chief and leading specialists;

specialists with appropriate education and positively proven themselves in production activities;

young professionals who have successfully completed an internship.

The first level of the personnel reserve - all specialists of the enterprise, the next level - deputy managers of various ranks. The main reserve is made up of leaders of various ranks.

For full-fledged work with the personnel reserve, it is necessary to develop a personnel reserve regulation, which establishes the basic principles and procedure for the formation of the reserve, the terms of reference officials responsible for the formation of a personnel reserve. It is also advisable to reflect in this document the issues of organizing work with the personnel reserve, the procedure for replenishing the personnel reserve and making changes to the quantitative and qualitative composition of the reservists. To get a complete picture of the current state of work with the personnel reserve, it is necessary to provide a reporting system for responsible officials (development and approval of reporting forms, establishing the frequency of submission of reports, determining the circle of persons responsible for their compilation and generalization).

The process of forming a personnel reserve.

The process of forming a reserve and work includes several stages.

At the first stage, a forecast is made for the development of the main activities of the organization, changes in its organizational and managerial structure for the near and long term.

They set the qualitative, quantitative and structural aspects of the reserve:

changes in the improvement of the structure of governing bodies;

emergence of new divisions;

staff turnover by positions and opening vacancies;

approximate retirement from the reserve.

At the second stage, a specific job structure of the reserve is determined. It is advisable to create it for all management positions of the company and its divisions, especially key ones (if the company cannot form a team of future managers from among its employees, this is a sign of its weakness). The structure of the reserve is built on three levels of management - top, middle and bottom - in accordance with the approved nomenclature of positions.

At the third stage, the optimal number of the reserve is established, taking into account:

the actual number of trained leaders at each level;

forecasting the need for managerial personnel in the near and long term as a result of changes and improvements in the administrative apparatus, the emergence of additional administrative positions, and staff reductions;

the number of potential vacancies associated with retirement;

expected disposal for various reasons from the reserve.

As a result, the value of the current and prospective need for the reserve is determined. It is desirable to have at least two candidates for each position in the reserve (the second is always necessary to avoid accidents and stimulate the improvement of the first). But it is difficult to work with a large reserve, and the low probability of being appointed to a position reduces motivation.

At the fourth stage, a set of requirements for candidates is formed. These requirements are divided into basic, due to the specifics of the organization (competence, personal qualities, skills), and additional. Additional requirements are often a minimum overall seniority, experience as a leader or specialist in the relevant units (research, headquarters, etc.), as well as in temporary project teams. Sometimes we are talking about the state of health, the presence of entrepreneurial practice. The employee must be informed of all requirements that will be presented.

At the fifth stage, the search for candidates is carried out by studying questionnaires, characteristics, certification results, conversations, current observations, taking into account the compliance of candidates with the requirements of the position (workplace), their personal wishes and objective inclinations to managerial activities. At the same time, one must take into account that not everyone can be leaders, not be afraid of "spots" in the biography, take into account family circumstances. A special program is needed to identify employees with a high potential for growth and advancement, which is characterized not by the degree of preparedness at the moment, but by opportunities in the long term, taking into account age, education, personal qualities, level of interest. The number of promising personnel includes persons who are interested in career growth and with a probability of more than 0.5 can be appointed to senior positions; then it is established which of them has a great chance of becoming a leader, and the employee's data are studied in detail - first, personal data, then the rest.

At the sixth stage, the selection of persons credited to the reserve takes place (with the conclusion of relevant agreements). The decision is usually made after an interview, which reveals the desire to work in a leadership position, the ability to plan one's work, solve problems in a short time, preparedness, qualifications, and so on. For dominant personalities promotion to the reserve is of great motivating value.

In practice, the following selection principles are followed:

compliance of the candidate with the type of reserve and position, general and professional requirements;

"openness" of the list, enrollment in the reserve of the maximum number of capable people;

exclusion of privileges and patronages;

prospects (requires the establishment of an age limit for certain categories of positions or taking into account the time remaining until retirement age and health status, determining the required period of work in a position, the availability of innovative potential).

The age of candidates for the reserve depends on the position. In accordance with domestic practice, men under 45 and women under 40 are included in the reserve (usually for medium management positions - up to 30 years). In the US, for middle managers, it is 25-30 years, a maximum of 35 years. Regulation of the manager's age is necessary where, without a competitive selection mechanism, it is difficult to determine clear criteria for effective performance and the results required from an employee.

When enrolling in the reserve, first of all, they take into account how a person copes with the current work (control of this is carried out by direct supervisors and is based on an individual work plan). For managers, it refers to the extent to which the goals of the organization or unit are achieved; for specialists - about diligence, creativity, complexity and timeliness of tasks.

The seventh stage of the formation of the reserve consists in assessing the professional knowledge, skills and experience of applicants, their suitability for the position. It is unacceptable to include in the reserve people who are unsuitable for leadership work. The selection procedure for the reserve should be regulated, coordinated with the nomination and appointment procedures. Sometimes it is expedient to carry out in the form of competition.

Evaluation is carried out in the form of an exam, interview or by an expert on the basis of the average degree of expression of the required qualities.

The eighth stage of the formation of the reserve is the decision by the first person to include the employee in its composition.

Exclusion from the reserve occurs by him, taking into account the age, state of health, unsatisfactory results shown during the stay in the reserve. Thus, the reserve is regularly reviewed and updated. This is usually done on the basis of an analysis of its composition and personnel deployment in the fourth quarter.

In making the final decision, the following are taken into account:

professional characteristics of subjects;

opinions of immediate supervisors and colleagues;

the degree of interest to remain in the reserve;

personal, professional and innovative potential;

the likelihood of vacancies;

the nature of the training;

compliance with the general and professional requirements of the future position;

prospects (remaining time until retirement);

performance indicators;

ability to learn;

necessary business skills.

If we sum up the results in the formation of the personnel reserve, then the advantages can be considered:

economic benefit (no need to spend money on finding and training a new employee);

saving time (closing vacancies as soon as possible);

highly qualified personnel (an employee is taken from his ranks and trained according to his own retraining program);

support and promotion of their employees - personnel value policy (it also works as a motivational factor: employees do not want to leave the company, where specific career prospects are visible);

softer adaptation of the employee in the team (the employee does not change, but only his status changes);

the employee is “tailored” for the company, knows the policy and features of relationships well and quickly adapts to a new position.

the cost of time and money for the selection and training of personnel;

the load on the selected employees increases (they must work as usual and still study).

Another hidden nuance is that when forming a reserve, there may be resistance from the heads of departments and other employees for whose positions new candidates apply. They are afraid for their place, and can sabotage the process.

Creating a talent pool is useful for any organization, however, it is most justified in companies where there is a high turnover of staff. In particular, enterprises retail where the sales staff changes quite quickly. Such companies are forced to have a serious recruiting department or constantly apply to recruitment agencies. Creation and adjustment of work of a personnel reserve allows to save on personnel selection.

In enterprises with a more stable personnel system, positions are vacated not so often, and there is no great need for a personnel reserve.

For which companies is the personnel reserve relevant:

for companies with narrow industry activities, where specialists are worth their weight in gold, and there is a significant difference between working in companies,

for retail companies with high turnover and fast job growth,

for companies at the stage of rapid growth, when many specialists are required in a short time.

Depending on the needs of the company, the specifics of creating a personnel reserve will also differ:

work with specialized educational institutions or the cultivation of potential employees. Suitable for a company with narrow specifics. Actions: company representatives select from among students and then monitor them during training (progress, specific or in-depth subjects are added), at the end educational institution candidates are accepted immediately for a position in the company - training is not individual;

work with ordinary specialists. Suitable for retail and fast growing companies. Actions: monitoring the work of an employee, identifying potential, assessing risks, conducting selection events with further professional training for promotion (up to an operational manager or middle manager), or an internship in a new position under the supervision of a mentor and, as a result, a transfer, or refusal to translation - training is not individual;

work with highly qualified specialists. Suitable for stable companies both with narrow specifics for the long term, and for fast-growing companies for middle managers. Actions: training in mentoring, development of managerial skills, support for initiatives, so that in the future, when a vacancy appears, transfer to a leadership position - individual training ".

The preparation of a talent pool is a strategic priority for most developing companies. Availability of competent, trained specialists, ready to be promoted to key positions for the organization, guarantees the personnel security of the business and confidence in the future.

Given the scale and complexity of the task, the work of creating a talent pool requires an integrated approach and careful planning from the HR manager. An incorrectly defined sequence of actions in working with a reserve or skipping an important stage jeopardizes the quality and effectiveness of the entire work.
This article describes a phased program for the formation of a personnel reserve of an enterprise. It can be used as a basis and guide for developing your own reserve training program.

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

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

Stage 3. Profiling target positions.

Stage 4(through). Preparation and implementation of activities for information support of the personnel reserve training program.

Stage 5. Development of a position on the personnel reserve.

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

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

Stage 8. Evaluation of the results of training reservists.

Stage 9. Planning for further work with the reserve.

Let's dwell on each stage in more detail.

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

Actions:

1. Analysis of the organizational structure and staffing enterprises.
Purpose: to determine the staffing of the structural divisions of the company.
Important: when preparing the reserve, it is necessary to plan the replacement of the resulting vacant positions, if the reservists are appointed to higher positions. The organization should not allow the emergence of personnel "voids", especially when it comes to narrow specialists and rare professions, representatives of which are difficult to find in the foreign market.

2. Age analysis of the current management of the enterprise.
Purpose: to identify the most critical managerial positions in terms of the urgency of preparing the reserve (heads of retirement or pre-retirement age)

3. Expert analysis of managerial positions by the top management of the company.
Purpose: to identify the most priority management positions in terms of their contribution to the business result and the prospects for vacating the position.

Criteria for expert analysis of positions (example):
- Contribution to the achievement of the company's business result.
- The prospect of release (low perspective - the position is not planned to be released in the next 3-5 years (the employee is not planned to retire, increase or rotate)
- The number of subordinate employees (presence/absence of deputies, staffing of the division/department). Departments that are understaffed are in short supply of potential reservists.

Separately, it is worth noting the managerial positions that are planned to be created in the company in perspective(for example, when forming new divisions as part of business expansion). When compiling the list of target positions, it is also necessary to analyze in terms of the importance and urgency of preparing the reserve.

Stage result: positions requiring priority formation of a personnel reserve were identified.

Stage 2. Planning the optimal number of reservists for each target position.
Purpose: to ensure personnel security for key positions of the enterprise (reduce personnel risks associated with refusal / dismissal / retirement of reservists).

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

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

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

Stage result: the optimal number of reservists for each target position is determined.

Stage 3. Profiling target positions.
Analyzing key positions and compiling a competency map (position profile).
Purpose: to determine the basic requirements for professional and business qualities, knowledge and skills that an employee must possess in order to succeed in a particular position.
Optional: define additional criteria for selecting candidates for the reserve (age, length of service, etc.)

Sources of information:
- Job Descriptions to target positions
- Regulations and business plans of divisions;
- Results of interviews with top management and holders of targeted positions.

Stage result: for each target position, a profile was compiled, including a list of the most important competencies (professional and business) required for a successful position holder.

Stage 4(through). Preparation and implementation of activities for information support of the personnel reserve training program.

One of the common mistakes when implementing a talent pool program is that it is developed and discussed by a very narrow circle of people (as a rule, company management + representatives of the HR department) and reaches the employees in a ready-made form as a kind of innovation “launched from above”, mandatory to execution. This causes a natural defensive reaction in most staff and drastically reduces the effectiveness of the program.

For this reason, it is necessary to comply three simple principles during the development of a new project and its implementation:

Informing. It is important for employees to be aware of the development, launch and operation of the talent pool training program. First of all, they need to know the goals and objectives of the program, to understand how it can be useful to the enterprise as a whole and to each employee personally. Insufficient informing of the staff about the innovation can cause negative rumors, fears and lead to non-acceptance of the reserve program by some employees.

Involvement. In order to avoid the emergence of false ideas and expectations from the reserve training program, in addition to informing, it is necessary to purposefully involve the staff in the discussion of the project, provide an opportunity to openly express their opinion about the program, ask questions and make suggestions.

Strengthening significance. Participation in the holding of information events by top managers and informal leaders of the company can significantly increase the significance of the program and emphasize its importance for the organization. There are cases when information activities were entrusted to an ordinary employee of the personnel department, since it was believed that this was a fairly simple task. However, the company's staff did not take seriously the words about the significance of the program from the lips of a person who did not have sufficient authority in their eyes. The implementation of the program was significantly delayed, as additional time was spent on holding repeated meetings with the participation of the company's senior management.

Actions:

1. Preparation information materials about the personnel reserve project.
Purpose: informational coverage of the reserve training program at all stages of its work.
It is important to use a variety of sources of informing employees:
- Meetings with employees - holding personal meetings with employees, informing them about the goals and objectives of the talent pool training program.
- Printed materials - publications in the corporate newspaper/bulletin board, information booklets.
- Electronic materials - newsletters on e-mail, announcements on the corporate website / creation of a special section on the internal website.

2. Development of a program information support plan.
First stage- preparatory (1-2 months before the launch of the program). Informing employees about the goals and objectives of the program implementation, its benefits for the enterprise and employees. The task is to form a common understanding of the importance of the program among employees, to overcome possible resistance and skepticism towards the innovation by timely and fully informing the staff.

Second phase– main (launching the program and its operation). Informing employees about the progress of the program. The task is to keep the staff's attention to the program, to eliminate the appearance of negative rumors and misconceptions.

Third stage- final (results of the program for the period). Informing staff about the results of the program, the achievements of its participants (the best mentors, the best reservists), appointments of reservists and the further work of the program. The task is to highlight the effectiveness of the program, to emphasize the compliance of the goals and objectives with the results obtained.

Important! Information support of the program should be carried out at all stages of its implementation.

Stage 5. Development of a provision on the personnel reserve.

Actions:
1. Drawing up a draft regulation on the personnel reserve.
The question that many HR managers ask is: “Why create a Regulation at all? Can you do without it?"

Firstly, the position on the personnel reserve helps to structure the stages of the program, document the areas of responsibility of the program participants, and clearly define their rights and obligations. In addition, the regulation will be an important source of information for the staff on the goals, objectives and mechanism of work of the personnel reserve training program.

Secondly, the position, being an official document of the enterprise, emphasizes the importance of the personnel reserve for the company and the seriousness of the management's intentions in relation to innovation. Documenting the intentions of management for many employees automatically raises the status of the project, it is useful to remember this.

2. Coordination of the draft regulation on the personnel reserve with the heads of departments.
At this stage, it is very important to involve the company's management in the process of finalizing and agreeing on the position on the personnel reserve. This will not only help to obtain valuable additions to the situation on the part of the leaders, but will also remove the effect of a decision “imposed from above”.

3. Approval of the position by the top management of the enterprise.
After the regulation has passed the approval process at the level of managers, it takes the status of an official document of the company.

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

The nomination of candidates for the reserve can be carried out in at least three ways:
1. Nomination of an employee by his immediate supervisor;
2. Nomination of an employee by a higher manager (through one or more organizational levels);
3. Self-promotion of an employee.

Staff members who have been nominated for reserve placement undergo a standardized selection process to determine the staff member's managerial potential and readiness for the training program. The selection should be carried out in 2 stages:

Preliminary selection. Formal compliance of the candidate with the requirements for admission to the personnel reserve (an example of the criteria used):

Reserve Candidate Age
- For all: at least 25 years.
- For women: no more than 50 years.
- For men: no more than 55 years.

Work experience at the enterprise
- At least 3 years.
Compliant / non-compliant

Availability of target positions in the enterprise for which a talent pool is required (from the employee's business area)
Yes/no

Absence disciplinary actions for the time of work (during the last 3 years of work in the organization)
Yes/no

Employee performance for the period (previous + current year)
Performance is high/growing;
Performance is average;
Performance is low/falling.
Professional achievements: yes/no.

Main selection. Assessment of managerial potential (professional and business qualities) is carried out in accordance with the compiled position profile for each position.

An example of assessed business (corporate) competencies:
- Understanding the business;
- Skills of planning and organization of work;
- Ability to analyze information and make informed decisions;
- Leadership qualities, ability to build relationships;
- Commitment to results and responsibility;
- Openness to new things and striving for development.

Assessment Methods: assessment center, analysis of work results, case testing, interviews on competencies, testing (professional, personal).

Sources additional information : expert evaluation of colleagues, manager, subordinates (if any) of an employee using the 360-degree method.

As a result At this stage, the final list of candidates for enrollment in the personnel reserve is formed.

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

Actions:
1. Development of a general program for the development of reservists.
Goal: development of managerial competencies of reservists applicable to all targeted positions.
In this case, we are talking about drawing up a general managerial training program for all reservists, which includes group forms of training (trainings, seminars, master classes, etc.) aimed at developing universal managerial competencies that are important for any managerial position in companies.

An example of the most common training modules in talent pool development programs:

Development of basic management skills
- “4 functions of a manager: Planning, Organization, Control, Delegation”;
- "Management decision-making skills";
- "Motivation of subordinates";
- and etc.

Development of managerial thinking
- "Skills of systems thinking";
- "Finance for non-financial managers";
- "Creative thinking in business";
- and etc.

Manager's personal effectiveness
- “Effective Communication Skills”;
- “Teamwork skills”;
- "Team leadership", etc.;

As a rule, a general training program is planned for 1 year and is implemented within the framework of an internal training center (by internal trainers), or with the involvement of external training companies (or a combination of both).

2. Development of an individual training program for each reservist (individual development plan).
Purpose: to ensure the training of the reservist for the requirements of the target position, taking into account his individual characteristics, strengths and weaknesses.

Drawing up an individual development plan for each reservist (usually for 1 year), which combines various methods of developing professional and business qualities necessary for successful work in the target position. Among the main methods of development should be noted:

Development in the workplace - obtaining new experience without interrupting the main production activity;

Development tasks – solution of work tasks aimed at developing the managerial competencies of an employee;

Participation in development projects – formation of project teams from among the reservists and other employees to achieve production goals and develop the managerial potential of the reservists;

Temporary substitutions - obtaining new managerial experience during the temporary performance of the duties of a higher manager by a reservist;

Learning from the experience of others (work with a mentor) - getting the necessary experience from a more experienced colleague or leader in joint work;
and etc.

3. Assigning a mentor to each reservist from among more experienced colleagues/supervisor.
The task to be solved at this stage is to create effective system motivation of the mentors themselves to perform their functions.

Options:
– regular mentoring bonus (monthly/quarterly);
- rewarding mentors whose reservists have demonstrated the best results of training at the end of the development program (or during the midterm assessment).

Helpful when needed conduct internal training of mentors transfer of experience and assistance in the development of reservists.

4. Monitoring the effectiveness of training reservists.
Conducting regular interim meetings between reservists and their mentors with HR staff to assess development progress. Timely adjustment of the individual development plan of the reservist, if necessary.

Stage result: development of the required competencies of reservists.

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

1. Carrying out a comprehensive assessment of the quality of training reservists.
Assessment directions:

Grade production results – how did the labor productivity and performance of the reservist change based on the results of training (increased/decreased/remained unchanged);

Evaluation of the results of passing the general training program and individual development plans - how much the professional and managerial qualities of the reservist have improved in comparison with the indicators of the initial assessment (during selection);

Evaluation of the results of project work - what results are obtained as a result of the implementation of development projects, determining the contribution of the reservist to achieving the result.

Assessment Methods:
- Analysis of production results and achievements of the reservist;
- Receipt feedback from the mentor of the reservist;
- Re-evaluation of the reservist (see stage 6, paragraph "Basic selection");
- Analysis of the results of project activities.

2. Summing up the results of the training program for reservists.
Based on the results of assessing the quality of training of reservists, making a decision on:

- Encouragement of successful reservists who demonstrated an increase in performance and an increase in the level of development of professional and managerial competencies.

- Exclusion from the reserve employees who have demonstrated a decline in performance and/or lack of progress in the development of professional and managerial competencies.

Stage result: identified reservists with a high level of readiness to fill vacant leadership positions.

Stage 9. Planning for further work with the personnel reserve.

1. If there are open targeted vacancies at the enterprise, consideration of candidates for replacement from among successful reservists.

2. Planning and organization of adaptation measures for the reservist when entering a new position.
- Drawing up an adaptation plan for a new position;
- Assignment to the reservist for the period of adaptation / probationary period of a mentor from among senior managers to provide the necessary support.

3. If there are no open targeted vacancies at the end of the training program for reservists, planning measures to retain promising employees at the enterprise.

What for?
Reservists who successfully complete the training program and improve their professional level often "grow" out of their current position. This fact and the lack of career advancement can seriously reduce employee motivation and, in extreme cases, cause them to leave the company in search of a more promising job. To minimize this risk, it is useful to plan a program to retain reservists in the organization.

The program may include the following retention methods(depending on the capabilities and personnel policy of the company):

Expansion of the functional duties of an employee, expansion of his area of ​​responsibility and the level of decision-making (if possible, adding some managerial functions, for example, managing a responsible project);
- Supplement to wages;
- Providing additional social benefits;
- Organization of temporary substitutions for the head (for vacation, business trips, illness, etc.);
- Opportunity to become a mentor for less experienced employees;
and etc.

In any case, the choice of containment methods must also take into account individual needs of the employee (for example, for some employees, the material component is more important, and for someone, obtaining a higher status in the company, etc.)

1 -1

Individual development plan - a document voluntarily drawn up by a reservist under the leadership of the personnel department with the participation of relevant managers in order to develop the competencies necessary for the performance of duties in a higher position. The preparation of an individual development plan based on competencies seems to be a very promising way to move away from formalism in working with a reserve.

An individual plan is built on the basis of a competency-based approach. Competences are knowledge, skills, personal characteristics and models of labor behavior of an employee necessary to perform duties in a particular position in a given organization. The analysis of competencies and the assessment of their presence in the reservist is the basis for drawing up an individual development plan (self-education).

As is known, competencies are functional and organizational.

• 1. Functional (professional) competencies - This is the specific knowledge, skills and abilities necessary to perform a specific job. For example, the competence "business assessment of an employee" should have a human resources specialist, and the competence "knowledge of labor legislation" - a lawyer of the personnel service.
• 2. Organization-wide or company-wide (behavioral) competencies - These are competencies that are common to all employees of a particular organization. This organizational corporate culture underlies the requirements for the behavior of employees.

For example, the possession of the competence "negotiation skills". This is knowledge of the stages of the negotiation process, the ability to determine the interests of the participants, to choose the best strategy for their conduct; the ability to communicate effectively; the ability to discuss, offer, conduct positional bargaining; possession of manipulation techniques and the ability to resist them. Let's define the conditional levels of competence, for each of which we will define the standard of ownership and indicators of competence (Table 8.2).

Competence levels

Table 8.2

Based on a tiered approach, using various methods for assessing competencies, the results are analyzed and weak areas of competencies required by the reservist are determined. Further, the directions of their development are determined. It should be emphasized that the most important competencies should be cultivated gradually, step by step. At each stage in the individual development plan, it is planned to develop 1-2 competencies. For the development of each competence, 3-5 events or developmental actions are planned. For the formation of the “negotiation skills” competence, for example, it is possible to plan: attending a thematic training, studying the experience of other leaders in this direction, participating in negotiations as an assistant, self-study with the involvement of special literature.

Application

RESERVE ACTION PLAN

Goal: by ""_20xx, to increase the level of competencies

up to the position of deputy head of department

Competences: planning and organization, information analysis, development of others.

When making decisions on the implementation of the reserve, it is necessary to observe the dependence of promotion on overcoming shortcomings and the success of training.

The personnel service, together with the top officials of the enterprise, must periodically evaluate the results achieved by candidates enrolled in the personnel reserve. With the same frequency, the feasibility of measures to work with the reserve in the context of the development of the company's business should be assessed and changes should be made to the corresponding plans.

To analyze the effectiveness of work with the personnel reserve, it is necessary to use a number of quantitative indicators(the effectiveness of the training of management personnel within the enterprise, the turnover of the reserve, the average period of stay in the reserve, the readiness of the reserve), taking into account which allows you to timely adjust the training of reservists and their rearrangement. It is important to understand that, being in the reserve, employees undergo thorough training for managerial work, significantly increase their professional and personal potential. And the inability to realize the potential within the enterprise can encourage a specialist to change jobs, as a result of which the efforts (organizational, financial, temporary, etc.) spent on employee training will be in vain.

Planning a talent pool is a complex task that requires constant attention and significant resources from HR specialists and from the company's management. The experience of leading organizations shows that they spare no time and money to assess the capabilities of their employees. This gives them the opportunity to train their company's people to effectively achieve their business goals. Such enterprises are usually prepared for the unexpected loss of key employees. Companies using best practices consider talent pool training as ongoing process, not as an event.

The personnel reserve system is a complex tool. Its implementation requires a set of measures. It is extremely important that the TFR is not nominal, and for this the company must have:

• - clear profiles of all positions;
• - personnel assessment/attestation system (regulations on personnel assessment);
• - a system of individual development plans for employees;
• - managers should be trained to work with individual plans, appraisal system and other HR tools operating in the company;
• - system of internal and/or external training;
• - a well-functioning system of introductory training in the company (here it is necessary to comment that the introduction of the TFR significantly shifts the emphasis in the company's personnel policy; since this tool is aimed at developing and promoting its own employees, external candidates are accepted mainly for linear positions - except for cases when for positions of a high professional level require knowledge/skills that are not available in the company);
• - optional: system professional levels, social package cafeteria (“profiterion”);
• - the company should have a position on the personnel reserve - it will ensure the transparency of the system, and this is one of the basic conditions its effectiveness.

The following modules are most often used in talent pool development programs.

Development of basic management skills:

• - managerial functions: planning, organization, control, delegation;
• - management decision-making skills;
• - motivation of subordinates.

Development of managerial thinking:

• - systemic thinking skills;
• - creative thinking in business.

Manager's personal effectiveness:

• - effective communication skills;
• - teamwork skills;
• - team leadership.

An example of the implementation of the stages of building a personnel reserve system.

Stage 1. Obtaining management support.

Justification of the need for changes for the first persons of the company.

Stage 2. Audit of the personnel management system.

Conducting an assessment of the company's HR processes:

• 1. surveys of employees (analysis from the inside);
• 2. Comparison with industry-wide practice (analysis from the outside).

Checking the effectiveness of the training system in the company.

Evaluation of all existing HR processes that should be

included in the personnel reserve system.

Stage 3. Creation and implementation of the missing parts of the personnel reserve system.

• - Position profile, which should answer several questions: “What results do we expect from a specialist?”, “Who is our ideal candidate and where to look for him?”, “What place will he take in the structure of our company and how will he move forward?”.
• - Development and implementation of a system for assessing and attesting personnel. This is the kind of change that can be viewed with caution by employees.
• - The system of individual development plans for employees, its regularity.
• - Training of leaders.
• - Development of a system for attracting external candidates for linear positions.
• - The logical relationship of HR processes involved in the personnel reserve system.
• - The need to monitor contradictions and eliminate them.

Stage 4. Measurement of indicators.

Measurements of some indicators "at the entrance".

Analysis of processes in the company:

• - staff turnover (separately at each level, in each major department and in the whole company). Separately, we analyze the reasons for the departure of employees (classic tools - a questionnaire of a leaving employee and an exit interview);
• - the cost of closing one vacancy (separately for line personnel, middle and top management, and average or weighted average for the company);
• - percentage of open vacancies filled by internal candidates;
• - staff satisfaction with opportunities for professional and career growth;
• - terms of closing vacancies in days (separately for line personnel, middle and top management, and average or weighted average for the company);
• - the percentage of filling the staffing table (quarterly or monthly, we draw conclusions adjusted for seasonality);
• - the percentage of employees who are ready to recommend the company to their friends as a good employer;
• - the growth rate of the payroll over the past two or three years (adjusted for inflation).

Stage 5. Implementation of the personnel reserve system.

Holding meetings, the purpose of which is to convey the essence of the TFR to each employee, explain how the system will work and what it will give to each specialist.

Providing information support.

Gathering feedback from employees and their managers.

The personnel reserve can be used not only as a factor in ensuring the stable functioning of the organization, but also as a resource for its innovative development. The definition of such a goal as a key one completely changes the idea of ​​​​the approach to organizing all work with the personnel reserve. Such a goal involves the development and use of the managerial and intellectual potential of reservists, not only and not so much to plug personnel gaps, but to solve the development problems facing the organization. Reservists, with the competent organization of their training and use, are quite capable of both developing projects for solving such problems, and, with the support of top management, organizing their solution.

In addition, the problem of goal-setting in the creation and management of work with the reserve concerns not only the subject of organizing work with the personnel reserve, but also the candidates themselves for inclusion in the personnel reserve. The fact that the formation of a personnel reserve is necessary for an organization (or another subject), as a rule, everyone is more or less aware of. However, when it comes to the interests of promising professionals, their goals (subjective benefits) are forgotten. At the same time, it is important that potentially the most powerful managers, who may have already reached certain heights, participate in the personnel reserve, we need a system of clear and distinct benefits that they can receive by participating in the “personnel reserve” project. In particular, this applies not to intraorganizational reserves, but to reserves formed within the framework of regional management or federal programs.

On the other hand, the problem of motivating internal reservists is also quite acute. It is not uncommon for situations when an employee who is in the personnel reserve has a negative attitude towards the very fact of his enrollment in the reserve. Enrollment in the personnel reserve is enthusiastic, as it is a form of employee encouragement. However, if this employee (or an external applicant) is in the personnel reserve for a long time, and the only way the use of the reserve is a vague opportunity in the future to be appointed to a higher position, the enthusiasm from being included in the reserve gradually passes, giving way to irritation and disbelief in the prospects for one's career advancement. Instead of gratitude for inclusion in the personnel reserve, a person may experience negative feelings.

The form of support and activation of personnel reserve participants, which has an educational effect, is participation in project work. Participation in solving development problems can be a powerful tool for the development of the reservists themselves, since in this case they have incentives. As a result of the implementation of project tasks, there is a real opportunity to assess the availability of important managerial competencies of the reservist, not only the skills of developing projects, but also their implementation.

Thus, the following effects are achieved:

• 1) solving urgent problems of enterprise development;
• 2) increasing the labor motivation of reservists employed in the training program, improving their morale;
• 3) a significant increase in the competence of the reservists, necessary for solving real practical problems of management;
• 4) the possibility of an objective assessment of the management competencies of a reservist in the course of real management activities;
• 5) the retention of the most promising personnel, who begin to feel that the organization remembers them and uses their resources;
• 6) development in the organization of a results-oriented culture, as well as an understanding of the value of expert qualities, such as high competence, analytical and creative abilities, etc.;
• 7) increasing the efficiency of work with the personnel reserve as a whole (the effect does not end with the selection, training and appointment to a higher position).

Let us give an example of the formation of a reserve for vertical (managerial) advancement (Table 8.3).

Table 8.3

Psychogram reflecting the professionally significant socio-psychological, intellectual and business qualities of the nominee

An analysis of the degree of severity and mutual dynamics of the manifestation of both individual qualities and blocks of qualities makes it possible to predict:

• - the applicant's success in filling managerial (managerial) positions, depending on their level, the number of subordinates and the degree of responsibility of the decisions made;
• - potential for career growth and the limits of the manager's competence;
• - effective performance of managerial functions related to the solution of current administrative and economic tasks and organizational support for the work of the enterprise;
• - effective solution of problems related to strategic planning development of the enterprise (organization), as well as the management of projects (directions) based on the development of new technologies, requiring the conquest of new sales markets, non-traditional approaches in the field of marketing and management.

The following documents are mandatory in the organization for working with the reserve:"Regulations on working with the reserve of leading personnel", "Regulations on the competitive commission for the formation of a reserve of leading personnel" and its protocols. Other regulatory documents: "Program and action plan for working with the reserve for the next year"; list of the reserve of leading personnel; personal files of the reservists.

For the legitimacy and manageability of the processes of supporting work with a personnel reserve, methods are created and approved for assessing the professional, business, personal qualities (competencies) of reservists. If necessary, the company creates Regulations on internship.

In the process of supporting the technology of working with a personnel reserve, typical shortcomings in working with a reserve are revealed, knowing about which you can optimize and improve work.

In addition to the indicated possible formalism in organizing the individual development of reservists, there may be no system in the preparation various categories reservists. It is dangerous that there is no analysis of the changes taking place in labor activity reservists based on the implementation of individual development plans. The development of the personnel reserve is hampered by the stiffness of the composition of the reserve, the lack of scenarios for maintaining a high level of motivation of reservists to develop leadership abilities. In some cases, reservists are not trained for specific positions.

There may be a violation in the training methodology - the lack of special trainings for HR managers in this area of ​​work with managers. The next danger is the loss by the heads of personnel services of the leading role in the entire set of work with the reserve and behind the scenes, closeness when discussing candidates for the reserve. Lack of understanding of the essence of personnel development leads to a lack of work with candidates for the reserve, with young employees who have development potential.

Violations in organizational matters are manifested in the absence of the personnel register of the organization, for the replacement of which a reserve is being created, replacement schemes for senior positions and career advancement plans in the organization. The incompetence of the organizers of the personnel reserve violates the motivation of its participants, when the organization's management believes that inclusion in the reserve is an opportunity for additional pressure on employees in order to make them work even harder.

In our time, there is also a corruption component when included in the personnel reserve, which creates conditions for penetration into special places in the organizational hierarchy, when the “necessary” candidates, or so-called paratroopers, are enrolled in the reserve.

In finding ways to overcome shortcomings in working with the reserve, an important role is assigned to specialists in the field of personnel management. It depends on their scientific approach and art whether they will be able to realize the potential of talented and promising managers for the benefit of the organization.

Maintenance of work with a personnel reserve involves a legal component, since hiring, firing, any movement within the organization is based on Labor Code RF and creation normative document on regulating the creation and functioning of the personnel reserve (Table 8.4). The following key conditions are also important for success in this activity:

• - support for work with the personnel reserve from the top management of the company;
• - motivation of reservists for training and achievement of high results;
• - taking into account the peculiarities of corporate culture and established management practices when choosing the forms and methods of training candidates for managerial positions.

Table 8.4

Regulatory document on the regulation of the creation and functioning of the personnel reserve

An example of the REGULATIONS ON STAFF RESERVE FOR VACANT POSITIONS

• 1. General Provisions
• 1.1. This Regulation determines the structure of the personnel reserve for replacement vacancies(hereinafter referred to as the personnel reserve), the procedure for its formation and maintenance, general principles selection of candidates for inclusion in the personnel reserve, forms of work with the personnel reserve.
• 1.2. The personnel reserve is formed to fill the vacant positions of the company.
• 1.3. The formation of a personnel reserve is carried out in order to:
  • - timely replacement of vacant positions by persons corresponding to the qualification requirements for the position to be filled;
  • - stimulation of increasing professionalism, activity;
  • - period shortening professional adaptation upon appointment to a vacant position;
  • - improvement of activities for the selection and placement of personnel;
  • - Improving the quality of work of specialists.
• 1.4. The formation of a personnel reserve is based on the principles:
  • - competence and professionalism of persons included in the reserve;
  • - voluntariness of inclusion in the reserve;
  • - the unity of the basic requirements for candidates for nomination.
• 2. The procedure for the formation and maintenance of a personnel reserve
• 2.1. The personnel reserve is formed and maintained in the personnel service (personnel management service), its structural divisions.
• 2.2. The personnel reserve is maintained by specialists responsible for personnel work.
• 2.3. The personnel reserve is formed and approved before "" _20xx.

The personnel reserve for filling vacant senior and chief positions is approved by the order of the General Director.

The personnel reserve for filling vacant leading, senior and junior positions is approved by the head of the unit

(given away or service) until "" _20xx, is submitted to the department

personnel for the formation of a consolidated list of persons in the personnel reserve for filling vacant positions.

• 2.4. The list of personnel reserve is formed in the form of a table.
• 2.5. The personnel reserve may include specialists who meet the qualification requirements and have the necessary professional, business and personal qualities.

Inclusion in the personnel reserve is carried out with a written consent.

• 2.6. The basis for inclusion in the personnel reserve are:
  • - recommendation of the attestation commission;
  • - recommendation of the head, deputy.
• 2.7. Every year, the heads of departments conduct an analysis of the personnel reserve, evaluate the performance of each person enrolled in the personnel reserve.
• 3. Forms of work with persons in the personnel reserve
• 3.1. Forms of work with persons in the personnel reserve are:
  • - professional retraining, advanced training in educational institutions vocational education;
  • - internship;
  • - temporary filling of a position (for the period of absence of an employee replacing this position on a permanent basis);
  • - preparation of projects, reports;
  • - other forms.
• 3.2. Responsible for organizing work with persons in the personnel reserve are specialists from the personnel service and heads of the relevant structural divisions.

55. Planning and organization of work with a reserve of personnel

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. 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 skills and abilities of a specialist in leadership at the level of modern requirements

Talent pool plans can be drawn up in the form of replacement schemes. They take various forms depending on the traditions of various enterprises. It can be said that substitution schemes are options for the development of an organizational structure focused on specific individuals with different priorities.

Organizations have developed a certain procedure for selecting and enrolling in the personnel reserve group: the selection of candidates should be carried out on a competitive basis among specialists under the age of 35 who have proven themselves in practical work and having 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; the leaders of the trainees included in the personnel reserve group receive material remuneration for the successful passage by the trainee of the stages of the system of service and professional advancement. All persons enrolled in the reserve are subject to registration in the personnel services. Attestation sheets, documents on advanced training, training at the IPK, at the FPC, reports on the results of internships, and characteristics are filed into the personal files of candidates for nomination. 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 exclude or leave him in the reserve.

author Shumovich Alexander Vyacheslavovich

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Formation of a reserve of personnel, work with a personnel reserve- quite specific types of management activities. For their implementation, it is necessary to select employees capable of promotion and competently train them. Let's consider further how it is carried out.

General information

Organization of work on the formation of a personnel reserve involves several stages. First of all, it is necessary to determine the specific positions that may be in demand, to assess the real need for them. An important element in ensuring the productivity of employees' career development is the knowledge and application of the motives that guide them in their professional activities.

Basic concepts

What is a personnel reserve? It is a group of specialists and managers with the ability to carry out managerial activities. The employees who will be included in its composition must meet the requirements for positions of one rank or another. Employees of the enterprise are selected and targeted systematic qualification training.

Group classification

There are several types of reserves. Classification can be carried out, for example, by type of activity. According to this criterion, reserves are allocated:

Depending on the time of appointment, reserves are allocated:

• A. This group includes employees who are promoted to higher positions in the current period.
• C. This group includes employees whose promotion is expected in the near future (within 1-2 years).

Specificity

Work plan of the personnel reserve is built taking into account a number of features. There are several factors, without taking into account and analysis of which the activity will not bring the expected result. First of all, the relevance of the need for filling positions is taken into account. It must be reasonable and real. Equally important is the analysis of the candidate's compliance with the type of group and position. Another is to determine the employee's prospects. Before including him in the group, his orientation towards career growth, length of service, dynamism of activity, state of health, and age are examined. The formation of a personnel reserve, work with a personnel reserve involves taking into account not only general, but also special requirements that must be met by the heads of a particular department, workshop, unit. The personal qualities of the candidates are essential.

Sources

The personnel reserve may include:

1. Leading employees of the administrative apparatus, subsidiaries.
2. Leading and chief specialists.
3. Young employees who have successfully completed an internship.
4. Specialists with relevant education and positively proven themselves in production activities.

Stages

Consider the features talent pool technologies. The effectiveness of the activities will depend on how clearly the scheme of activities will be observed. The work plan should include:

1. Analysis of the feasibility of creating groups.
2. Making a list.
3. Preparation of candidates.

Analysis

Work with the personnel reserve in the organization begin with:

1. Predicting changes in the structure of the apparatus.
2. Improving the employee promotion system.
3. Determining the degree of saturation of reserves for individual positions or their groups. In particular, the number of candidates for each post is established.
4. Determining the degree of provision with reserves of nomenclature positions.

These activities allow you to determine the need for employees for the current and upcoming periods.

Number determination

To assess the optimal number of frames in the reserve, you should set:

1. The company's need for managerial employees in the near future or a long (up to 5 years) period.
2. Actual number of trained teams of specialists at each level. In this case, the place where this or that employee was trained will not matter.
3. Approximate percentage dropout from groups of individual employees. This may be due, for example, to the failure to complete the individual training program due to travel to another area.
4. The number of released employees due to changes in the management structure of the management apparatus, which may be involved in similar activities in other areas of the enterprise.

All of the above issues must be resolved before any formation of a personnel reserve and work with it.

Listing

During this step, you should install:

1. Which of the employees can and should be included in the lists.
2. Which of the employees on the lists should be trained.
3. What form of training will be applied to each specific employee. When resolving this issue, the individual characteristics of the employee, the prospects for using his potential in a leadership position are taken into account.

Basic tricks

In practice, the following are used:

Key Factors

The method of selecting candidates according to the requirements of the position involves the creation of three types of professiograms for the entire range of leadership positions, quality criteria and factual data of employees. The most significant factors to be taken into account include:

1. Labor motivation. It implies interest in professional issues and creative activity, the desire to broaden one's horizons, focus on the future, achievements, success, readiness for various social conflicts in the interests of the enterprise, and reasonable risk.
2. Competence and professionalism. The selection of candidates takes into account compliance with age and educational qualifications, length of service, level of professional training, independence in making and implementing decisions, the ability to negotiate and argue one’s opinion, defend one’s position, etc.
3. Individual qualities and potential. Such qualities as attentiveness, level of intelligence, sociability, flexibility, authority, mobility, emotional and neuropsychic stability, organizational skills, and so on are taken into account.

Main goals

At the stage of compiling lists, the following is carried out:

1. Employee evaluation.
2. Comparison of a set of qualities and requirements necessary for a particular position.
3. Matching candidates for one post and identifying a more appropriate employee.

As a result of the measures taken, the initial list may be adjusted.

Training

It consists in creating a highly professional group of specialists who, if necessary, will take positions in the company's management apparatus. To achieve it, the selection of suitable employees is extremely insufficient. Work with personnel reserve requires proper preparation. It can be carried out different ways. Among the main ones it should be noted:

1. Individual training under the supervision of a superior.
2. Position internship. It can take place both at your own and at any other enterprise.
3. Studying at the institute and attending courses depending on the position.

Nuances

Recruitment specialists know perfectly well how difficult it can be to correctly determine the most promising direction in career development. Purpose of work with personnel reserve in many companies is achieved by using the "carousel" technique. It involves the temporary rotation of employees within the enterprise with the change of units, functional duties performed by them, personal responsibility and authority. This principle is often used work with the personnel reserve of the civil service. Such a technique, on the one hand, allows the HR specialist to monitor the employee in the course of solving various professional tasks and performing certain functional duties. At the same time, the possibility of carrying out reverse permutations without loss remains.

Difficulties

Checking the correctness of the formulation of the starting points of career programs for employees through observation allows you to create high-quality personnel reserves. Government works, for example, require careful training of specialists. Therefore, if errors and miscalculations were made in the programs, they must be identified as early as possible with minimal damage both for the employee himself and for the entire body (enterprise) as a whole. Of course, without shortcomings can not do. However, it is possible to minimize them. Work with personnel reserve is also complicated by the fact that each company (power structure), as well as a person, is unique. For enterprises, there are no single, general, universal laws of construction, functioning, development. In this regard, it involves taking into account many, including subjective factors. Various circumstances affect the calculation of stages, the definition of time frames, the choice of the direction of development of an individual career program. Among objective factors subject to accounting, it should be noted the size of the economic structure, organizational and management system of the enterprise.

Development conditions

They form a specific environment in which the employee's career will develop. These objective conditions include:

1. Highest career point. It is the official position for which, in fact, a reserve is formed.
2. Career length. It assumes the number of job positions that are on the way from the starting point to the highest point.
3. Position level indicator. It reflects the ratio of the number of employees higher on the hierarchical ladder to the number of specialists employed at the same level as the current position of the employee.
4. The value of the movement potential. This indicator reflects the ratio of the number of vacancies at a higher level of the hierarchy to the number of specialists employed at the level at which the current position of the employee is located.

Explanations

It should be emphasized that the highest career point does not mean the highest position (for example, chairman, president of the board or general director). It is specifically about the position under which it is created personnel reserve. Efficiency provided by the formation of clear prospects for the employee. It is very important that a specialist whose career acts as an object of management at an enterprise sees not the ghostly outlines of an unattainable post, but a clear job position. Its replacement in this case may become its perspective and long-term goal.

motives

Work with personnel reserve should be relevant, relevant, justified. One of the key elements that ensure the productivity of an employee's career growth is the knowledge and use of his motives. The main ones include:

1. Independence. It implies a desire for autonomy in work and independence in decision-making. Such motives are especially characteristic of young specialists and take place at the initial stages of career development.
2. Professionalism. It involves the desire to become the best in your business, to gain recognition from others. Administrative promotion and financial incentives are usually of secondary importance.
3. Stability. Many specialists strive to take a place in the structure of the enterprise, where they could receive a constant and sufficient income.
4. social status. The desire for leadership and power can push employees to develop their careers.
5. Creation. Many specialists strive for the free manifestation of their talents, the creation of creative products.
6. Competitiveness. It implies the desire to always and in everything surpass competitors.
7. Welfare. The material component of work for many employees is a key factor pushing them to achieve career heights.
8. Health. Many specialists strive to work in favorable conditions, more calm, not physically difficult.

Expenditure part

Of course, to form a reserve, you will have to spend certain financial resources. One-time costs for improving the management system include:

1. Production costs.
2. Capital investments for the implementation of measures.
3. Associated costs for the production and use of products released after the implementation of new programs.

In addition, there are expenses for research activities, the development of plans. Their calculation takes into account:

In addition, new office equipment, communications equipment, peripherals, auxiliary equipment, production equipment, construction / reconstruction of production facilities may be required. When calculating, it is necessary to take into account the costs of installation, adjustment of devices, laying networks, etc. Retraining, advanced training is also carried out for a fee. The costs include the costs for the formation of the material and technical base:

1. The estimated cost of the facilities in which classes will be held, the hostel and its main equipment.
2. Investment in transport.
3. Funds for the purchase of equipment for long-term use.
4. The cost of control and training, computing, other office equipment.

It should be noted that it may be necessary to purchase new forms and other means of documenting, auxiliary materials for computers. Current expenses for improving the personnel management system should be calculated separately for each item that changes due to the implementation of measures. Performance is evaluated at the end of the year. The personnel reserve, of course, requires certain time and financial costs. However, with a competent approach, trained specialists will be able to recoup the costs relatively quickly.

Conclusion

It is necessary to once again focus on the fact that the correct organization of measures to create a personnel reserve acts, on the one hand, as an indicator of the competence of the administrative apparatus, on the other hand, as a guarantee of the effectiveness of the enterprise as a whole. Understanding the real possibility of moving up the career ladder within the company stimulates the interest of employees in self-improvement, raising the level of knowledge, personal competence, increases the degree of staff loyalty to management, thus linking the idea of ​​specialists about their prospects with the current employer. This will undoubtedly have a positive effect on the current work of employees. Understanding and clearly seeing their perspectives, people with greater returns work in the organization. They strive to prove themselves, looking for non-standard approaches to activities. The company also benefits from this. Increased productivity and product quality. All employees at all levels work as a single mechanism. This will subsequently allow expanding the enterprise, opening subsidiaries, representative offices in other regions or abroad. A competent approach to organizing work with personnel reserves will ensure the employment of specialists. At the same time, each employee will understand what he is striving for.

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