Preparation personnel reserve is a strategic priority for most growing companies. The presence of competent, trained specialists ready for promotion 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 personnel reserve requires an integrated approach and careful planning from the HR manager. An incorrectly defined sequence of actions when working with a reserve or skipping an important stage jeopardizes the quality and effectiveness of the entire work.
This article describes a step-by-step program for forming an enterprise personnel reserve. It can be used as a basis and guideline for developing your own reserve training program.

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

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

Stage 3. Profiling of target positions.

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

Stage 5. Development of regulations on personnel reserve.

Stage 6. Selection for 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 of reservists.

Stage 9. Planning further work with the reserve.

Let's look at each stage in more detail.

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

Actions:

1. Analysis of the organizational structure and staffing of the enterprise.
Goal: determining the staffing level of the company's structural divisions.
Important: when preparing a reserve, it is necessary to plan for filling the vacant positions that arise in the event that reservists are appointed to higher positions. The organization should not allow personnel “voids” to arise, especially when it comes to narrow specialists and rare professions, representatives of which are difficult to find on the foreign market.

2. Age analysis of the current management team of the enterprise.
Goal: identifying the most critical managerial positions in terms of the urgency of preparing the reserve (managers of retirement or pre-retirement age)

3. Expert analysis of managerial positions by the company's senior management.
Goal: identifying the highest priority leadership positions in terms of their contribution to business results and prospects for vacating the position.

Criteria for expert analysis of positions (example):
- Contribution to achieving the company’s business results.
- Prospect for release (low prospect - the position is not planned to be released in the next 3-5 years (employee retirement, promotion or rotation is not planned)
- Number of employees subordinate (presence/absence of deputies, staffing levels of the department/department). Departments that are understaffed have a shortage of potential reservists.

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

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

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

Taking into account 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 people. On the one hand, this “insures” the target position against the risk of losing a reservist (due to his leaving the company or dropping out of the reserve training program). On the other hand, the presence of several applicants for one position, with a competent HR policy, creates healthy competition between reservists, increasing their motivation for self-development (the topic is about how to prevent negative consequences competition for a place 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 that require similar business and professional competencies(For example, Chief Accountant and boss finance department). However, such cases should be considered exceptions rather than 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 employee training. Faced with a situation of shortage of candidates for the reserve 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 was determined.

Stage 3. Profiling target positions.
Conducting an analysis of key positions and drawing up a competency map (position profile).
Goal: to determine the basic requirements for professional and business qualities, knowledge and skills that an employee must have to succeed in a particular position.
Additionally: define additional criteria for selecting candidates for the reserve (age, work experience, etc.)

Information sources:
- Job Descriptions to target positions;
- Regulations and business plans of divisions;
- Results of interviews with TOP management and holders of target positions.

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

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

One of the common mistakes when implementing a personnel reserve 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 employees in a ready-made form as a kind of “top-down” innovation, mandatory for execution. This causes a natural defensive reaction in most staff and dramatically reduces the effectiveness of the program.

In this regard, 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 a talent pool training program. First of all, they need to find out the goals and objectives of the program, understand how it can be useful to the enterprise as a whole and personally to each employee. Insufficient information to staff about the innovation may give rise to 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 personnel in discussing the project, provide the opportunity to openly express their opinions about the program, ask questions and make suggestions.

Increased significance. Participation in 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 known cases when the conduct of information events was entrusted to an ordinary employee of the personnel department, since it was believed that this was a fairly simple task. However, the company 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 of information materials about the personnel reserve project.
Goal: information coverage of the reserve training program at all stages of its work.
It is important to use a variety of sources of information to employees:
- Meetings with employees – holding personal meetings with employees, informing them about the goals and objectives of the personnel reserve training program.
- Printed materials – publications in the corporate newspaper/bulletin board, information booklets.
- Electronic materials – newsletters on e-mail, advertisements on the corporate website/ creation special section on the internal website.

2. Development of a plan for information support of the program.
First stage– preparatory (1-2 months before the launch of the program). Informing employees about the goals and objectives of implementing the program, 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 informing staff in a timely and complete manner.

Second phase– main (launching the program and its operation). Informing employees about the progress of the program. The goal is to maintain staff attention to the program and eliminate the emergence 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), the appointments of reservists and the further work of the program. The goal is to highlight the effectiveness of the program and emphasize the compliance of the goals and objectives with the results obtained.

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

Stage 5. Development of regulations on 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? Is it possible to do without it?

Firstly, the provision on the personnel reserve helps to structure the stages of the program, document the areas of responsibility of program participants, and clearly define their rights and responsibilities. In addition, the situation will be important source information for personnel about the goals, objectives and operating mechanism 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 management’s intentions towards innovation. Documenting management's intentions automatically increases the status of the project for many employees, which is useful to remember.

2. Coordination of the draft regulations 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 regulations on the personnel reserve. This will not only contribute to obtaining valuable additions to the position on the part of managers, 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 gone through the approval process at the managerial level, it takes on the status of an official document of the company.

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

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 superior manager (through one or more organizational levels);
3.Self-nomination of an employee.

Employees whose candidacies have been declared for enrollment in the reserve undergo a standardized selection procedure, the purpose of which is to identify the managerial potential of the employee and his readiness to undergo the training program. It is advisable to carry out the selection in 2 stages:

Preliminary selection. Formal compliance of the candidate with the requirements for enrollment in the personnel reserve (example of criteria used):

Age of the candidate for the reserve
- For everyone: at least 25 years old.
- For women: no more than 50 years.
- For men: no more than 55 years old.

Work experience at the enterprise
- At least 3 years.
Pass/fail

Availability of targeted positions at the enterprise , for which a personnel reserve is required (from the employee’s business area)
Yes/no

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

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

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

Example of assessed business (corporate) competencies:
- Understanding of business;
- Skills in planning and organizing work;
- Ability to analyze information and make informed decisions;
- Leadership qualities, ability to build relationships;
- Striving for results and responsibility;
- Openness to new things and desire for development.

Evaluation methods: assessment center, analysis of work results, case testing, competency interviews, testing (professional, personal).

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

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

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

Actions:
1. Development of a general development program for reservists.
Goal: development of managerial competencies of reservists applicable to all target positions.
In this case, we are talking about drawing up a managerial training program common to all reservists, which includes group forms of training (trainings, seminars, master classes, etc.) aimed at developing universal managerial competencies that are important in 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, Organizing, Control, Delegation”;
- “Management decision-making skills”;
- “Motivation of subordinates”;
- and etc.

Development of management thinking
- “Systems thinking skills”;
- “Finance for non-financial managers”;
- « Creative thinking in business";
- and etc.

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

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

2. Development individual program training for each reservist (individual plan development).
Goal: to ensure that the reservist is trained 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 development of professional and business qualities necessary for successful work at the target position. Among the main development methods it should be noted:

Development in the workplace – gaining new experience without interrupting the main production activities;

Developmental assignments – solving work problems aimed at developing the employee’s managerial competencies;

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

Temporary substitutions – gaining new managerial experience when a reservist temporarily performs the duties of a superior manager;

Learning from the experiences of others (working with a mentor) – gaining the necessary experience from a more experienced colleague or manager in joint work;
and etc.

3. Assigning each reservist a mentor from among more experienced colleagues/superior manager.
The task that needs to be solved at this stage is to create effective system motivating the mentors themselves to perform their functions.

Options:
– regular bonus for mentoring (monthly/quarterly);
– encouragement of mentors whose reservists demonstrated the best training results following the completion of the development program (or during the interim assessment).

Useful if necessary conduct internal training for mentors skills of transferring experience and assisting in the development of reservists.

4. Monitoring the effectiveness of training of reservists.
Conducting regular interim meetings of reservists and their mentors with personnel service employees to assess progress in development. Timely adjustment of the reservist’s individual development plan if necessary.

Stage result: development of the required competencies of reservists.

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

1. Carrying out comprehensive assessment quality of training of reservists.
Directions of assessment:

Evaluation of production results – how the labor productivity and effectiveness of the reservist changed based on the results of training (increased/decreased/remained unchanged);

Evaluation of the results of completing the general training program and individual development plans – how much have the reservist’s professional and managerial qualities improved compared to the initial assessment indicators (during selection);

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

Evaluation methods:
- Analysis of production results and achievements of the reservist;
- Receipt feedback from the reservist's mentor;
- Re-evaluation of the reservist (see stage 6, paragraph “Main 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, a decision is made on:

- Encouraging 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 developing professional and managerial competencies.

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

Stage 9. Planning further work with the personnel reserve.

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

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

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

For what?
Reservists who have successfully completed the training program and improved their professional level, often “grow out” of their current position. This fact and the lack of career advancement can seriously reduce an employee’s motivation and, in extreme cases, cause them to leave the company in search of more opportunities. promising work. 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 capabilities and personnel policy companies):

Extension functional responsibilities employee, expanding his area of ​​responsibility and level of decision-making (if possible, adding some managerial functions, for example, managing a responsible project);
- Salary supplement;
- Providing additional social benefits;
- Organization of temporary replacements for managers (during vacation, business trips, illness, etc.);
- Opportunity to become a mentor for less experienced employees;
and etc.

In any case, when choosing retention methods, it is also necessary to take into account individual employee needs (for example, for some employees the material component is more important, and for others obtaining a higher status in the company, etc.)

1 -1

Briefly, the stages can be presented as follows.

1. Identifying the needs and drawing up a model of the competencies of specialists for whom the CG will be formed.
2. Collection of applications and recommendations in the Kyrgyz Republic.
3. Assessing candidates against existing criteria.
4. Formation of the Kyrgyz Republic.
5. Preparation and training of participants of the Kyrgyz Republic.
6. Assessing progress in preparation for appointment to a position, adjusting the composition of the Committee.
7. Appointment to office.

Principles of organization of the Kyrgyz Republic

The following are usually responsible for organizing the CD: structural units organizations, both internal The educational center, assessment center, personnel development department or HR department. The specialists of these departments choose work methods, and then give them normative “weight”, approving them by order of the manager.

Most often, HR specialists are concerned with the creation of a management committee, since recruitment procedures for leadership positions are usually difficult, and the result is difficult to predict. By creating a management committee for managers, they get the opportunity to avoid stressful situations, as well as maintain the management approaches established in the company. Thus, vertical movement of employees occurs.

Less common, but still encountered, is another type of CR formation—horizontal. In this case, those responsible for CI accumulate data about employees who are not seeking promotion, but are interested in changing their type of activity.

Forms of working with personnel reserve

The objectives of internal recruiting and formation of the CI are:

• Identifying the internal potential of employees (through certification, assessment, interviewing, consultations with middle managers)
• Development, training, retraining, advanced training of specialists included in the Kyrgyz Republic - so that they acquire the missing competencies
• Assessment of the acquisition of competencies required for the desired position or position, readiness for transfer.

In addition, the Kyrgyz Republic can be replenished from external sources. To do this, the selection specialist studies resumes presented on job search sites, sent by candidates independently, takes part in specialized conferences and seminars, professional groups in in social networks— and finding worthy candidates, he approaches them with an offer to join the Kyrgyz Republic. Unfortunately, in practice the efficiency of an external source is low because the right specialist is unlikely to wait for a vacancy to open. However, with systematic work, such tactics can bring good results (high-tech companies often resort to it, forming a pool of rare specialists who may be needed in the future).

What acts regulate work with the personnel reserve at the enterprise?

In relation to the creation of the Kyrgyz Republic, this may be the case.

What does personnel reserve mean?

The personnel reserve (CR) is divided into two types - external and internal. Usually this is a group of people who have been pre-selected for any position in the organization, most often at middle or senior management positions. Specialists are assessed especially carefully and the personal, professional and business qualities needed to perform their job duties are identified.

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

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

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

Table. Comparative characteristics internal and external sources of personnel selection

Internal reserve includes:

• highly professional employees with unique knowledge, capable of leadership, as well as professional growth in the horizontal direction (stock of key specialists);
• subordinates who can demonstrate vertical growth (administrative staff);
• trained managers who can immediately begin their duties (operational staff);
• potential managers (strategic talent pool).

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

In small companies, a personnel reserve system is rarely created. Typically, employees are moved from position to position, or relatives, friends or acquaintances are accepted into the company, while avoiding formalities - evaluation, testing, etc. It should be noted that sometimes this can lead to serious problems, including the closure of the company.

Goals and objectives of reserve formation

The main task of the Kyrgyz Republic is to improve and stabilize financial position organizations. By having “spare” employees, the company is protected from unforeseen situations due to the absence of key specialists. Business processes go on as usual, clients are satisfied with the cooperation, and business profitability does not decrease.

The formation of an organization's personnel reserve is also required to achieve other goals that management faces. Usually, using the “spare” database, they try to:

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

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

Example of a Regulation

The formation of a personnel reserve (HRR) of an organization occurs with the participation of senior management. We recommend adhering to the principle of openness and transparency. That is, do not hide from other employees that they have begun selecting specialists in the Kyrgyz Republic. It is possible that some will prove themselves in order to achieve a promotion.

If there are not enough resources to form a CD, involve third-party specialists from recruitment agencies who will take on some of the tasks themselves or complete the work on a turnkey basis. Adhere to the given algorithm, make sure that not a single promising employee is overlooked.

Stage No. 1. Determine your reserve needs

The first stage is the most important, so you need to approach it as responsibly as possible. If you do not pay attention to the nuances, the FCR process will be longer and more expensive.

Before starting work on creating a reserve, identify:

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

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

Stage No. 2. Select employees for the reserve

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

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

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

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

Requirements for candidates for inclusion in the Kyrgyz Republic:

Download sample

When selecting a talent pool, determine the motives of potential employees, their goals and values. Do not immerse yourself in the study of unnecessary facts and personal life, because this information does not carry much meaning, but it takes up your time to analyze it.

Stage No. 3. Create a personnel reserve list

After assessing the candidates and comparing them with each other, make a preliminary list of “reserves”. Divide it into 2 parts. The first includes workers who are assigned to the operational unit, i.e. to fill key positions right now or in the near future. The second group includes those who will make up the strategic reserve. Typically these are young employees with leadership abilities who will gradually gain experience.

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

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

Create a personnel reserve for several years in advance. Submit the list to a senior manager for consideration - he has the right to cross out some people if, in his opinion, they do not meet the necessary criteria. As the list becomes outdated, it needs to be updated. Remove dropouts and add new arrivals.

Important! When enrolling qualified reservists, prepare a petition for nomination to a position if it becomes vacant. Submit the document to the director for approval.

Candidate application form for the personnel reserve

Download the form

Training and retraining of applicants

After weeding out clearly unsuitable employees and adding promising specialists to the talent pool, begin working with those who are generally suitable for the position, but need additional training. Choose the best program for them, taking into account their budget.

The following methods are usually used:

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

Answers to frequently asked questions

1. Who should be appointed responsible for working with the personnel reserve?

Typically, managing an organization's personnel reserve is the responsibility of the head or ordinary specialist of the service. Large organizations create a special department. To achieve results in working with the Kyrgyz Republic, involve immediate managers and reservists in this issue.

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

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

Inform employees of plans to create a CI in writing or in person. Explain the goals and objectives of the program, convey its importance to employees and the organization as a whole. Please note that insufficient information to staff about the innovation may give rise to negative rumors and fears.

4. What are the different ways to nominate candidates for the personnel reserve?

There are three main methods of nomination: by the immediate supervisor, by a superior manager, and by self-nomination of the employee.

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

The following errors are identified when working with CD:

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

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

Yes, many companies train reservists specifically to fill top positions in the organization. The procedure for working with them differs in that higher demands are placed on specialists.

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

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

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

As a result of the previously completed work on creating and developing a reserve, realize the goals for which the CD was created, develop additional measures to retain valuable employees. Do not forget that personnel reserve management is not just a formal procedure, but real work, to which you need to systematically devote time.

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

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

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

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

Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. It requires elaboration of the entire chain of promotions, transfers, and dismissals of specific employees.

Domestic organizations have developed a special expert list, with the help of which candidates are selected when forming a personnel reserve plan for management personnel.

The plan for working with the organization's management personnel reserve includes the following sections: determining the need for management personnel; selection and study of management personnel; acquisition of the reserve, review, coordination and approval of the reserve; work with the reserve of management personnel; control over the preparation of a reserve of management personnel; determining the readiness of the reserve of management personnel for appointment to positions.

Personnel reserve plans can be drawn up in the form of replacement schemes, which have various forms depending on the characteristics and traditions of various organizations. We can say that replacement schemes are a variant of the development scheme of an organizational structure, focused on specific individuals with different priorities. Individually oriented replacement schemes are based on standard replacement schemes. They are developed by personnel management services under organizational structure and represent a variant of the conceptual model of job rotation.

We have a wealth of experience working with personnel reserves in domestic organizations.

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

The sources of formation of the personnel reserve are: qualified specialists; deputy heads of departments; grassroots leaders; graduated! specialists employed in production as workers. Organizations have developed a certain procedure for selection and enrollment 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 positively in practical work and having higher education;

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

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

The managers of trainees included in the personnel reserve group receive financial compensation for the trainee’s successful completion of the stages of the career and professional promotion system;

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