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 a personnel reserve for an enterprise. It can be used as a basis and guideline 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 events 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 reserve preparation.

Actions:

1. Analysis organizational structure And staffing table enterprises.
Goal: determining the staffing level of the company's structural divisions.
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 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 associated with the refusal / dismissal / retirement 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 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 was determined.

Stage 3. Profiling target positions.
Analyzing key positions and compiling 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 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 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 program information support plan.
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 functioning). 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 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 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 the management's intentions in relation to 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 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 for 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-nomination 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. 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 all: at least 25 years.
- For women: no more than 50 years.
- For men: no more than 55 years old.

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 sanctions 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. The 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, 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 program for the development of 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, Organization, 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).

Helpful when needed 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.

Assessment 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.

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 human resources management services for the 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.

55. Planning and organization of work with the personnel reserve

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

Personnel reserve plans can be drawn up in the form of replacement schemes. They take various forms depending on traditions various enterprises. We can say that replacement schemes represent 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 have a 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; supervisors 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. All persons enrolled in the reserve are subject to registration in personnel services. Attestation sheets, documents on advanced training, training at the IPK, at the FPK, reports on the results of internships, and characteristics are filed in 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, and a decision is made to exclude or retain him in the reserve.

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Formation of a personnel reserve, work with the personnel reserve- quite specific types of management activities. To implement them, it is necessary to select employees capable of promotion and properly prepare them. Let's consider further how it is done.

General information

Organization of work to form a personnel reserve involves several stages. First of all, it is necessary to identify specific positions that may be in demand and assess the real need for them. An important element in ensuring the productivity of career development of employees 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 who have the ability to implement management activities. The employees who will be included in its composition must meet the requirements for positions of a particular rank. The company's employees undergo selection and targeted systematic qualification training.

Classification of groups

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.
• B. This group contains 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 analyzing which activities will not bring the expected result. First of all, the urgency of the need to fill positions is taken into account. It must be reasonable and real. Of no small importance is the analysis of the candidate’s suitability for the type of group and position. Another is to determine the employee's prospects. Before including him in the group, his orientation to career growth, length of service, dynamic activity, health status, and age are examined. Forming a personnel reserve and working with a personnel reserve involves taking into account not only general, but also special requirements that the managers of a particular department, workshop, or unit must meet. 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 appropriate education and a proven track record in production activities.

Stages

Consider the features talent pool technologies. The effectiveness of activities will depend on how strictly the scheme of activities is followed. 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.

Determination of numbers

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

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

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

Making lists

During this stage you should establish:

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

Basic Techniques

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 management positions, quality criteria and factual data of employees. The most significant factors to be taken into account include:

1. Work motivation. It presupposes an interest in professional issues and creative activity, the desire to broaden one’s horizons, orientation towards the future, achievements, success, readiness for various social conflicts in the interests of the enterprise, to take reasonable risks.
2. Competence and professionalism. When selecting candidates, we take into account compliance with age and educational qualifications, length of service, level of professional training, independence in making and implementing decisions, 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, communication skills, 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 the set of qualities and requirements required for a specific position.
3. Comparison of candidates for one position and identification of a more suitable employee.

As a result of the activities carried out, the initial list may be adjusted.

Preparation

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

1. Individual training under the guidance of a superior.
2. Internship in a position. It can take place both at your own and at any other enterprise.
3. Study at the institute and attend courses depending on the position.

Nuances

Specialists involved in employee selection know very well how difficult it can be to correctly determine the most promising direction in career development. The purpose of working with the personnel reserve in many companies this is achieved by using the “carousel” technique. It involves temporary rotation of employees within the enterprise with a change of departments, their functional duties, personal responsibility and authority. This principle is often used work with personnel reserve civil service . This technique, on the one hand, allows a personnel specialist to monitor an employee as he solves various professional tasks and performs certain functional duties. At the same time, it remains possible to carry out reverse permutations without losses.

Difficulties

Checking the correctness of the formulation of the starting points of employee career programs 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, we cannot do without shortcomings. However, it is quite 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 factors, including subjective ones. 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 the objective factors to be taken into account, it should be noted the size of the economic structure, the organizational and managerial 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 located higher on the hierarchical ladder to the number of specialists employed at the same level to which the employee’s current position is assigned.
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). We are talking specifically about the position for which it is created personnel reserve. Efficiency is ensured by the formation of clear prospects for the employee. It is very important that the specialist, whose career acts as an object of management at the enterprise, sees not the ghostly outlines of an unattainable post, but a clear job position. Her replacement in this case may become his prospect and long-term goal.

Motives

Work with personnel reserve must be relevant, in demand, and justified. One of the key elements that ensures productivity career growth employee, 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 field, 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. Employees may be driven to develop their careers by the desire for leadership and power.
5. Creation. Many specialists strive to freely express their talents and create creative products.
6. Competitiveness. It implies the desire to always and in everything surpass competitors.
7. Well-being. For many employees, the material component of work is a key factor pushing them to achieve career heights.
8. Health. Many specialists strive to work in favorable conditions, calmer, 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 and the development of plans. Their calculation takes into account:

In addition, new office equipment, communications equipment, peripheral devices, auxiliary equipment, production equipment, construction/reconstruction production premises. When calculating, it is necessary to take into account the costs of installation, setting up devices, laying networks, etc. Retraining and advanced training are 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 buildings in which classes will be held, the dormitory and its main equipment will be located.
2. Capital investments in transport.
3. Funds for the purchase of equipment for long-term use.
4. The cost of control and training, computing, other office equipment.

Please note that it may be necessary to purchase new forms and other means of documentation, and auxiliary materials for computers. Current costs 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 the right approach, trained specialists will be able to recoup the costs relatively quickly.

Conclusion

It is necessary to emphasize again that proper organization measures to create a personnel reserve acts, on the one hand, as an indicator of the competence of the administrative apparatus, on the other, 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 beneficial 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 and look for non-standard approaches to activities. The company also benefits from this. Increases productivity and product quality. All employees at all levels work as a single mechanism. This will subsequently make it possible to expand the enterprise, open affiliated companies, 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.