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, whose representatives 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 the 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 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 in which similar business and professional competencies(For example, Chief Accountant and chief financial 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 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.)

Information sources:
- 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, the company's management + representatives of the HR department) and reaches the employees in a ready-made form as a kind of "top down" innovation, 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 for the enterprise as a whole and for 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 false perceptions 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 of 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 special section on the internal site.

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 functioning). 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 regulation 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 position will be important source information for personnel 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 action 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 of 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.;

Typically the program general training 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 methods).

2. Development individual program training 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 for each reservist an individual development plan (usually for 1 year), which combines various methods development of 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 experiences 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. Holding integrated assessment the quality of the training of reservists.
Assessment directions:

Evaluation of 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 results design 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 further work with 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 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.

For what?
Reservists who 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 employee motivation and, in extreme cases, cause them to leave the company in search of more 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 availability and personnel policy companies):

Extension functional duties employee, expanding the area of ​​his 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

Briefly, the steps can be summarized as follows.

1. Identification of the need and compilation of a competency model of specialists for whom the CR will be formed.
2. Collection of applications and recommendations in the Kyrgyz Republic.
3. Evaluation of candidates for compliance with existing criteria.
4. Formation of the CD.
5. Preparation, training of participants of the Kyrgyz Republic.
6. Assessment of progress in preparation for appointment to the position, correction of the composition of the CR.
7. Appointment to office.

Principles of organization of the CD

The organization of the RC is usually the responsibility of such structural units organizations as an internal The educational center, assessment center, personnel development department or HR department. The specialists of these departments choose the methods of work, and then give them a normative "weight", approving the order of the head.

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

Less often, but still there is another type of CR formation - horizontal. In this case, those responsible for CI accumulate data on employees who do not seek promotion, but are interested in changing the type of activity.

Forms of work with personnel reserve

The tasks of internal recruiting and formation of CR are:

• Identification of the internal potential of employees (through certification, assessment, interviews, consultations with middle managers)
• Development, training, retraining, advanced training of specialists included in the Kyrgyz Republic - in order for them to acquire the missing competencies
• Assessment of the acquisition of competencies required for the desired position or position, readiness for transfer.

In addition, CR can be replenished from external sources. To do this, the recruiter studies resumes presented on job search sites, sent by candidates on their own, take part in specialized conferences and seminars, professional groups in in social networks- and finding worthy candidates, he addresses them with a proposal to enter the Kyrgyz Republic. Unfortunately, in practice, the efficiency of an external source turns out to be low, because the right specialist 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 that may be required in the future).

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

With regard to the creation of CD, this can be.

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

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

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

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

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

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

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

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

Work with a personnel reserve in domestic organizations has rich experience.

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

The sources of personnel reserve formation are: qualified specialists; deputy heads of divisions; grassroots leaders; graduated! professionals employed in production as workers. Organizations have developed a certain procedure for selecting and enrolling in a personnel reserve group:

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

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

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

Personnel reserve - a group of qualified employees of the company who have undergone preliminary selection, special training and are internal candidates for filling vacancies in senior management positions.

Replacing leadership positions with internal candidates has the following advantages:

The time of adaptation of a new employee to a position is reduced (when replacing by third-party candidates, the adaptation period is from 3 to 6 months);

There is no need to form loyalty to the company (loyalty has already been formed, and this is a guarantee, because the new leader, who could not adapt to the company, will leave, taking with him data representing trade secret);

There is a "soft" replacement of generations and the continuity of technologies and corporate culture is preserved (there are no revolutionary restructurings that paralyze the work of the unit for a long period).

The loss of qualified employees of the company, caused by the lack of prospects for professional and career growth, is reduced.

All these advantages have a specific material expression for the company in the form of a reduction in lost profits due to a decrease in the efficiency of the staff. That's why most companies are interested in professional growth of their employees at all levels, and are trying to create a talent pool.

When it's time to think about building a personnel reserve system for an enterprise:

The company is growing and there is a need for managers and specialists who can lead new departments and areas;

Aging of key and management personnel and the absence of young promising employees at the enterprise who can replace them;

The company has a situation where promising employees do not see an opportunity for their own further growth and leave it;

The rules for promotion and movement of employees have developed spontaneously, are outdated and lead to common mistakes when appointing new leaders;

The search and selection of candidates for senior positions is not based on the company's development plans, but when a "burning" vacancy arises;

The company is moving to a new stage of development, and the requirements for the professionalism of managers are increasing;

People who do not profess the established values ​​and principles of the corporate culture come to the company's senior management;

The activity of the enterprise is complex and requires a high level of qualification, the period of adaptation of new managers is long, which increases the likelihood of making mistakes with serious consequences for the enterprise;

You have a question: what is more effective - to attract new managers or improve the skills of existing ones;

You want to be confident in "your", proven in practice, management team, in its ability to solve any task assigned to it.

Early detection and successful preparation to work in a high position of future leaders is today the most important success factor in the competitive struggle.Therefore modern companies create a system for the selection, development and transfer of future leaders (reserve) and consider the management of this system as a strategically important task.

The management reserve training system involves the following tasks:

Identification of employees with the potential for leadership positions;

Preparing these employees for leadership positions;

Ensuring the replacement of a vacant position and the approval of a new employee in it.

When working with a reserve of leaders, two groups are distinguished - a reserve (understudies) and a promising reserve (resource) - young employees with leadership potential.

The algorithm for working with each of the groups of the personnel reserve, although it coincides in the main stages, has its own specifics, both in terms of selection and development (table No. 2 "Algorithm for working with the personnel reserve" shows the main stages of work on the formation of the personnel reserve and services provided by Progressive Management Technologies).

Reserve (understudy) - these are managers - candidates for filling certain key positions of the company, who are ready to work in these positions at the moment or in the near future.

Their preparation is a complex multi-stage process and requires a significant amount of time from senior management, personnel management departments, heads of departments.

However, those companies where they have learned to manage this process receive enormous returns in the form of a painless change of generations and the introduction of fresh views, continuity in work and management.

Reserve preparation is:

An effective means of optimizing the use of the company's personnel, selecting and moving management personnel, ensuring the succession of management, and on this basis - increasing the efficiency of the entire company;

One of the most important conditions for the successful operation of the company in the long term.

A promising reserve (resource) is young employees with leadership qualities - specialists who in the future can take leadership positions in the company.

The purpose of working with this category of the managerial pool is to identify and strengthen the development of employees with the potential to occupy leadership positions in the company in a few years.

The process of planning and developing young employees with potential is similar to the process of working with a leadership pool. At the same time, there are a number distinctive features. Unlike work with a reserve of managerial personnel, the training of promising employees is not targeted - they are not trained for a specific position, but for leadership work in general.

When preparing a prospective reserve Special attention given to:

Understanding the specifics of the organization and its culture, developing a sense of devotion to one's company;

Constant improvement of managerial knowledge on the basis of advanced training courses (seminars);

Labor discipline (compliance with the rules of internal work schedule; diligence; conscientiousness; accuracy);

Corporate culture(the ability to build constructive relationships in the team; loyalty to the company);

Management skills (the ability to convince, lead, understand people, defend the interests of the team).

The selection of employees with leadership qualities is the most difficult stage in working with a promising reserve, since it is required not only to assess the state of the employee at the moment, but also to predict what will happen to him in a few years. Methods for assessing the potential of employees with elements of psychodiagnostics are becoming increasingly important, when using which not only the existing level of formation of managerial skills is assessed, but also the potential for their development, as well as the level of motivation for their own development and leadership positions. One of the most effective is the "Assessment center" method.

Based on the results of the assessment, enrollment in the personnel reserve is carried out, and for each reservist, individual plans development:

For a group of understudies - drawing up a career development plan and those skills that need to be additionally mastered for the position for which he was approved as an understudy.

For the "prospective reserve" group - the plan should be aimed at increasing the overall level managerial qualifications, and include: rotation, independent theoretical training, passing trainings.

The most common training needs for all reservists should be summarized and included in the general training program ( corporate trainings, seminars).

The organization and control of the development of employees enrolled in the personnel reserve should be carried out by the management unit by human resourses. Periodic evaluation is used as a control over the results of the development of the personnel reserve. The main focus of the evaluation is on assessing progress in the level of managerial knowledge and skills of reservists, i.e. how the employee develops his potential. The results of work in the current position are very important for assessing the progress of understudy, at the same time, for the prospective reserve, they are considered only as Additional Information, which characterizes the reservist (evaluation of the results of work is more taken into account during certification).

The results of the progress assessment allow you to make changes to the employee's development plan or make a decision about the futility of his further preparation for a managerial position.

The system of working with young employees with leadership potential is an important factor improve the efficiency of the company's management and must comply with strategic goals its development.

Employees of the company "Progressive Technologies of Management" have unique methods and experience of their practical application for work with the personnel reserve and are ready to help the CEOs and HR managers in solving the problems of forming and developing the personnel reserve of this company.

6. Features of personnel planning at the enterprise.

Personnel planning is carried out both in the interests of the organization and in the interests of its staff. It is important for an organization to have right time, in the right place, in the right quantity and with the appropriate qualifications, with such personnel as is necessary to solve production tasks to achieve its goals. Personnel planning should create conditions for motivating higher productivity and job satisfaction. People are attracted primarily by those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that workforce planning is only effective when it is integrated into general process organization planning. HR planning should answer the following questions:

How many workers, what skills, when and where will they be needed?

How can you attract the right staff and cut down on the redundant without causing social harm?

How best to use staff according to their abilities?

Rice. 1. The place of personnel planning in the personnel management system in the organization.

How to ensure the development of personnel to perform new skilled work and maintain their knowledge in accordance with the requirements of production?

What costs will be required by the planned personnel measures?

The goals and objectives of personnel planning can be summarized in the form of a diagram shown in fig. 2.

Scheduling plays an important role, as it allows you to calculate the time required for manufacturing finished products according to existing orders based on the availability of raw materials, materials purchased from outside and work in progress.

Target scheduling- get an accurate and complete schedule of the project, taking into account the work, their duration, the necessary resources, which serves as the basis for the implementation of the project.

In scheduling tasks, for each job (operation), the duration of its manufacture and the resource that must be used to perform it (a specific type of machine, unit, equipment) are indicated. The resources used in such tasks are reusable. For each resource, the time of its entry into the system is indicated (for machines, this is usually the time when planning began, or, for example, the time the machine began to work after repair) and the amount of the resource that entered the system (for machines, this is the number of machines of the same type). An acceptable solution to the scheduling problem is such a solution (a feasible work schedule) for which the following are performed:

technological conditions,

The resource conditions

the resource cannot be used by several jobs at the same time,

The work consumes the resource necessary for its execution without interruption.

It is required to construct such an admissible schedule for which the resource conditions are satisfied in the "best" way.