Training a talent pool is a strategic priority for most developing companies. The presence of competent, trained specialists who are ready to advance to key positions for the organization guarantee the personnel safety of the business and confidence in the future.

Given the scale and complexity of the task, the work to create 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 all work.
  This article describes a phased program for the formation of the personnel reserve of the enterprise. It can be used as a basis and guideline for developing your own reserve training program.

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

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

Stage 3.Profiling targeted posts.

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

Stage 5.  Development of a provision on personnel reserve.

Stage 6.Selection in the personnel reserve (search and assessment of candidates)

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

Stage 8.  Assessment of the results of training reservists.

Stage 9.  Planning for future work with the reserve.

Let us 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 of the enterprise.
  Purpose: determination of staffing of structural units of the company.
  Important: when preparing the reserve, it is necessary to plan for the replacement of the vacant positions that are formed, in the event that the reservists are appointed to higher posts. 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 team of the enterprise.
Purpose: to identify the most critical managerial positions in terms of the urgency of preparing a reserve (managers of retirement or pre-retirement age)

3. Expert analysis of managerial positions by the top management of the company.
  Purpose: to identify the highest priority leadership positions in terms of their contribution to the business result and the prospects for job vacancies.

Criteria of expert analysis of posts (example):
  - Contribution to the achievement of the business result of the company.
  - The prospect of dismissal (low prospect - the position is not planned to be vacated in the next 3-5 years (the employee is not planning to retire, increase or rotate)
  - The number of employees in the subordination (presence / absence of deputies, staffing of the department / department). Departments that are understaffed are scarce in relation to potential reservists.

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

Stage Result:defined positions requiring priority formation of a personnel reserve.

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

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

The optimal number of reservists for the position is 2-3 people. On the one hand, this “insures” the target position against the risk of losing a reservist (due to his departure from the company or retirement from the reserve training program). On the other hand, the presence of several applicants for one position, with competent HR policy, creates healthy competition between reservists, increasing their motivation for self-development (the topic of how to prevent the negative consequences of competition for a 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 are required (for example, chief accountant and head of financial department). However, such cases should be attributed to exceptions rather 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 situation of a 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 of targeted posts.
  Analysis of key positions and mapping of competencies (job profile).
  Purpose: to determine the basic requirements for professional and business qualities, knowledge and skills that an employee must have in order to succeed in a particular position.
  Additionally: define additional criteria for selecting candidates for the reserve (age, length of service, etc.)

Sources of information:
  - Job descriptions for target positions;
  - Regulations and business plans of divisions;
  - The results of the interview with the top management and target holders.

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 conduct of events for information support of the training program for the personnel reserve.

One of the common mistakes in introducing the 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 the employees in a ready-made form as a kind of “innovation launched from above”, mandatory for execution. This causes a natural defensive reaction for most staff and dramatically reduces the effectiveness of the program.

In this regard, it is necessary to comply three simple principlesduring the development of a new project and its implementation:

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

Involvement.   In order to avoid the appearance of false perceptions and expectations from the reserve training program, in addition to informing, it is necessary to purposefully involve staff in the discussion of the project, to provide the opportunity to openly express their opinions about the program, ask questions and put forward proposals.

Strengthening significance.   Participation in information events of top managers and informal leaders of the company can significantly increase the importance of the program and emphasize its importance for the organization. There are cases when information events were 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 senior management of the company.

Actions:

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

2. Development of a program information support plan.
First step - 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 innovation through timely and maximally informing staff.

Second phase- main (launch of the program and its functioning). Informing employees about the progress of the program. The task is to maintain staff attention to the program, to eliminate the appearance of negative rumors and false representations.

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

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

Stage 5. Development of regulations on personnel reserve.

Actions:
1. Drafting of a provision on 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, clearly define their rights and obligations. In addition, the provision will be an important source of information for staff on the goals, objectives and mechanism of work of the training reserve program.

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

2. Coordination of the draft provision on the personnel reserve with the heads of units.
  At this stage, it is very important to involve company management in the process of finalizing and agreeing on the provision for the personnel reserve. This will facilitate not only the receipt of valuable additions to the position on the part of the leaders, but will also remove the effect of the “imposed from above” decision.

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

Stage 6. Selection in the personnel reserve (search and assessment of candidates).

Candidates for the reserve may be nominated 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 the employee.

Employees whose candidacies were announced for admission to the reserve carry out a standardized selection procedure, the purpose of which is to identify the managerial potential of the employee and his willingness to undergo a 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 (example of the criteria used):

Candidate age for reserve
  - For everyone: 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.
  Match / Not Match

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

Lack of disciplinary action   during work (during the last 3 years of work in the organization)
  Yes / no

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

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

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, the ability to build relationships;
  - Striving for results and responsibility;
  - Openness to the new and striving for development.

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

Sources of Additional Information : peer review of colleagues, manager, subordinates (if any) of an employee using the 360 \u200b\u200bdegree method.

As a result  This stage forms the final list of candidates for admission to the personnel reserve.

Stage 7. Preparation 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.
  Purpose: development of managerial competencies of reservists applicable to all target posts.
  In this case, we are talking about drawing up a general managerial training program for all reservists, which includes group training forms (trainings, seminars, master classes, etc.) aimed at developing universal managerial competencies that are important in any managerial position in company.

An example of the most common training modules in personnel reserve development programs:

Development of basic management skills
  - “4 functions of the leader: Planning, Organization, Control, Delegation”;
  - “Skills of making managerial decisions”;
  - “Motivation of subordinates”;
  - and etc.

Managerial thinking
  - “Skills of systemic thinking”;
  - “Finance for non-financial managers”;
  - "Creative thinking in business";
  - and etc.

Personal manager performance
  - “Skills of effective communication”;
  - “Teamwork skills”;
  - “Team Leadership” and others;

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

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

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

Workplace development   - gaining new experience on the job from the main production activities;

Educational assignments   - solution of work tasks aimed at developing managerial competencies of an employee;

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

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

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

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

Options:
  - regular bonus for mentoring (monthly / quarterly);
  - encouraging mentors whose reservists showed the best training results following a development program (or during an interim assessment).

Useful if necessary provide mentor training internallyskills transfer experience and assistance in the development of reservists.

4. Monitoring the effectiveness of training reservists.
  Summing up regular mid-term meetings between reservists and their mentors with staff personnel 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 training reservists.

1. Conducting a comprehensive assessment of the quality of training of reservists.
  Directions of assessment:

Performance Assessment   - how the labor productivity and the effectiveness of the reservist according to the results of the preparation have changed (increased / decreased / remained unchanged);

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

Evaluation of the results of design work   - what are the results obtained by the development projects, the determination of the contribution of the reservist to the achievement of the result.

Evaluation Methods:
  - Analysis of production results and achievements of the reservist;
  - Getting feedback from the mentor of the reservist;
  - Reassessment of the reservist (see step 6, item "Basic selection");
  - Analysis of the results of project activities.

2. Summing up the reservists training program.
  According to the results of assessing the quality of training of reservists, the decision to:

- Promoting Successful Reservists who have demonstrated an increase in productivity and an increase in the level of development of professional and managerial competencies.

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

Stage Result: Highly prepared reservists have been identified to fill vacant management positions.

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

1. If the company has open targeted vacancies, consideration of candidates for replacement from among the successful reservists.

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

3. In the absence at the time of completion of the training program for reservists of open targeted vacancies, planning measures to retain prospective employees in the enterprise.

What for?
  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 the employee’s motivation and, in extreme cases, cause him to leave the company in search of a more promising job. To minimize this risk, it is useful to plan a program to retain reservists in the organization.

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

Expansion of the employee’s functional responsibilities, expansion of his area of \u200b\u200bresponsibility and level of decision-making (if possible, adding a part of managerial functions, for example, managing some responsible project);
  - Salary supplement;
  - Providing additional social benefits;
  - Organization of temporary replacements for the head (during vacation, business trips, illness, etc.);
  - An opportunity to become a mentor for less experienced employees;
  and etc.

In any case, when choosing retention methods, you must also consider   individual employee needs (for example, for some employees, the material component is more important, and for someone, getting a higher status in the company, etc.)

1 -1

Briefly, the steps can be represented as follows.

1. Identification of needs and compilation of a model of competencies 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. The formation of the Kyrgyz Republic.
5. Preparation, training of participants of the Kyrgyz Republic.
6. Assessment of progress in preparation for the appointment, correction of the composition of the Kyrgyz Republic.
7. Appointment to office.

Principles of Organization of the Kyrgyz Republic

The organizational units of the organization, such as the internal training center, assessment center, personnel development department or HR department, are usually responsible for the organization of the Kyrgyz Republic. The specialists of these departments choose working methods, and then give them the normative “weight”, confirming them by the order of the head.

Most often, HR officers are concerned about the creation of managers in the Kyrgyz Republic, as hiring procedures for senior positions are usually difficult, and the result is difficult to predict. By creating CR managers, they get the opportunity to avoid stressful situations, as well as preserve the management approaches established by the company. Thus, the vertical movement of employees occurs.

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

Forms of work with personnel reserve

The tasks of internal recruiting and the formation of the Kyrgyz Republic are:

• Identification of 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 CD can be replenished by external sources. To do this, the selection specialist studies the resumes presented on job search sites, sent by candidates independently, takes part in relevant conferences and seminars, professional groups in social networks - and finding worthy candidates, he turns to them with an offer to enter the Kyrgyz Republic. Unfortunately, in practice, the effectiveness of an external source is low, because the right specialist is unlikely to wait for the 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 needed in the future).

What acts regulate work with the personnel reserve in the enterprise

With regard to the creation of the Kyrgyz Republic, it can be.

The work on the training of reserve personnel is focused, systemic and planned. The organization of this work is aimed at ensuring high-quality and intensive preparation 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 when choosing forms and methods of work, their sequence and duration.

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

The system of this work includes: study in the system of advanced training of leading employees with and without interruption from production; internship in the position, which is credited to the reserve; temporary replacement of absent managers for the period of their business trips, vacations; field trips to other organizations in order to study good practices; participation in teaching in the continuing education system; participation in inspections of the production activities of the organization and their units; participation in the preparation and conduct of conferences, seminars and meetings.

The planning of the personnel reserve is intended to predict personal advancements, their sequence and related activities. It requires the study of the entire chain of promotions, movements, dismissals of specific employees.

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

The work plan with a reserve of leading personnel of the organization includes the following sections: determining the need for senior personnel selection and study of leading personnel; manning the reserve, reviewing, agreeing and approving the reserve; work with a reserve of leading personnel; control over the training of reserve managers; determination of the readiness of the reserve of leading cadres for appointment.

Personnel reserve plans can be drawn up in the form of equivalent schemes that 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. Typically, equivalent schemes are the basis of individually oriented equivalent schemes. They are developed by personnel management services for the organizational structure and represent a variant of the conceptual model of job rotation.

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

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

Sources of the formation of a reserve of personnel are: qualified specialists; deputy heads of units; grassroots leaders; graduated! specialists employed in production as workers. Organizations have developed a specific procedure for the selection and admission to the group of personnel reserve:

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 have higher education;

The decision to include workers in reserve groups is taken by a special commission and approved by order of organization;

For each employee (trainee), the internship manager (main) and the leader of each stage of the internship are approved, which make up an individual internship plan at each stage;

The leaders of the interns included in the group of reserve personnel receive material compensation for the successful completion of the stages of the system of professional career advancement by the trainee;

The trainee is set the salary corresponding to his new position, but higher than the previous Report, and it covers all types of material incentives provided for this position.

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

The replacement of senior positions with internal candidates has the following advantages:

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

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

There is a “soft” replacement of generations and the continuity of technology and corporate culture is preserved (there are no revolutionary restructures that paralyze the work of the unit for a long period).

The losses of qualified employees of the company due to the lack of prospects for professional and career growth are reduced.

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

When it is 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 will be able to lead new departments and directions;

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

The company has developed a situation where promising employees do not see the opportunity for further personal growth and leave it;

The rules for increasing and moving employees were spontaneous, outdated and lead to frequent mistakes in the appointment of new managers;

Search and selection of candidates for managerial positions does not take place on the basis of company development plans, but when a “burning” vacancy arises;

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

People who do not profess the established values \u200b\u200band principles of corporate culture come to the management of the company;

The activities of the enterprise are complex and require a high level of qualification, the term of adaptation of new managers is long, which increases the likelihood of 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 sure of “your own”, proven in practice, team of managers, in its ability to solve any task assigned to it.

Timely identification and successful preparation for future leadership positions in a high position is today the most important success factor in competition. Therefore, modern companies create a system for selecting, developing and moving future managers (reserves) and consider managing this system as a strategically important task.

The system of training reserve managers involves solving the following tasks:

Identification of employees with the potential for leadership positions;

Training these employees for leadership positions;

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

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

The algorithm of work with each of the personnel reserve groups, although it coincides in the main stages, has its own specifics, both in selection and development (in table No. 2, “The algorithm for working with personnel reserve”, the main stages of work to form a personnel reserve and the corresponding services provided by Progressive Management Technologies).

Reserve (understudies) - 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 investment of time from senior management, personnel management units, and department heads.

However, those companies that have learned to manage this process receive tremendous 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 company personnel, the selection and transfer of senior personnel, ensuring the continuity of leadership, and on this basis - improving the overall performance of the entire company;

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

A prospective reserve (resource) is young employees with leadership qualities - specialists who, in the future, can occupy senior positions in the company.

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

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

When preparing a prospective reserve, special attention is paid to:

Understanding the specifics of the organization’s activities and its culture, developing a sense of loyalty to their company;

Continuous improvement of managerial knowledge based on continuing education courses (seminars);

Labor discipline (compliance with internal labor regulations; hard work; conscientiousness; accuracy);

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

Management skills (the ability to persuade, guide, understand people, to defend the interests of the team).

The selection of employees with leadership qualities is the most difficult step in working with a promising reserve, since it is necessary not only to assess the employee’s condition 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 psycho-diagnostics are becoming increasingly important, 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 occupation of leadership positions. One of the most effective is the "Assessment center" method.

According to the results of the assessment, admission to the personnel reserve is carried out, and individual development plans are drawn up for each reservist:

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

For the “prospective reserve” group, the plan should be aimed at improving the general level of managerial qualifications, and include: rotation, independent theoretical training, and training.

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

Organization and control of the development of employees enrolled in the personnel reserve should be carried out by the human resources management unit. As a control of the results of the development of the personnel reserve, a periodic assessment is used. The main focus of the assessment is on assessing progress in the level of managerial knowledge and skills of the reservists, i.e. the way an employee develops his potential. The results of work in today's position are very important for assessing the progress of understudies, while for a prospective reserve they are considered only as additional information characterizing the reservist (assessment of the results of work is more taken into account during certification).

The results of the assessment of progress allow you to make changes to the employee development plan or decide on the futility of his further preparation for a leadership position.

The system of work with young employees with leadership potential is an important factor in increasing the effectiveness of company management and should be consistent with the strategic goals of its development.

Employees of the company "Progressive Management Technologies" have unique techniques and experience in their practical application for working with the personnel reserve and are ready to help the heads of companies 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 the organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, such personnel as is necessary to solve production problems and achieve its goals. Personnel planning should create the conditions for motivating higher labor productivity and job satisfaction. People are primarily attracted to those jobs where conditions are created for the development of their abilities and a high and constant income is 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 personnel planning is effective when it is integrated into the overall organization planning process. Human resources planning should answer the following questions:

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

How can you attract the right and reduce the excess staff without causing social damage?

What is the best way to use staff according to their abilities?

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

How to ensure the development of personnel to carry out new skilled work and maintain their knowledge in accordance with the needs of production?

What costs will the planned staffing activities require?

The goals and objectives of personnel planning can be enlarged in the form of the scheme presented in Fig. 2.

Scheduling plays an important role, as it allows the calculation of the time required for the manufacture of finished products according to existing orders based on the availability of raw materials, materials procured externally and work in progress.

The purpose of scheduling is to obtain an accurate and complete project schedule, taking into account the work, their duration, necessary resources, which serves as the basis for the implementation of the project.

In the tasks of scheduling for each work (operation), the duration of its manufacture and the resource that should be used for its implementation (a specific type of machine, unit, equipment) are indicated. The resources used in such tasks are reusable. For each resource, the time it was received in the system is indicated (for machine tools this is usually the time that planning began, or, for example, the time the machine started to work after repair) and the amount of resource received in the system (for machines this is the number of similar machines). An acceptable solution to the scheduling problem is a solution (an acceptable schedule of work) for which the following are performed:

· Technological conditions

· Resource conditions

· The resource cannot be used simultaneously by several works,

· Work consumes the resource necessary for its implementation without interruptions.

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