Training personnel reserve is a strategic priority for most developing companies. The availability of competent, trained specialists, ready for promotion to key positions for the organization, guarantee 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 the omission of 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. Determination 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 regulations on the personnel reserve.

Stage 6.Selection to 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. Evaluation of the results of training reservists.

Step 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 organizational structure and staffing table enterprises.
Purpose: 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, in the event that 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 on the foreign market.

2. Age analysis of the current management staff of the enterprise.
Purpose: 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 top management of the company.
Purpose: identifying the most priority leadership 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.
- Prospect of release (low prospect - the position is not planned to be released in the next 3-5 years (it is not planned for an employee to retire, increase or rotation)
- The number of employees in subordination (presence / absence of deputies, staffing of the department / department). Understaffed departments are scarce for 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 a 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 that require priority formation of the personnel reserve have been identified.

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

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

The optimal number of reservists per position is 2-3 persons... On the one hand, this “insures” the target position against the risk of losing a reservist (due to his leaving the company or dropping out of the reserve training program). On the other hand, the presence of several applicants for one position, with a competent HR policy, creates healthy competition between reservists, increasing their motivation for self-development (the topic of how to prevent 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 competence (for example, chief accountant and head of the finance department). However, such cases should be attributed more to the 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 staff, 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 has been determined.

Stage 3. Profiling target positions.
Analyzing key positions and drawing up a competency map (job profile).
Purpose: to determine the basic requirements for professional and business qualities, knowledge and skills that an employee must have for success in a particular position.
Additionally: define additional criteria for the selection of candidates for the reserve (age, length of service, etc.)

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

Stage result: For each target position, a profile has been drawn up, including a list of the most important competencies (professional and business) required 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 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 "downstream" 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 observe three simple principlesduring 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 personnel about the innovation can cause negative rumors, fears and lead to the rejection of the reserve program by some of the employees.

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

Increase in significance. Participation in information events of 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 an ordinary employee of the personnel department was entrusted with carrying out information activities, since it was believed that this was a fairly simple task. However, the staff of the company did not take seriously the words about the importance 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 repeat meetings with the participation of senior management of the company.

Actions:

1. Preparation of information materials about the project of the 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 of information for 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 / notice board, information booklets.
- Electronic materials - newsletters on e-mail, announcements on the corporate website / creation of a special section on the internal website.

2. Development of a plan for information support of the program.
First step - preparatory (1-2 months before the start of the program). Informing employees about the goals and objectives of the program implementation, its benefits for the company 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 maximum information to the staff.

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

Stage three - 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 appointment 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 regulations 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 we do without it? "

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

Secondly, the regulation, 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 the innovation. Documenting the intentions of the management for many employees automatically elevates the status of the project, it is useful to remember.

2. Coordination of the draft regulations on the personnel reserve with the heads of departments.
At this stage, it is very important to involve the company's management in the process of finalizing and agreeing on the regulations on the personnel reserve. This will contribute not only to obtaining 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 process of approval 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 assessment of candidates).

Candidates for the reserve can be nominated in at least three ways:
1. Promotion of an employee by his immediate supervisor;
2. Promotion of an employee to a higher manager (through one or more organizational levels);
3. Self-nomination of an employee.

Employees who have been nominated for admission to the reserve follow a standardized selection procedure, the purpose of which is to identify the employee's managerial potential and his readiness 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):

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

Work experience at the enterprise
- At least 3 years.
Compliant / Not Compliant

Availability of targeted positions at the enterprise for which a talent pool is required (from the employee's business line)
Yes / no

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

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

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

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

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

Sources of additional information : expert assessment 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 admission to 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.
Objective: Development of managerial competencies for reservists applicable to all target positions.
In this case, we are talking about drawing up a management training program common 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 the head: Planning, Organization, Control, Delegation";
- "Skills of making management decisions";
- "Motivation of subordinates";
- and etc.

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

Manager's personal effectiveness
- "Skills of effective communication";
- "Skills of teamwork";
- "Team Leadership", etc .;

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

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

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

Workplace development - gaining new experience without interrupting the main production activity;

Developing assignments - solving work tasks aimed at developing managerial competencies of an employee;

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

Temporary substitutions - obtaining new managerial experience in the temporary performance of the reservist's duties as a superior leader;

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

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

Options:
- Regular mentoring allowance (monthly / quarterly);
- rewarding mentors whose reservists have demonstrated the best training results following the completion of the development program (or during the mid-term assessment).

Useful if necessary internally train mentorsskills transfer of experience and assistance in the development of reservists.

4. Monitoring the effectiveness of training reservists.
Conducting regular interim meetings of 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 training reservists.

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

Assessment of production results - how the labor productivity and performance of the reservist changed as a result of training (increased / decreased / remained unchanged);

Assessment 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);

Assessment of results design work - what results were obtained as a result of the implementation of development projects, determination of the contribution of the reservist to the achievement of the result.

Assessment methods:
- Analysis of production results and achievements of the reservist;
- Receiving feedback from the mentor of the reservist;
- Re-evaluation of the reservist (see stage 6, item "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 reservists, making a decision on:

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

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

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

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

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

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

3. In the absence of open target vacancies at the end of the training program for reservists, planning activities to retain promising employees at the enterprise.

What for?
Reservists who have successfully completed the training program and raised 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, serve as a reason for leaving the company in search of a more promising job. To minimize this risk, it is helpful to plan a retention program for the organization.

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

Expansion functional responsibilities an employee, expanding his area of \u200b\u200bresponsibility and the level of decision-making (if possible, adding part of managerial functions, for example, managing a responsible project);
- Salary premium;
- Providing additional social benefits;
- Organization of temporary replacements of the head (for vacation, business trip, illness, etc.);
- Opportunity to become a mentor for less experienced employees;
and etc.

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

1 -1

The stages can be briefly summarized as follows.

1. Identifying the needs and drawing up a model of the competencies of specialists for whom the CD 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 CD.
6. Assessment of progress in preparation for appointment, correction of the composition of the RC.
7. Appointment to office.

Principles of organizing a CD

The following are usually responsible for organizing the CD structural units organization 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 by the order of the head.

More often than not, HR officers are concerned with the creation of a CD of managers, since the procedures for hiring for leadership positions are usually difficult, and the result is difficult to predict. By creating CR for leaders, they get the opportunity to avoid stressful situations, as well as maintain the approaches to management established in the company. Thus, there is a vertical movement of employees.

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

Forms of work with the personnel reserve

The tasks of internal recruiting and CR formation are:

• Identification of the internal potential of employees (through certification, assessment, interviews, consultations with middle managers)
• Development, training, retraining, advanced training of specialists who entered 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 translation.

In addition, the RC can be replenished from external sources. To do this, a recruiter examines resumes presented on job search sites, sent by candidates themselves, take part in specialized conferences and seminars, professional groups in social networks - and finding worthy candidates, addresses them with a proposal to enter the Kyrgyz Republic. Unfortunately, in practice, the effectiveness of an external source turns out to be low, because the required specialist is unlikely to wait for a vacancy to open. However, with systematic work, this tactic can bring good results (it is often used by high-tech companies, forming a pool of rare specialists that may be required in the future).

What acts regulate work with the personnel reserve at the enterprise

With regard to the creation of a CD, it can be.

The 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 the forms and methods of work, their sequence and duration.

Work with specialists included in the reserve is carried out according to a plan, which provides for specific measures to acquire the necessary theoretical, economic and managerial knowledge, to deeply master the nature of 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 system of advanced training of executives with and without interruption from production; internship in the position for which he was enrolled in the reserve; temporary replacement of absent managers for the period of their business trips, vacations; visits to other organizations in order to study positive experience; participation in teaching work in the professional development system; participation in inspections production activities organizations and their units; participation in the preparation and holding of conferences, seminars and meetings.

Talent pool planning aims to predict personal promotions, their sequence and related activities. It requires the study of the entire chain of promotions, transfers, dismissals 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 management 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; acquisition of the reserve, consideration, agreement 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 leading personnel for appointment to positions.

Personnel reserve plans can be drawn up in the form of replacement schemes, which take various forms depending on the characteristics and traditions of different 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 typical replacement 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 a wealth of experience.

The main criteria for selecting candidates for the reserve are: an 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; certified! specialists employed in production as workers. The organizations have developed a certain procedure for selection and admission to 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 positively proven themselves in practical work and having higher education;

The decision to include employees in the reserve group is made by a special commission and approved by an order for the organization;

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

The leaders of the trainees included in the personnel reserve group receive material rewards for the successful completion of the stages of the service and professional promotion system by the trainee;

The intern is set an official salary corresponding to his new position, 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

The 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, which provides for specific measures to acquire the necessary theoretical, economic and managerial knowledge, to deeply master the nature of work, to develop a specialist's leadership skills and skills at the level of modern requirements

Personnel reserve plans can be drawn up in the form of replacement schemes They take a variety of forms depending on traditions various enterprises... We can say that replacement schemes are options for the development of an organizational structure focused on specific individuals with different priorities.

The organizations have a certain procedure for selection and admission to 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 positively proven themselves in practical work and have higher education; the decision on the inclusion of workers in the reserve groups is made by a special commission and approved by an order for the organization; for each employee (trainee), an internship manager (main) and a leader of each stage of the internship are approved, who draw up an individual internship plan at each stage; managers of trainees included in the personnel reserve group receive material rewards for the successful completion of the trainees' stages of the service and professional promotion system. All persons enrolled in the reserve are subject to registration in the personnel services. In the personal files of candidates for nomination, attestation sheets, documents on advanced training, training in IPK, at FPK, reports on the results of internships, characteristics are filed. At the same time, an assessment of the activities of each employee enrolled in the reserve for the past year is carried out, a decision is made to exclude or leave him in the reserve.

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

General information

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

Basic concepts

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

Group classification

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

Depending on the time of appointment, reserves are allocated:

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

Specificity

Talent pool work planis built taking into account a number of features. There are several factors, without taking into account and analyzing which the activity will not bring the expected result. First of all, the relevance of the need for filling posts is taken into account. It must be grounded and real. It is also important to analyze the suitability of the candidate to the type of group and position. Another is to determine the employee's prospects. Before being included in the group, his orientation towards career growth, seniority, dynamic activity, health status, and age are examined. Formation of a personnel reserve, work with a personnel reserve implies taking into account not only general, but also special requirements that must be met by the heads of a particular department, workshop, unit. The personal qualities of candidates are essential.

Sources

The personnel reserve may include:

1. Leading employees of the management staff, subsidiaries.
2. Leading and main experts.
3. Young employees who have successfully completed an internship.
4. Specialists with relevant education and positively recommended themselves in production activities.

Stages

Consider the features technologies of work with the personnel reserve... The effectiveness of the activity will depend on how clearly the scheme of the events will be 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 talent pool in the organization begin with:

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

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

Determination of the number

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

1. The firm's need for managerial staff for the near future or for a long (up to 5 years) period.
2. Actual number of trained specialist teams at each level. In this case, it will not matter where this or that employee was trained.
3. The approximate percentage of individual employees leaving groups. This may be due, for example, to a failure to complete the individual training program due to travel to another area.
4. The number of redundant employees due to changes in the management structure of the management staff who can be involved in similar activities in other areas of the enterprise.

All of the above issues need to be resolved before starting formation of a personnel reserve and work with him.

Making lists

During this stage, you should establish:

1. Which employees can and should be included in the lists.
2. Who on the list should receive training.
3. What form of training will be applied to each specific employee. When solving this issue, the individual characteristics of the employee, the prospects for using his potential in a managerial 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 nomenclature of managerial posts, criteria of qualities and factual data of employees. The most significant factors to be taken into account include:

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

Main goals

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

1. Assessment of employees.
2. Comparison of a set of qualities and requirements required for a specific position.
3. Matching candidates for one post and identifying the most appropriate employee.

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

Training

Consists in the creation of a highly professional group of specialists who, if necessary, will take positions in the management apparatus of the company. To achieve it, the selection of suitable employees is extremely insufficient. Work with the personnel reserve presupposes their competent 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 the position. It can take place both at your own and at any other enterprise.
3. Studying at the institute and attending courses depending on the position.

Nuances

Recruiting professionals know very well how difficult it can be to correctly identify the most promising direction in career development. Purpose of work with the talent pool in many companies this is achieved by using the "carousel" technique. It assumes a temporary rotation of employees within the enterprise with a change in divisions, functional duties performed by them, personal responsibility and authority. This principle is often used work with the personnel reserve public service ... Such a technique, on the one hand, allows a personnel specialist to monitor an employee in the course of solving various professional tasks and performing certain functional duties. At the same time, it remains possible to carry out reverse permutations without losses.

Difficulties

Verification of the correctness of the formulation of the starting points of the career programs of employees through observation allows you to create high-quality personnel reserves. Public works, for example, require careful training. 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, you can't do without flaws. However, it is quite possible to minimize them. Work with the personnel reserveit is also complicated by the fact that each company (power structure), like, in fact, a person, is unique. For enterprises, there are no uniform, general, universal laws of construction, functioning, development. In this regard, it involves taking into account a variety of factors, including subjective factors. Various circumstances affect the calculation of stages, determination of time frames, choice of direction for the 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, organizational and management system of the enterprise.

Development conditions

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

1. Highest career point. She is the official position for which, in fact, the 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 who are 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 potential for movement 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, the chairman, president of the board or CEO). We are talking specifically about the position for which the personnel reserve. Efficiency provided 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 official position. In this case, its replacement can become its perspective and long-term goal.

Motives

Work with the personnel reserve must be relevant, relevant, well-grounded. One of the key elements to ensure productivity career growth employee, advocates knowledge and use of his motives. The main ones include:

1. Independence. It assumes a desire for autonomy in work and independence in decision-making. Such motives are especially characteristic of young professionals and occur in the early stages of career development.
2. Professionalism. It involves the desire to become the best in what you do, to gain recognition from others. Administrative promotion and material incentives are usually of secondary importance.
3. Stability. Many specialists strive to occupy a place in the structure of the enterprise where they could receive a constant and sufficient income.
4. Social status. Employees can be encouraged to develop their careers by striving for leadership and power.
5. Creation. Many specialists strive for the free manifestation of their talents, creation of creative products.
6. Competitiveness. It presupposes a desire to always and in everything to surpass competitors.
7. Welfare. The material component of work for many employees is a key factor pushing them to achieve career heights.
8. Health. Many specialists strive to work in favorable conditions, calmer, not physically difficult.

Expenditure part

Certainly, certain financial resources will have to be spent to form the reserve. One-off costs for improving the management system include:

1. Manufacturing 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, development of plans. When calculating them, the following are taken into account:

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

1. The estimated cost of the facilities in which the classes will be held, the hostel and its main equipment.
2. Capital investments in transport.
3. Means for purchasing inventory for continuous use.
4. The cost of teaching and learning, computing and other office equipment.

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

Conclusion

It is necessary to once again focus on the fact that the correct organization of measures to create a personnel reserve acts, on the one hand, as an indicator of the competence of the management 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 employees 'interest in self-improvement, increasing the level of knowledge, personal competence, enhances the degree of personnel loyalty to the management, thus linking the specialists' perception of their prospects with the current employer. This will undoubtedly have a beneficial effect on the current performance of employees. By understanding and clearly seeing their perspectives, people work more effectively in the organization. They strive to prove themselves, looking for non-standard approaches to activities. The company also benefits from this. Productivity and product quality are increasing. All employees at all levels work as a single mechanism. This will subsequently allow expanding the enterprise, opening 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.