In any field of activity there is always competition. Leading organizations are, as a rule, those that have competent leaders. To effectively manage the activities of the company, to take right decisions, introduce innovative technologies, the boss must be educated, responsible, able to think analytically. Therefore, the management of the enterprise should pay great attention to the formation of the company's personnel reserve.

Why does a company need a talent pool?

IN personnel reserve include those who meet the selection criteria for the position of the head, have the appropriate qualifications and can become the head of the company. It is possible to form a reserve of managers from among the heads of departments and branches of the organization, leading specialists, young personnel, provided that they successfully complete an internship, etc.

It should be noted that an employee holding absolutely any position can be put at the head of the company. It depends on the field of activity of the enterprise, its needs. It is often quite difficult to find a person with the required qualifications for a managerial position. At large industrial enterprises, foremen, section chiefs or shifts are trained for this position.

Best Article of the Month

If you do everything yourself, employees will not learn how to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time pressure.

We published in the article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to give the task correctly so that it is completed, and how to control staff.

The goal of the company's personnel reserve is to reduce turnover. Also, the formation of a team of specialists from among the employees of the enterprise is aimed at reducing the cost of attracting employees from outside (their search, adaptation, training). When vacancies they are occupied by people from among the trained employees. At the same time, employees improve their skills, succession of management is achieved, and staff loyalty increases.

The corporate culture in the process of forming a personnel reserve is being strengthened. At the same time, employees become responsible not only for the fulfillment of their tasks, but also for the achievement of common goals.

The decision to create reserve personnel should be taken after analyzing the company's strategy. If the company seeks to expand sales markets, explore new ones, plans to launch innovative projects, then the creation of a reserve is simply necessary for him. Since this will allow you to quickly fill vacant positions with trained and adapted specialists from among the company's employees. If the main tasks of the organization are to maintain the stability of production and sales, to consolidate in the sales market, then work with the personnel reserve should be different.

It is also necessary to find out for what reason this or that vacancy is free. It is necessary to identify those positions in which the turnover is most pronounced, to characterize the employees leaving the company, to identify the reasons for their departure from the company. Based on these data, it is possible to determine what qualities applicants for a particular position should have, according to what criteria should be selected.

In addition, it should be borne in mind that the inclusion of an excessive number of candidates in the personnel reserve is undesirable. Therefore, the number of reserved employees should be determined at the planning stage.

Formation of a personnel reserve: pros and cons

Advantages of creating a personnel reserve:

• financial savings (no need to look for and train a person from the outside);
• saving time resources (the ability to quickly close vacancies);
• high qualification trained staff;
• the ability to support and promote company employees, which is a motivation for them: a person is more likely to stay in the organization if he sees the prospect of professional and career growth for himself;
• the employee adapts more easily, because he remains in the same team;
• a person knows the organization well, is familiar with the policy of relations between employees, so it is easier for him to get used to a new position.

Minuses:

• the need to spend time and money on the selection of candidates and their training;
• workers have to work in an enhanced mode (perform their duties and study at the same time).

The process of forming a personnel reserve can be complicated by resistance on the part of those employees for whose positions candidates are selected and trained. The reason for this reaction is the fear of losing one's place.

Types of personnel reserve: internal and external

Interior the reserve is created from among the employees of the enterprise. It is operational and strategic.

The operational reserve includes those who can fill a vacant position without undergoing training. It can be:

• various specialists;
• line managers;
• middle managers;
• top managers.

The formation of a strategic reserve involves a long-term training of employees for work in positions that will become vacant within 1-2 years.

The internal pool of personnel should be updated regularly. New candidates are included every year at the beginning of the fourth quarter.

In external personnel reserve includes:

• those who successfully passed the interview in HR agencies, but could not be accepted into the organization due to the lack of vacancies;
• Candidates identified through a labor market analysis conducted to find industry leaders.

The external reserve of specialists also needs to be updated regularly, including new candidates based on the results of the interview. To ensure the possibility of alternative replacement of vacancies, several people should be trained for each position. In addition, one specialist can apply for more than one vacancy. Information about how the personnel reserve system works, how you can build a career at the enterprise, who is included in the personnel reserve, is available to everyone and should be posted on the company's website.

Methods and principles of personnel reserve

Traditional The idea of ​​a talent pool is that a company is preparing a specific person to take on a specific position. For example, it may be decided to replace the management staff hired from the outside with their own employees, for which their training is organized.

Modern the system for creating a reserve of specialists works differently. To form a reserve of highly qualified employees, it is necessary to identify the most capable, promising employees and invest in their development. Observing their activities in the main workplace, we can conclude what qualities and skills they have the most developed. Based on this, determine in which position they will more fully manifest themselves.

As a rule, enterprises use the traditional system to form a personnel reserve for managerial positions, since it does not require significant investments.

However, when creating a provision for any of the above methods, you must adhere to the following principles:

1. Planning. The need to replace the management team should be assessed objectively, taking into account financial position company and its possible changes.
2. The unity of training specialists for any managerial position.
3. Continuity of learning. It is necessary to prepare the candidate constantly. Training can last several years and include, among other things, self-education, the application of acquired knowledge in practice in the process of work, participation in industry events, trainings, courses, etc.
4. Training of a larger number of specialists for one place (within the framework of existing standards). This is due to the risk of missing out on a capable worker. It is recommended to train no more than 3 employees for the position of middle manager.
5. The possibility of getting into the personnel reserve of any employee of the enterprise. To do this, it is necessary to clearly identify the criteria that it must meet. Employees should also be given the opportunity to participate in the selection again.
6. The absence of any privileges and changes in the mode of work for a person included in the personnel reserve. The organization should only provide him with the opportunity to grow professionally and improve his skills.
7. Direct interaction of the current authorities with applicants for leadership positions in the preparation of the personnel reserve.
8. Privacy and ethics. It must not be allowed that after the entry of one of the members of the reserve into office, the other candidates feel unnecessary.
9. Opportunity for employees of the company at any time to assess the degree of compliance of selected candidates with the requirements for them.

Based on what criteria is the formation of the personnel reserve of the organization

The criteria that must be met by employees applying for a place in the personnel reserve are set separately for each position.

The main selection criteria are as follows:

• Age. Senior management positions can be occupied by employees no older than 45 years old, the preferred age for middle managers is 30-35 years old, and persons under 35 years old are accepted for the position of workers.
• The level of education. As a rule, to become a leader, you must have a completed higher education, and in order to get a job as a worker, a specialized secondary education is enough.
• The success of the employee in the current workplace. The candidate must not only cope well with his duties, but also be able to show the best result, take the initiative.
• The desire of the reservist to develop. This is one of the main criteria. Preference will be given to an employee who has a craving for knowledge, a desire to develop, master new technologies.
• The duration of the candidate's work at the enterprise. It is important for those organizations that form an internal reserve. In this case, it is assessed whether the employee follows corporate principles, whether he shares the policy of the enterprise. If candidates are looking for foreign market labor, this criterion loses its significance.

The list of criteria can be expanded depending on the scope of the organization, the nature of the position, etc. For example, applicants for the position of a manager may be subject to such requirements as readiness for business trips and a change of residence, resistance to stressful situations. Workers will need to provide proof of availability qualification category or learn a related specialization.

The procedure for the formation of a personnel reserve

Stage 1. We determine the goals and objectives of creating a reserve of personnel

The most important step in which management must answer the following questions is:

1. What is the personnel reserve of the organization for?
2. How should candidates be selected and further trained and educated?

The answers to these two questions determine the nature of the company's further activities in the formation of a team of reservists.

When setting goals and objectives, it should be understood that the creation of a reserve should not become an unnecessary waste of time and resources. With the help of it, the company's management should carry out personnel management. In addition, the formation of a personnel reserve will help save funds that could be used to search for candidates for senior positions in the external labor market, to adapt and train new employees. Also, the presence of a personnel reserve at the enterprise motivates employees to achieve the best performance results, on which the development of the entire company depends. Therefore, the goals and objectives of forming a team of reserve specialists should be clearly formulated and communicated to all personnel of the organization.

This stage implies the need to develop the basic rules and principles in accordance with which the personnel reserve will be formed:

• the procedure for the selection of candidates;
• the principle of forming a group within the reserve;
• composition and powers of members of the commission for work with the reserve group;
• the basis for the inclusion of candidates in the list of reservists;
• the reason for exclusion of the employee from the reserve group;
• the procedure for appointing a reservist to a vacant managerial position.

In addition, there should be a program vocational training reserve members.

All these principles should be contained in the provision on the personnel reserve. It is an internal document of the organization, which describes the process of creating a reserve group of specialists and regulates work with it at each stage.

Stage 2. We determine the number and form job structure personnel reserve

The leadership of any enterprise is limited by certain limits. When forming a reserve group, it is necessary to identify what is the organization's need for specialists of a particular profile in the near future and in the long term. In doing so, the following factors must be taken into account:

• whether new leadership positions will be opened;
• how many vacancies can be released due to the dismissal of employees for various reasons.

First you need to identify which positions are key. This can be determined by the influence of the activities of managers on the results of the work of the entire enterprise. It is recommended to select two reservists for each position. In this case, the risk that the vacancy that has appeared will remain unfilled for a long time will be reduced, since the only candidate will not be able to take office due to any circumstances. In addition, the employees in the reserve group will compete with each other, and this will lead to high results. However, you should not form too large a reserve, as it is difficult to work with it. At the same time, with an increase in the number of candidates, the probability of their appointment will decrease, and the motivation to work will be reduced.

Stage 3. We determine the qualification requirements for employees and develop competency models for managerial positions in the reserve group

Often, when appointing heads of departments, company managers reason as follows: “He is a qualified specialist, he does his job perfectly, so he will be able to manage the entire department.” This approach is fundamentally wrong. A candidate for a leadership position must not only be a professional in his field, have the appropriate qualifications, but also have the qualities of a leader, management skills in order to be able to organize the activities of a group of people and successfully manage it. Otherwise, a great specialist can become a worthless leader. Therefore, the creation of a personnel reserve should begin after determining the criteria by which it will be assessed whether a candidate is suitable for this position or not. These criteria are:

• Qualification requirements for a candidate for a specific position: the level of his education, work experience, possession of the necessary knowledge and skills.
• A competency model for a specific leadership position or for all leadership positions in a company. If the organization does not have such a model, it is recommended to create it at this stage. It will allow assessing the compliance of all candidates according to one scheme, will help to identify their strengths and weak sides, draw up an individual development plan for each reservist. The competency model can be developed both by the organization itself and with the involvement of consulting agencies. When developing it, one should take into account the specifics of the activity in a particular position of the head. This model should include no more than 8 core competencies, the level of development of which must be determined in accordance with a special development scale.

Stage 4. We select candidates for the personnel reserve of the enterprise

Currently, various methods are used to assess the compliance of employees with the requirements. Some organizations conduct performance appraisals of their workers every year, and based on the results, a decision is made on who can be included in the reserve group. In this case, a person may not know that he became a reservist. Other companies consider it necessary to develop and implement a special procedure to assess the potential of employees, and apply it to form a talent pool. Most efficient system used to select workers for the reserve - the method of the Assessment Center. Some companies have experience with this method, and their HR staff claim that using it can achieve the validity of results up to 70% and even up to 90%. This is possible due to the following features.

Such an assessment of the talent pool involves the use of several technologies in combination. Each applicant is given a "volumetric assessment" based on the results of various tests, assignments in a group and individually. Simulation of various situations that arise in the course of work can also be used. In addition, there are role-playing games and competency interviews.

The assessment determines whether an employee has certain abilities and how developed they are. In order for the results to be objective, it is necessary to develop an assessment scale in advance and define indicators of behavior. The criteria by which candidates are evaluated are created on the basis of a competency model for a specific position or a single competency model for the company's management.

The assessment center method involves not only an assessment of the theoretical knowledge of an employee, but also an analysis of his real activities, ascertaining the ability to make the right decisions in various situations.

The usual certification of workers takes 1-2 hours, and according to the Assessment Center method, employees are usually evaluated within 2 days.

To conduct an assessment center, it is necessary to create an expert group. Usually, it includes not only representatives of the top management of the organization, but also specialists from various consulting agencies. This eliminates the possibility of subjective evaluation of candidates. After the assessment center is conducted, a group of observers draws up a conclusion on the compliance of all tested employees with the requirements put forward. It is based on the results of passing all the tests.

The candidate who participated in the assessment center, after summing up the results, receives information about what his strengths are, whether he can grow professionally, whether he needs additional training.

The company's management also determines whether a person seeks to improve his skills, whether he wants to make a career in the company.

For each reservist, an individual development plan is drawn up based on the results of his assessment. This plan is developed by the candidate's supervisor and HR.

Expert opinion

An example of a talent pool formation program

Vasilina Sokolova,

Deputy Director for Human Resources at VseInstrumenty.ru, Kovrov (Vladimir Region)

Two years ago we decided to create a reserve group of employees. A special program was launched, the personnel reserve was called "Guardians of the Galaxy". The purpose of this program was to identify the most valuable employees and prepare them for work in leadership positions. The program was designed for a year. For its implementation it is necessary to go through two stages.

Stage 1. Participant Selection

The workers were invited to become members of the reserve group and undergo training. For this, an application had to be submitted. Persons who had worked in the organization for at least 6 months were allowed to participate. Those who wished were informed that the training would take place in their free time, and this should not be reflected in the results of their activities. The selection was carried out in two stages.

Testing on the studied books. Candidates had to read 6 books within a month, which must be included in the program of basic education for managers (in our opinion):

• "45 manager tattoos",
• "Time drive. How to manage to live and work,
• "Bringing Happiness"
• "Good to Great"
• "Hard Management"
• "The book of the manager VI.ru".

The latter was written by the staff of our organization and is based on the experience of the management team. It describes the principles of leadership in setting goals and objectives, tells how to properly manage time, organize feedback etc.

When testing on the materials of these publications, employees could be asked the following questions:

1. What is "kairos"? Give three real life examples.
2. What are the most important functions of a leader?

180 people applied for participation in testing. Of these, 67 employees passed the first stage of selection. The main mistakes were the inability to clearly articulate their thoughts and inattention. Some candidates had not read the books at all and therefore could not answer the questions.

The second stage of selection is writing an essay on the topic “Why am I worthy of a place in the personnel reserve”? Its volume is more than 1000 characters. The essay was evaluated by the head of our organization, the managing partner and myself. In addition, we interviewed the immediate superiors of all applicants and found out whether they show initiative, whether they strive for development, whether they take part in new projects. It turned out that all candidates were in Lately various training courses, they were awarded the title of the best worker of the month. We considered all the essays satisfactory, and therefore it was decided to enroll all applicants in the reserve group. This stage lasted for 14 days.

Stage 2. Talent pool training program

In the process of training, we organize meetings with the owners of the organization, top managers, invite trainers and those who were able to create a successful business. Recently, a meeting was held with Mikhail Dashkiev, who runs the Business Youth company. The reservists learned how he understands leadership, what approaches to doing business exist, how to organize effective sales. At the first meeting with the students, the head of our company told them about the responsibility.

Training takes place once a month. In the classroom, members of the personnel reserve perform tasks, play out various situations that may arise in the course of work. They also have to do their homework. For example, after the first lesson on responsibility, the whole group was divided into teams of 8 people. Each of them needed to develop some new positive habit. It could be a morning run, a douche, etc. Every day, employees had to send a message to the phone of the head of the company that they were fulfilling their obligation.

Among other things, a lesson was held on motivation. Afterwards, the participants were asked to watch the movie Coach Carter. At the next seminar they were asked questions about it.

Teams are formed every time different. This allows you to share knowledge with a large number of people, communicate with colleagues from other departments. After the final lesson, the "guards" were given individual tasks. It was necessary to develop a project to improve the performance of the company in a certain area. It was also envisaged to defend these projects before the top managers of the organization.

Those wishing to get into the personnel reserve of employees had to follow the accepted rules:

• do not be late for classes;
• do homework on time; otherwise, the person was not allowed to the next seminar;
• do not miss classes for unexcused reasons.

Seminars are held at the main office of the organization on weekends. They start in the morning and end in the evening. Some of the reservists are employees of the company's branches located in other cities, so they have to come for training.

In case of non-compliance with the established rules, the expulsion of candidates from the personnel reserve is provided. So far, no one has dropped out of our group.

Interaction with the top management of the company and top managers motivates employees to work for better results. Reservists take an active part in the training of employees of the organization, popularize the values ​​of the company. Six months after the start of the Guardians of the Galaxy program, three reservists have been promoted to a higher position, and one of them is developing a new line of business.

How to organize the management of the company's personnel reserve

How to manage the talent pool when the group has already been formed, the list of reservists has been approved, and individual development plans have been developed?

Training of the personnel reserve is carried out according to a special program. It consists not only in the study of the materials of individual plans, but also in the passage of various specialized training courses.

There are business training companies that provide services for the development of specialized professional development programs aimed at improving the talent pool. These programs involve business training, various seminars and internships and are developed for each reserve group separately. When compiling these programs, the level of knowledge of reservists in a particular area is necessarily taken into account. Candidates may be offered several training modules, after passing which they will acquire the necessary for effective management knowledge and skills.

The training program for members of the talent pool may also include the following methods:

1. The interaction of the reservist directly with the head, for whose position he applies in the future.
2. Work in temporarily vacant managerial positions (if managers are on vacation or on a business trip).
3. Internship as a manager.
4. Participation in projects and execution of instructions given by the immediate supervisor.
5. Attendance at meetings, membership in working groups.

It is necessary to regularly check the results that reservists achieve in the process of training according to individual plans and according to a specialized professional development program. At the same time, the degree of their participation in various activities that are associated with the position of head should also be assessed. The HR service is engaged in such an assessment of candidates, as well as the immediate supervisor. The duties of the commission that works with the reserve include an annual review of the knowledge and skills acquired by employees in the process of training. According to the results of its commission can:

• leave the candidate in the reserve group;
• recommend the employee to engage in additional activities, while reviewing and adjusting the individual development plan;
• exclude a reservist from the team due to non-compliance with the program deadlines individual plan development.

When it is necessary to appoint one of the members of the reserve group to the vacant position of the head, the results of their implementation of the individual development plan are evaluated, the level of their professional knowledge and skills, types of competencies and the degree of their development. The evaluation results are compared with the requirements for a vacant position.

It is worth noting that it is necessary to timely appoint members of the personnel reserve to vacant managerial positions. During the training, employees acquire a lot of knowledge and practical skills. They need to feel that the company is needed and know that their promotion to a higher position is quite realistic. Otherwise, they may move to another organization, where they will be given the opportunity to realize the accumulated potential.

How to evaluate the effectiveness of the talent pool

Efficiency mark personnel reserve training is carried out according to the following KPIs:

• how many reservists left the organization own will;
• how many candidates were able to move up the career ladder during the project;
• how many projects were proposed by members of the first group;
• how many projects were defended and implemented by members of the first group;
• how much the level of core competencies has grown.

The personnel reserve should include employees who have a real prospect of promotion or their area of ​​responsibility can be expanded.

How to increase the effectiveness of the personnel reserve

Tip 1. The members of the reserve group need to develop leadership skills

To do this, you need a model of an ideal leader. For example, he should develop the following competencies:

• understanding of the business as a whole and excellent knowledge of all individual processes;
• ability to make decisions in uncertain situations, in changing conditions;
• ability to delegate authority;
• willingness to invest effort and resources in the development of subordinates.

To develop the necessary qualities of a leader, it is necessary to conduct trainings, teach how to make the right decisions and work in an uncertain situation. Reservists will benefit from choosing a mentor.

There is another way to develop the necessary skills - you should communicate with representatives of the management team who have the competencies that make up the model of an ideal leader.

Tip 2. Functional workshops should be organized

Employees, as a rule, do not know the specifics of the work of all departments of the company. Functional workshops are created to get acquainted with the activities of various departments (sales, marketing, legal, financial, etc.). Reservists themselves must be appointed responsible for the organization of these workshops. They will study the necessary topic, tell what tasks this or that department performs, how it interacts with others, what are its KPIs. This will allow you to delve into all the processes taking place in the company and get an idea about the work of the organization as a whole.

Tip 3. The members of the reserve team should take part in real projects, not fictional ones.

In order for candidates to have an incentive to develop and achieve high results, they must participate in solving real problems. They can be instructed to develop the concept of an online store, create a map of business processes. In addition, employees can take part in compiling a list of required competencies for each position, in formulating the basic principles of working with clients.

The candidate must choose the project he will work with, or propose his own, justifying its relevance. It also provides for the protection of the project before the top management. The company in this case wins, as the ideas are implemented even before the specialists are fully trained.

Expert opinion

6 rules for effective work with the talent pool

Alla Bednenko,

HR director and organizational development company "Econika", Moscow

Rule 1 Provide necessary information employees

Employees need to be provided with information about opportunities for professional growth in the organization and the necessary components for moving up the career ladder. In our company, this problem was solved in the following way:

• we have placed all the necessary information about the personnel reserve training program in a special section on the website, everyone can get acquainted with it;
• produced posters containing information about career opportunities in our company and placed them in every store;
• published booklets for new employees, which contain information about the prospects for work in the organization; it is also included in introductory training programs.

Members of the reserve group have access to information about emerging vacancies and can participate in competitions for their replacement.

Rule 2 Allow employees to take the initiative

Each employee can become a member of the personnel reserve of our organization. To do this, you must fill out a form on the site. Applications are reviewed as they are received and the results are communicated to the applicant by the Training Manager of the Training Department.

Rule 3 Develop an employee evaluation system

Basically, employees are accepted into the personnel reserve based on the results of their assessment, which is carried out once every six months. In the questionnaire, the candidate must indicate in which areas he would like to develop. If we are satisfied with the results of the assessment, we invite the person to an interview to find out what motivates him to study and move up the career ladder.

Rule 4 Conduct individual sessions with employees from the personnel reserve

We draw up individual development plans for each member of the reserve group, which involve participation in trainings held in training center, lessons with a mentor. In addition, we provide materials that the employee must study on their own.

An individual development plan includes a list of the skills, knowledge and skills necessary to occupy the desired position. It also notes the level of development of competencies before the start of training and after (usually after six months of training).

Responsibility for the training of the reservist rests with his immediate superior. His responsibilities include monitoring the implementation of the individual plan, monitoring the implementation of tasks and attending all trainings and seminars. When the development program is completed, we assess the level of training of the employee and, based on the results of the assessment, either recommend continuing the training or make a decision that he can take a leadership position.

There were cases when an employee in the process of preparation realized that he could not fulfill the program of an individual plan. He eventually left the reserve team.

Rule 5 Maintain information about members of the talent pool

We are filling in the personnel reserve efficiency table. It contains the following information:

• FULL NAME. each candidate;
• the level of education;
• date of employment in the organization;
• information about completed training, etc.

In addition, we note which reserve the candidate falls into: long-term or short-term.

Short-term includes reservists who are excellent professionals and are able to take a leadership position without undergoing special training and education.

Those who have the potential to be unlocked are included in the long-term reserve. Such candidates need to be trained.

As the talent pool develops, we make changes to the table so that the information is always up-to-date, and we can use it if it is necessary to appoint one of the reservists to a vacant managerial position.

Rule 6 Don't Let Leaders Sabotage the Talent Pool Program

Currently not all vacancies our company employs reservists. However, we are striving for it. For example, the heads of all departments do not have the right to appoint a person who is not a member of the reserve group to any position. If they want to nominate an employee who is not included in the reserve for the position of the head, then the decision is made by the training department after its evaluation.

Work with the personnel reserve without errors

When planning the creation of a personnel reserve, consider the goals that the company sets for itself. It may happen that in a few years the position for which you will train employees will change dramatically. Therefore, it is recommended to make forecasts, information for which can be taken from analytical research data for the industry, as well as from competitors who have passed this stage of business development.

There are other risks when creating a personnel reserve. If a candidate has been on the list of reservists for a long time, and he is not appointed because the number of candidates is excessive or an incorrect forecast was given for the development of the organization, then he may lose interest in further training and growth. In addition, the candidate may "outgrow" the proposed position. In such situations, it is possible that an employee may move to work in another organization if he sees more prospects for career growth there.

Information about experts

Vasilina Sokolova, Deputy Director for Human Resources at VseInstrumenty.ru, Kovrov (Vladimir Region). The field of activity of VseInstrumenty.ru LLC is the sale of tools, garden, climate and power equipment, construction equipment, machine tools, etc. The number of employees is 1200 people. Annual turnover - 7 billion rubles. (for 2015). The number of retail stores is 173.

Alla Bednenko, Director for HR and Organizational Development, Ekonika, Moscow. The field of activity of Ekonika LLC is retail shoes and accessories. Part of the Novard group of companies. Number of staff - 1300 people. The number of stores (caskets) is more than 160.

What does talent pool mean?

The personnel reserve (CR) is divided into two types - external and internal. Usually this is a group of people who have been pre-selected for any position in the organization, more often for middle or senior positions. Specialists are evaluated especially carefully, they identify personal, professional and business qualities necessary for the performance of official duties.

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

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

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

Table. Comparative characteristics of internal and external sources of recruitment

The internal reserve includes:

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

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

In small companies, a personnel reserve system is rarely created. Typically, employees are moved from position to position, or they accept relatives, friends or acquaintances into the company, while avoiding formalities - assessments, testing, etc. It should be noted that sometimes this threatens with serious problems, up to the closure of the company.

Goals and objectives of the formation of the reserve

The main task of the CD is to improve and stabilize the financial position of the organization. If there are "reserve" employees, the company is protected from unforeseen situations due to the absence of key specialists. Business processes go on as usual, customers are satisfied with cooperation, and business profitability does not fall.

The formation of a personnel reserve of the organization is also required to achieve other goals that the management faces. Usually, with the help of the “spare” base, they try to:

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

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

Example Statement

The formation of the personnel reserve (FCR) of the organization takes place with the participation of higher authorities. We recommend adhering to the principle of openness and transparency. That is, do not hide from other employees that the selection of specialists in the Kyrgyz Republic has begun. It is possible that some will show themselves to achieve a promotion.

If there are not enough resources for the formation of CR, attract third-party specialists from recruitment agencies who will take on part of the tasks or perform turnkey work. Stick to the given algorithm, make sure that not a single promising employee is overlooked.

Stage number 1. Determine the need for reserve formation

The first stage is the most important, so it must be approached as responsibly as possible. If you do not pay attention to the nuances, the PKR process will be longer and more costly.

Before starting work on the formation of a reserve, identify:

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

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

Stage number 2. Conduct the selection of employees for the reserve

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

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

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

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

Requirements for candidates for inclusion in the CR:

Download Sample

When selecting a reserve of personnel, determine the motives of potential employees, their goals and values. Do not immerse yourself in the study of unnecessary facts, personal life, because this information does not carry a special semantic load, but it takes your time to analyze it.

Stage number 3. Create a talent pool list

After evaluating the candidates, comparing them with each other, make a preliminary list of "spare". Divide it into 2 parts. To the first include workers who are assigned to the operational part, i.e. to replace key positions right now or soon. The second group includes those who will make up a strategic reserve. Usually these are young employees with leadership inclinations, who will gradually gain experience.

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

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

Make a personnel reserve for several years ahead. Submit the list to a higher manager for consideration - he has the right to cross out some persons if, in his opinion, they do not meet the necessary criteria. As the list becomes outdated, it needs to be updated. Delete departed and add new arrivals.

Important! When enrolling selected reservists, prepare a motion for promotion to a position if it becomes vacant. Submit the document to the director for approval.

Questionnaire of a candidate for the personnel reserve

Download form

Training and retraining of applicants

After screening out obviously unsuitable employees and enrolling promising specialists in the personnel reserve, start working with those who are generally suitable for positions, but need additional training. Choose the best program for them, taking into account the budget.

The following methods are usually used:

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

Answers to frequently asked questions

1. Whom to appoint responsible for work with the personnel reserve?

Usually, the management of the organization's personnel reserve is the responsibility of the head or an ordinary specialist of the service. In large organizations, a special department is created. In order to achieve results in working with RCs, involve direct supervisors and reservists in this issue.

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

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

Inform employees of plans to create a CR in writing or in person. Explain the goals and objectives of the program, convey its significance to employees and the organization as a whole. Please note that insufficient informing the staff about the innovation can cause negative rumors and concerns.

4. What are the methods of nominating candidates for the personnel reserve?

There are three main ways of nomination: direct supervisor, superior manager, self-nomination of an employee.

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

The following errors are distinguished when working with CR:

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

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

Yes, many companies train reservists specifically for closing top positions in the organization. The procedure for working with them differs in that higher requirements are imposed on specialists.

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

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

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

As a result of the work done earlier on the creation and development of the reserve, implement the goals for which the CD was created, develop additional measures to retain valuable employees. Do not forget that talent pool management is not just a formal procedure, but real work which needs to be systematically given time.

In the conditions of fierce competition in the business sphere, the one who has a powerful managerial resource always wins. Truly talented leaders can make the right decisions. management decisions and develop innovative strategic plans. special attention within the organization's workforce, management deserves it. Therefore, it is important to form a personnel reserve and work with it.

When is it necessary to form a personnel reserve

The personnel reserve should be formed not only because of the current movement of personnel, but also in connection with the need to follow the organization's development strategy, because when planning a business, the manager determines the list and amount of resources necessary to achieve strategic goals. And in this case human resources, namely specialists and managers who are ready and able to perform important tasks for the company, play a decisive role.

A group of employees in an organization who have achieved positive results in their professional activity and were selected to a special team based on the results of an assessment of knowledge, skills, business and personal qualities, is a personnel reserve. Positions for which a personnel reserve is being created are mainly managerial. Once trained, members of this group may be promoted to any leadership position as the need arises.

The formation of a personnel reserve is relevant most often in cases where:

1. The development of the company is successful and fast. New areas of work are opening up and there is an urgent need for new competent leaders who are able to lead them.
2. There are difficulties in attracting external top managers due to the complex specifics of the organization's activities, in which new managers must already have a certain set of starting knowledge.
3. The organization wants to retain young professionals who demonstrate high results in their work and strive for professional development in this organization.
4. The company needs to create a strong management team, whose representatives will know and understand all the technology of work, be aware of the specifics of a particular business environment, and will be able to quickly and efficiently solve the tasks.

6 rules for effective work of the personnel reserve

What needs to be done in order for the personnel reserve system to work effectively, the editors of the General Director magazine told.

For what purposes is a personnel reserve created in an organization?

1. Achievement of the strategic goals of the company. The main strategic goals of any organization are:

• receiving profit from the main activity;
• gaining a leading position in the market;
• formation of a positive image.

It is impossible to solve these problems without a good team of top managers and highly qualified specialists. Therefore, the purpose of the personnel reserve, in turn, is to achieve the above-described strategic missions in the shortest possible time.

2. Increasing the level of readiness of the company's personnel for organizational changes. Every company changes regularly. organizational plan. It is simply necessary to train and retrain personnel to form a personnel reserve in such conditions. To increase the loyalty of employees to various kinds of changes, training of an additional plan can be organized, it is also possible to expand the area of ​​responsibility, and so on.

3. Ensuring continuity in management. To ensure continuity within the management, it is necessary to prepare a “reservist” well, in addition, he must initially perform his duties in the presence of the reserved employee, and only then fully replace the employee in his absence. A large number of major Russian companies face a specific problem: key management personnel are at a deep retirement age and, in the absence of an appropriate replacement, continue to perform their duties. This situation is especially critical in the field of engineering, energy, and design work. The problem is aggravated by the fact that these employees are carriers of unique information, and when they suddenly leave, and the personnel reserve is not formed, production can suffer irreparable losses.

4. Increasing the motivation of company employees. Any organization that develops quite dynamically can offer its specialists the opportunity for professional growth. It is this movement up the career ladder that is the main motivating factor for employees. Thanks to the created personnel reserve, this movement can be made more manageable and planned. The process of moving and appointing any employee should be as transparent as possible so that employees have the opportunity to set a specific goal for themselves, as well as determine how to achieve it.

5. Improving the financial position of the company. This goal can be achieved due to the constant composition of employees, high motivation of each employee individually and all personnel as a whole, regular professional training and high labor productivity. It is no secret that the dismissal of, for example, a sales manager can lead to the loss of several customers at once, which, in turn, negatively affects the overall image of the organization and the business processes themselves. At the same time, the search for employees through recruitment agencies in emergency mode leads to significant financial and time losses. In this regard, it is extremely important to have a personnel reserve.

Types of personnel reserve

It is customary to distinguish between two types of personnel reserve.

External talent pool. This type of personnel reserve, as a rule, is the base of resumes of those specialists who fit the organization according to the requirements put forward to employees and who can be invited for an interview when a suitable vacancy becomes available. A serious drawback of this type of personnel reserve is the rapid obsolescence of information in databases, because potential employees could already find a job or change their city of residence, or maybe even change their direction of activity. This data will be valuable only when they work on collecting information for a long time, for permanent basis updating the contents of the reserve. It is most optimal to maintain such databases for the selection of rare expensive specialists.

In rare cases, an external may be a group of specialists who are periodically involved in solving certain problems within the framework of the organization's projects. In the future, they may be invited to permanent employment.

Internal personnel reserve. This type of personnel reserve is a group of employees of the organization who have a high potential to occupy managerial positions and are capable of rapid development.

The types of personnel reserve described above also have their subspecies, for example, operational and prospective.

The internal operational talent pool for senior positions consists of employees who are already deputy managers or top managers and can start working without additional training.

The prospective talent pool consists of employees who have the potential to perform official duties but they need additional training. After advanced training, such workers can fill available vacancies.

How to start the formation of the personnel reserve of the organization

The training of the personnel reserve should be carried out systematically and accompanied by systematic work. First of all, it is necessary to analyze the problems existing in the organization regarding personnel management (to assess staff turnover, conduct socio-psychological studies of personnel, and so on). The assessment will allow you to identify not only the formal staff turnover, but also determine the list of problematic positions, as well as draw up a socio-psychological portrait of the employee leaving. Such data, in turn, will allow to determine the causes of the current situation and outline priority tasks, as well as ways to solve them.

Sometimes it is worth inviting external experts in the field of personnel management. Often this allows you to look at many pressing problems from the outside or change the strategy of personnel work. It is thanks to a detailed and qualitative analysis of problem areas within the framework of personnel management that it will be possible to create the personnel reserve that will meet the tasks of the organization at the moment.

It is customary to allocate two models of personnel reserve formation.

1. Make a forecast of the proposed changes in the organizational structure. In this case, the reserve is formed in accordance with the need to fill vacant positions for a certain period of time (usually 1-3 years).
2. Determine the key needs of positions in the organization and create a reserve for all senior specialists, regardless of whether they are planned to be replaced.

When choosing a model, it is worth relying on priority tasks, as well as financial and time resources. If you choose the first option, the process will be less costly and more efficient in terms of implementation time, and if you choose the second option, it will be more reliable and holistic. At the same time, the second model also involves forecasting probable changes. This procedure can be carried out as one of the stages in the process of forming a personnel reserve.

What are the criteria for selecting a personnel reserve

Typically, selection to the personnel reserve is carried out according to the following criteria:

1. Age. The optimal age of employees included in the personnel reserve to replace middle managers is 25-35 years. This circumstance is due to the fact that it is at this age that an employee most often thinks about self-realization and builds long-term career plans. In this case, joining the personnel reserve will be a good motivation for professional growth. At the same time, the personnel reserve for the replacement of senior managers should be formed from employees aged 45 years and over.
2. Education. This criterion reflects the likely level and professional orientation candidate's education. To replace a middle manager, it is recommended to form a personnel reserve of people with higher vocational education. For the position of a senior manager, specialists with higher education in the field of management, economics or finance should be considered.
3. Experience in a company in a basic position. Most companies include in the personnel reserve only those candidates who have some experience in this organization. Other enterprises focus only on professionalism, regardless of where the candidate's work experience was obtained. This criterion reflects the basic principles corporate culture organization and must comply with its standards.
4. Results of professional activity. "Reservist" must be a valuable employee and have a track record of stable professional results and achievements. Otherwise, including him in the personnel reserve will be the wrong decision, since it will be purely formal.
5. The desire of the candidate for self-improvement. This criterion is very important in the selection of participants in the personnel reserve. If a candidate has no desire to develop, and he is limited from a professional point of view, then this will prevent him from being included in the reserve even if he fully meets the basic requirements of the position that this specialist could fill.

The criteria listed above is not the whole list. This or that company can supplement or reduce it, based on the tasks that need to be solved thanks to the personnel reserve. When the basic selection criteria are determined, and the list of positions is compiled, you can proceed directly to the formation of a personnel reserve, having previously determined the procedure for this procedure.

Creation of a personnel reserve: 4 stages

Stage 1.Determining the need for a reserve.

Before proceeding with the formation of a personnel reserve, it is necessary to clearly determine the degree of its need. To do this, it is necessary to analyze the prospects for the development of the organization, allocate the resources necessary for replacement, and also work out the issue of improving the process of promoting employees up the career ladder without including them in the reserve. Then you should determine the rate at which positions are vacated, and understand how many personnel are currently available for replacement. After the need for a personnel reserve is identified, it is necessary to analyze the degree of saturation of the reserve for specific positions, the level and rate of replacement of these places. At the same time, all possible prospects for a certain period (for the next 3, 5, 7 years) should be taken into account. When identifying the nature and size of the talent pool, it is important to take into account those basic positions that the company cannot do without, as well as places that will be filled only in the event of force majeure.

Stage 2.Formation of the reserve list.

The second step is to determine target audience potential candidates for a position in the personnel reserve and compile a list of these candidates in accordance with specific positions. In addition, for each position, you need to draw up a detailed list of criteria that the candidate must meet. After you determine how candidates currently meet the previously selected criteria, you can create an individual training schedule for each employee who is part of the talent pool. During the selection of employees, it is worth paying attention to information about personal characteristics, professional competence and career plans. You also need to take into account the potential of the candidate and his main motives regarding work activities.

Stage 3.Coordination of the reserve plan with its direct participants.

The next step is direct communication with candidates for positions. The plan for the formation of a personnel reserve should be clear both for the managers themselves and for the candidates, so that representatives of both parties can assess the prospects and risks. After agreeing and making the necessary changes, a final list of reservists is compiled.

Stage 4.Preparation of candidates.

Training of the personnel reserve is carried out in several ways:

• internship under the supervision of a senior employee;
• internship at the planned position, but in another enterprise;
• university education, courses.

The final method is determined based on the goals. The training program for employees who are part of the personnel reserve most often consists of:

• general theoretical training;
• individual practice;
• exercises for the social and psychological adaptation of the worker.

How is inclusion in the personnel reserve and exclusion from it

Employees of the company can be included in the personnel reserve in the following ways:

• due to the consideration of an application from a candidate for inclusion;
• thanks to the recommendation of the boss (self-nomination);
• through nomination based on the results of the annual evaluation procedures, including additional evaluation activities.

At the time of enrollment in the personnel reserve, each applicant must have the results of the assessment in accordance with the Regulation "On Personnel Assessment", while they must be fresh (not older than 12 months from the date of filing the application for inclusion). If this assessment has not been carried out or is outdated at the time of the application from the candidate, then the procedure should be repeated before the employee is enrolled in the reserve. The implementation of such evaluation procedures is necessary to ensure that candidates who are ready for this are appointed to positions, taking into account their individual characteristics, weaknesses and strengths of the individual.

In order to exclude a company employee from the personnel reserve, there must be some reason. It can be a one-time or repeated non-fulfillment of official tasks, passing the evaluation procedure at an unsatisfactory level, regular non-fulfillment of the development plan that was drawn up for the candidate.

The individual development plan of the applicant must be agreed with the head of the personnel training department and includes those activities that are focused on development professional competencies employee and his personality.

3 main principles on which work with a personnel reserve is based

Publicity. Any information that contains information about the personnel reserve, the methods of its formation and the employees included in it, should be available to all employees of the organization. Only with this approach, the personnel reserve system will be created and will be able to function normally, increasing the motivation and loyalty of the staff.

Competition. The principle of competition implies the presence of several candidates for one leadership position.

Activity. In order to successfully form a personnel reserve, all persons involved in this process must be as interested, proactive and active as possible. This is especially true for line managers responsible for nominating candidates for the personnel reserve.

Training and development of the company's personnel reserve

Based on the results of evaluations of candidates for inclusion in the personnel reserve, a development schedule should be drawn up, which was mentioned above. Such a document is developed by the personnel department and approved by the head personnel service organizations. In addition, this document must be agreed with the head of the personnel training and development department and with the immediate supervisor of the reservist.

Planned activities may include:

• rotation in the horizontal direction;
• mentoring system;
• various internships, trainings and diverse seminars;
• work in project teams and so on.

It is worth dwelling in more detail on such events:

self-learning. This process takes place in full accordance with the developed development plan, for this purpose such self-learning tools are used as:

• professional literature;
• external webinars;
• various videos;
• materials from the fund of the corporate electronic library.

Seminars and trainings are usually carried out in accordance with the general schedule for the development of personnel. Such a document, as a rule, is drawn up for a calendar year. If necessary, special training can be added, which includes not only internal training programs, but also training courses from external suppliers.

Rotations in the horizontal direction allow:

• expand the candidate's professional horizons;
• acquire new experience, knowledge and skills, as well as improve the skills of the candidate, department and organization as a whole.

The period of stay of the reservist in a new place as a result of horizontal rotation is determined by the matrix of requirements that apply to the position being replaced.

Internship implies the acquisition of work experience or advanced training in the chosen field of activity. The duration of this process is reflected in the individual development plan and depends on the goal pursued.

Mentoring system involves a process that is regulated by a special Regulation. At the same time, the mentor is selected on the basis of an individual development plan for the employee, approved by the curator of the personnel reserve system.

Only those reservists who are listed as part of the operational personnel reserve can temporarily replace the main head. At the same time, representatives of not only the operational reserve, but also the strategic internal reserve, can participate in the work of project teams, if the personnel committee decides so.

Managing the talent pool without mistakes: 7 mistakes of managers

Mistake 1.Everyone is equal. Most managers believe that it is necessary to treat all employees equally. In connection with such an attitude, the very idea of ​​forming a reserve seems to them wrong and unworthy of attention. Such managers spend not only time, but also money, until they recognize that there are both more and less valuable specialists for the company. At the same time, more valuable employees deserve more attention from management. Only after realizing that it is quite natural and even correct to single out the best, it becomes possible to form the most effective personnel reserve.

Error 2.Situation. Sometimes it happens that the personnel reserve in the organization is formed by "raids", as the appropriate mood appears among the company's leaders, as well as as the accumulation of money and time resources. With such an approach, it is inappropriate to talk about an effective personnel reserve. In order for the reserve to be useful, the process of its formation must be continuous.

Mistake 3.Reserve as a threat. Some middle managers have a negative view of the very idea of ​​forming a personnel reserve, perceiving all candidates as a threat to themselves. To avoid this state of affairs, the person who is responsible for the creation of the reserve should bring to such leaders the full amount of information about their prospects.

Mistake 4.By protection. Often, managers form a talent pool of their favorites in the expectation that when they become managers, it will be easier to work with them. However, such views and actions greatly demotivate the rest of the company's employees, and sometimes even become the reason for their dismissal. To avoid such a situation, it is necessary to describe in detail the procedure for the formation of a personnel reserve and strictly adhere to it.

Mistake 5.Not by choice. When an employee is of interest to the manager as a future potential head of one of the departments, as a rule, there is a desire to include him in the personnel reserve. However, not all employees aspire to become top managers, and it is very important not to pressure or force even when a person has the necessary level of knowledge and professionalism. First of all, it is worth relying on the wishes of the employees themselves. You can try to find a compromise, but if this fails, it is better to just leave the subordinate alone.

Mistake 6.On your territory. When an employee who is part of the talent pool is an intern for a subsequent replacement of a managerial position, the current manager may try to hide some important information from a reservist. Firstly, to protect your know-how, and secondly, so that the beginner does not notice mistakes in his work. It is unlikely that such an internship will be effective and useful. Most likely, it will reduce the motivation of the reservist. Therefore, it is very important that the person responsible for the formation of the reserve carefully monitors all processes and acts as an intermediary between the employee and his manager.

Mistake 7.Inflated reserve. The formation of a personnel reserve should be carried out taking into account the true need for certain specialists today and with an eye to the future. In this case, you should not follow the rule "the more the better." It is important to understand that if a reservist does not see real prospects for his growth and development within this company, then he will not be motivated to learn and master new knowledge.

The process of forming a personnel reserve in modern conditions is a very important procedure that allows not only to quickly resolve the issue of replacing an employee during his absence, but also to properly train a new one who may be suitable for a qualified position. Let us consider in more detail the process of forming a personnel reserve.

concept

The personnel reserve should be understood as a list of persons who are able to perform the functions and tasks of specialists of a certain position of a higher rank due to their abilities, knowledge and skills.

To get into the reserve, an employee must have high knowledge and ambitions for the purpose of professional advancement. Such promotion should be understood as the occupation of leadership positions, which requires the candidate from the reserve to meet certain requirements and characteristics.

The value of the talent pool

The appointment of a personnel reserve is stated in the legislation at the federal level. So, for example, in the order of the government of the Russian Federation "On the approval of the federal program "Training and retraining of the reserve of managerial personnel"" it is said about the need to train qualified managers for all areas, especially government agencies, which is connected with the socio-economic changes taking place in the state. After the adoption of this document, some more bills were added that defined and supplemented the process of creating personnel reserves in state structures and bodies. Such orders have been developed by many ministries (Ministry of Internal Affairs, Ministry of Agriculture, Ministry of Transport, Roskomnadzor, etc.)

The value of the talent pool is ambiguous and for specific organizations that expect to work for a long time and have growth prospects, they care about reducing personnel risks especially in managerial positions.

Objectives of the personnel reserve

The purposes of creating a reserve are as follows:

• prompt resolution of problems associated with the departure of key managers;
• significant savings in financial and time costs for the search, selection and training of personnel;
• professional growth of employees;
• increasing employee loyalty and motivation to work (including the lack of fear among “reservists” of the complexity of fulfilling upcoming duties and suddenly assigned tasks);
• the formation of employees' understanding of their own value for the employer;
• preparing specialists for future changes in the organization;
• the ability to “polish” your staff, which will meet the requirements of your organization;
• reduction in the level of staff turnover;
• retention of promising employees in the company.

The process of forming a personnel reserve is quite difficult. It requires the involvement of not only the head of the company and the personnel department, but also other specialists (lawyers, psychologists, trade unions, etc.). In this connection, the issues of the personnel reserve are resolved, as a rule, collectively with the help of a special body (or commission).

Main goals

The formation of a personnel reserve is aimed at solving the following tasks:

• identification of existing potential among employees;
• the possibility of filling unfilled vacancies;
• continuity production process and its effectiveness.

Key Documents

The composition of such a provision on the formation of a personnel reserve should include the following sections:

• goals and objectives of the personnel reserve;
• principles of creation;
• a list of positions for which a personnel reserve is formed;
• the order of formation;
• criteria for selecting candidates;
• training program;
• criteria for deduction from the reserve;
• analysis of the effectiveness of work with the reserve.

This provision may also contain information about sample documents that must be drawn up in the process of working with the reserve.

Types of personnel reserve

Candidates must fully meet the requirements for the position for which they are placed in the reserve. However, this also includes those who have a high potential for further professional advancement, but have less experience or insufficient training. As a rule, 2 candidates are selected for each position.

By type of activity, a development reserve and a functioning reserve are distinguished. In other words, a reservist can choose between two career paths - professional and managerial.

By the time of appointment, a group of candidates nominated for a higher position at the present time and a group of candidates for the next one to three years are formed in the personnel reserve.

The personnel reserve can be internal and external. Creating an internal one is a more studied process, requiring less financial costs. Such a reserve is more often used in practice.

An external reserve involves attracting candidates from outside.

Principles

Certain principles underlie the management of the company's personnel reserve. Consider the basic principles of the formation of a personnel reserve:

• the principle of relevance - means that the need to fill a position must be valid today;
• the principle of compliance - means that the candidate must meet the requirements for the position;
• the principle of prospects of the candidate.

How is formed

The current system of personnel reserve formation is painstaking work to identify prospective employees (or recruit them) as the most suitable and meeting the requirements of leadership positions.

The system has certain rules. The order of formation is as follows:

• form a body that deals with these issues;
• develop internal regulations, that is, a document in which it is necessary to reflect all procedures for creating a reserve;
• create mechanisms for implementing the developed rules.

The correct creation of such a system is the key to the success of optimizing the number of personnel in the company.

Phased formation scheme

Consider the stages of the formation of a personnel reserve, which involve a certain sequence of stages:

• analysis of the current situation:
• assessment of the need for new managers or specialists for the next 1-3 years;
• compiling a list of positions of the new reserve;
• determination of the availability of already existing specialists for replacement;
• specification of the list of specialists;
• analysis of the effect of the reserve that was created earlier.

The selection of the necessary candidates for inclusion in the reserve takes place in the following stages:

• analysis of questionnaire data on employees;
• conducting an interview;
• monitoring the behavior of an employee in his relationships with other colleagues;
• assessment of performance indicators that characterize its labor activity, as well as the results of his performance of specific tasks;
• performance appraisal of an employee;
• identifying the compliance of the identified qualities with the requirements of the position;
• comparison of results for different candidates;
• drawing up a list of a new reserve with a list of candidates for the position.

Such a list has its own characteristics:

• one person can simultaneously appear in several sections: for the near and distant perspective, as well as for different job options;
• collecting the maximum amount of information about the candidate, for example, personal data, certification results, potential assessment, peer reviews, etc.;
• drawing up recommendations for the advanced training program.

The list obtained in this way is approved by the head of the organization.

• reviewing the roster of candidates from time to time;
• replenishment of the list if necessary;
• exclusion from the list of employees who ceased to meet the requirements;
• adjustment of staff development programs;
• analysis of the effectiveness of the use of the registry, forecasting and changes.

Personnel assessment process

The main types of personnel assessment:

• systemic, which is carried out by clearly defining all the signs of evaluation (process, frequency, criteria, methods of measurement);
• unsystematic.

The main assessment procedures are as follows:

• assessment preparation - involves the collection of preliminary information;
• directly assessing an employee by creating expert groups that evaluate the level of knowledge, skills, abilities and results of an employee's work;
• the stage of the assessment, which includes a meeting of the commission in the following order: inviting an employee and his manager, reviewing materials, hearing interlocutors, discussing the results, forming a conclusion, drawing up a protocol;
• decision-making stage, after which a conclusion is formed taking into account the conclusions and proposals of the commission; at the same stage, recommendations are given on the need to promote the employee to a higher position.

How the competition is held

Separately, we should talk about holding a competition for the personnel reserve. The order of this procedure is also clearly regulated by the internal documents of the company. To carry out such a procedure, special competitive commissions are formed in the organization:

• to conduct a competition to fill a vacant position;
• to conduct a competition for the formation of a reserve.

The competition procedure can be started only if there are at least two applicants for the personnel reserve. Otherwise, the competition is considered invalid.

The main stages of the competition:

• submission of a memo by the head of the unit to the chairman of the competition commission;
• preparation of all necessary documents for the competition;
• 20 days before the competition, an announcement about it is published;
• accepting documents from applicants;
• the minutes of the meeting of the competition commission are drawn up;
• conducting a competitive test by testing participants, as well as issuing a competitive task;
• evaluation of applicants in the competition;
• the contestant is selected;
• all are processed Required documents for its acceptance.

Features of the state civil service

In order to promote the development of the system public service, as well as improving the procedure for the formation and effective use a reserve of managerial personnel is formed by the Commission under the President Russian Federation on issues of public service and managerial personnel reserve.

The period of planning and formation of the personnel reserve of the state civil service takes, as a rule, from one to three years. The time spent in the personnel reserve of individual specialists also averages three years, but with long-term plans of the organization it can reach five years.

Regardless of the timing of the implementation of the “reserve” project and the financial capabilities of the organization, work with the personnel reserve must be carried out among interested parties in an open form (information must be available to employees), this environment must be competitive (several candidates must be selected for a managerial position at once).

The results of professional activity are a very important selection criterion, since they can be used not only to judge the effectiveness of the candidate's work, but also to evaluate the benefits of enrolling him in the reserve. Such non-material encouragement of a specialist, as inclusion in the personnel reserve, will serve as a good example for other employees and motivate them to high work results.

This set of requirements is not exhaustive and can be formed depending on the needs of the organization now and in the future, on the level of staff turnover, as well as on the social, age and other characteristics of the staff. It is important to understand that excessive selection toughening can lead to employee discrimination.

To manage the personnel reserve, special internal regulatory and local acts are usually issued. For example, a provision on the formation of a personnel reserve or a provision on working with a personnel reserve. At an early stage of the implementation of this project, such a document is intended to consolidate:

• the procedure for forming a reserve;
• tasks that are solved by creating a reserve;
• duties and responsibilities of officials forming the reserve;
• order and system of work;
• replenishment of the reserve and changes in its composition;
• reporting system for personnel work and the manner in which these reports are maintained.

Such a document will emphasize the importance of work, the seriousness of the management's intentions, and attentive attitude towards employees.

Along with the provision on the formation of a personnel reserve, a list of positions in the personnel reserve of the state civil service is drawn up, which, among other things, determines the number of candidates for a reserve position. Most organizations have talent pool development, retention programs, and reserve lists in case vacancies are filled. At the same time, it must be remembered that employees enrolled in the personnel reserve should not only be aware of this, but also clearly understand their prospects and the requirements that will be placed on them in the event of a real promotion.

The training of "reservists" can take place in the form of advanced training, obtaining a second higher education, taking courses or internships. A good addition is meetings for the exchange of experience, where employees will share their knowledge and impressions.

At the same time, it is necessary to pay attention to the fact that expecting a return from specialists reserved and prepared for a specific position is meaningless if work with the personnel reserve is not related to the organization’s strategy, is not supported by the entire corporate culture, if intermediate testing and analysis of staff turnover are not carried out, employees low loyalty, lack of readiness for learning. But if everything is different - the personnel reserve will certainly become a good motivating factor both for employees and for the organization itself.

In accordance with current legislation, provided Full time job with a reserve, the purpose of which is to prepare a worthy replacement for senior employees and ensure the continuity of generations. The forms and methods of working with the reserve are determined by the head of the organization or its structural unit and job requirements.

Conclusion

Thus, the creation of a personnel reserve in the company has the goal of updating the existing management and specialists at the expense of both own and attracted employees. Entry into this reserve requires the candidate to have special qualities, knowledge, experience, skills, and also implies the possibility of his training and advanced training to the required level. The list of positions and requirements for them in the organization are determined individually within it.

Who will take key positions in your company tomorrow: a loyal employee from the "bottom" or a candidate from the "street"? It is better to think about it today.

In this article, we will talk briefly about:

• in order to form a personnel reserve;
• features;
• the algorithm of interaction with the provider in such a project;
• examples from our practice.

The formation of a personnel reserve is an urgent problem for medium and large companies, as many business areas are experiencing a shortage of personnel. Or at least they are interested in having a loyal staff that has adapted to the corporate culture.

Personnel reserve- this is the direction of work in the organization, which allows you to ensure the succession of personnel, close new opening positions through the development of employees within the company.

The goals of the formation of a personnel reserve

1. Be able to quickly close vacancies and ensure the continuity of the organization's work, its efficiency.
2. Maintain continuity in management culture (and corporate culture in general), as well as special knowledge.
3. Increase employee engagement by showing that the company is interested in developing and retaining its employees.

Formation of a personnel reserve: a brief algorithm of the project

1. Determine for which positions the reserve will be formed.
2. Make sure that top management is interested: discuss what is important to them, as well as what kind of support they are ready to provide. If necessary, “sell” the idea of ​​a talent pool.
3. Create a regulation or description of the Program (project).
4. To popularize the direction of work as much as possible: on the Intranet, through short information meetings, etc.
5. Conduct the selection and evaluation of employees (potential reservists).
6. Create and implement a training and development program.
7. Debug the process of closing new vacancies by reservists.
8. Monitor the effectiveness of the talent pool.

Personnel reserve of managers

As a rule, companies create personnel reserves for managerial positions, that is, the so-called managerial personnel reserve. Often there are designs when there are two or three levels.

For example, the first level is “Line manager positions”, the second level is “Middle management”, the third level is a reserve for top manager positions.

Some companies have standard positions. For example, a store manager or a head of a retail banking branch. And then it would be expedient to create a separate personnel reserve program for each such standard position.

Corporate environment

Why the support of top management is important, we will not describe for a long time, because the significance of this stage is obvious. The practical aspect is the following. The choice for certain vacancies is made by top managers, and if for some reason they give preference external candidates employees will have doubts. They will quickly understand the presence of double standards in the company and the virtuality of the implemented HR programs.

For a common understanding by the employees of the Program and the rules for inclusion in the personnel reserve, companies usually create internal regulatory documentation. Informing occurs through the Intranet or other communication channels.

Reservist Selection Process and Criteria

The selection usually looks like a "funnel", shown schematically below.

In this case, this is an example. Depending on the specifics of the company, something else may be chosen as criteria and stages of selection.

What is important when building a system for evaluating candidates for the personnel reserve?

1. Remember that it is not the assessment of competencies that comes to the fore, but the assessment of the potential for the development of certain competencies.

Here are some examples from our practice:

1. For example, if one of the competencies of a leader is communication skills, then in the personnel reserve, first of all, the presence of communicative potential is assessed. An employee may not be able to make presentations, speak to an audience. Moreover, if he has social courage and strives to communicate with people, then mastering any communication skills for him will be many times faster and easier than for a person with limited communication potential.

2. If we consider the basic skill of setting goals according to SMART, those employees who have the ability to structure any information well can master it without difficulty.

3. Those managers who are able to operate with abstract concepts begin to think strategically faster. Here we note the paradox that we observed that "bad" operational managers, who have difficulty applying the skill of setting smart goals, can become excellent top managers with a strategic vision of the business.

4. Determine what is the motivation of a particular employee - this is one of important parameters selection.

5. When formulating all the criteria, it is desirable to clearly understand which manager profile is successful and effective in your organization. Based on this, it is worth deciding on the selection parameters.

Our research showed that the level of intellectual ability in the end had nothing to do with the appointment of a reservist to a position. At the same time, it is important to understand that analytical skills, of course, help to quickly master managerial skills.

6. For different levels personnel reserve their evaluation criteria. If we evaluate line managers who apply for middle managers, then the managerial skills that the future reservist already possesses become the key in the assessment. And if there is an assessment of applicants for top positions, then an assessment of strategic thinking or the presence of a potential for the development of strategic thinking becomes an obligatory element.

When is the Personnel Reserve Program considered effective?

A few words about efficiency. It must be said that there are no relevant comparative data in this area yet. Below are a few observable indicators that will indicate that the process is actually working:

1. Leaders in the organization are aware of the existence of a personnel reserve and the development program that is being implemented.
2. When opening vacancies, reservists are considered as priority candidates.
3. At least 30% of relevant positions are closed by reservists.
4. There are no people in the personnel reserve who got there solely because they need to be kept in the company or somehow additionally motivated.
5. After 1-2 years, it is necessary to carry out new set program participants, as 80% moved to a different status: either the reservists received promotion to new positions, or they were excluded from the reserve for some reason.

Formation of a personnel reserve: the role of external providers

Typically, talent pool projects are implemented jointly by a team of internal HR specialists and external consultants. What will be the ratio, each organization determines for itself. Most often, we, as external consultants, are involved in in-depth assessments, assessments.

Note that there are projects where the share of participation of consultants is almost 100%: starting from the creation of a PR campaign within the organization, writing a regulatory document and ending with the implementation of specific trainings or coaching sessions for reservists.

We carry out almost a full cycle of work, implementing projects for the personnel reserve. Examples of our work can be:

• Development of the "Regulations on the personnel reserve" for companies in the manufacturing and banking sectors.
• Conducting assessment centers in the selection of the personnel reserve of the company "Ingosstrakh", ONPP "Technology" named after. A.G. Romashina.
  
• Conducting a 360-degree assessment for Alfa-Bank's reservists.
• Training of reservists at PJSC Sberbank, FC Uralsib, JSC Russian Railways, Avtoframos, etc.

Algorithm of the project for assessing the personnel reserve

Our assessment projects typically follow the following sequence of activities.

1. We discuss what evaluation criteria will be at the final stage. If this is a managerial reserve, then in 100% of cases we are definitely asked to assess the leadership potential, the rest of the set varies, depending on the specifics of the Customer.
2. We select and, if necessary, develop assessment tools. It can be just testing or a full-fledged assessment center. If we recall the examples above, then testing is enough to assess the communicative potential. To assess the skill of setting goals, business games and cases are suitable, and to assess the potential for strategic thinking, both tests and cases are needed.
3. We carry out.
4. We make a rating of candidates. In rare cases, the Customer asks to generate individual reports on candidates, which requires additional financial costs for the company.
5. We are discussing the results of the assessment and a further program of action for the development of reservists.

Planning a talent pool project?

Contact us! We will help with regulation, primary selection and assessment of the potential of employees.