Formation of personnel reserve. How to create the best reserve of specialists in a company

In any field of activity there is always competition. Leading organizations, as a rule, are those that have competent leaders. To effectively manage the company's activities, take right decisions, deploy innovative technologies, the boss must be educated, responsible, and capable of thinking 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 personnel reserve?

IN personnel reserve include those who meet the selection criteria for the position of manager, have the appropriate qualifications and can become the head of the company. A reserve of managers can be formed from among the heads of departments and branches of the organization, leading specialists, young personnel, provided they successfully complete an internship, etc.

It should be noted that an employee holding absolutely any position can be appointed to head the company. It depends on the field of activity of the enterprise and its needs. It is often quite difficult to find a person with the required qualifications for the position of manager. On large industrial enterprises Foreman, section or shift supervisors are trained for this position.

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The purpose of the company's personnel reserve is to reduce turnover. Also, the formation of a team of specialists from among the company’s employees is aimed at reducing the costs of attracting external employees (their search, adaptation, training). When vacant positions arise, they are filled by trained employees. At the same time, employees improve their skills, continuity of management is achieved, and staff loyalty increases.

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

The decision to create The personnel reserve should be made after analyzing the company's strategy. If an enterprise seeks to expand sales markets, develop new ones, or plans to launch innovative projects, then it simply needs to create a reserve. Since this will allow you to quickly fill vacant positions with trained and adapted specialists from among the company’s employees. If the main objectives of the organization are to maintain stability of production and sales, and to gain a foothold in the sales market, then working with the personnel reserve should be done differently.

It is also necessary to find out why a particular vacancy is available. It is necessary to identify those positions in which turnover is most pronounced, characterize leaving employees, and identify the reasons for their leaving the company. Based on this data, it is possible to determine what qualities applicants for a particular position should have and what criteria should be used to select.

In addition, it must be taken into account 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.

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Formation of a personnel reserve: pros and cons

Advantages of creating a personnel reserve:

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

Minuses:

• the need to spend time and money on selecting candidates and training them;
• employees have to work intensively (fulfill their duties and study at the same time).

The process of forming a personnel reserve can be complicated by resistance from 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 can be 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 long-term training of employees to work in positions that will become vacant within 1-2 years.

The internal talent pool must be updated regularly. New candidates are included in it every year at the beginning of the fourth quarter.

In external personnel reserve includes:

• those who successfully passed the interview at HR agencies, but could not be accepted into the organization due to the lack of vacant positions;
• candidates who became known from the results of a labor market analysis conducted to find leading industry specialists.

The external pool of specialists also needs to be regularly updated, including new candidates based on the results of the interview. To ensure the possibility of alternatively filling vacancies, several people need to be trained for each position. In addition, one specialist can apply for more than just 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 personnel reserve is that a company prepares a specific person to take on a specific position. For example, a decision may be made to replace the management team hired from outside with its 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. By observing their activities at their main workplace, we can draw a conclusion about what qualities and skills they have the most developed. Based on this, determine in which position they will demonstrate themselves more fully.

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

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

1. Planning. The need to replace management personnel must be assessed objectively, taking into account financial situation company and its possible changes.
2. Unity of training specialists for any leadership position.
3. Continuity of learning. It is necessary to constantly prepare the candidate. Training can last several years and include, inter alia, self-education, application of acquired knowledge in practice during the work process, participation in industry events, trainings, courses, etc.
4. Preparation more specialists per place (within existing standards). This involves 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 opportunity to be included in the personnel reserve of any employee of the enterprise. To do this, it is necessary to clearly define the criteria that it must meet. Employees should also be given the opportunity to participate in the selection process again.
6. Absence of any privileges and changes in working hours 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 between current management and applicants for leadership positions in the preparation of the personnel reserve.
8. Confidentiality and ethics. It must not be allowed that after one of the members of the reserve takes office, the remaining candidates feel unnecessary.
9. An opportunity for company employees to assess at any time the degree to which selected candidates meet the requirements imposed on them.

Taking into account what criteria is the formation of the organization’s personnel reserve

The criteria that employees applying for a place in the personnel reserve must meet are established separately for each position.

The main selection criteria are as follows:

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

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

The procedure for forming a personnel reserve

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

The most important stage at which management must answer the following questions:

1. Why is a personnel reserve necessary for an organization?
2. How should candidates be selected and subsequently trained and trained?

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

When defining goals and objectives, it should be understood that creating a reserve should not become an unnecessary waste of time and resources. With its help, the company's management must manage personnel. In addition, the formation of a personnel reserve will help save money that could be used to search for candidates for leadership positions in the external labor market, on adaptation and training of hired employees. Also, the presence of a personnel reserve at the enterprise motivates employees to achieve better performance results, which determines the development of the entire company. Therefore, the goals and objectives of forming a team of reserve specialists must be clearly formulated and brought to the attention of all personnel of the organization.

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

• procedure for selecting candidates;
• the principle of forming a group within the reserve;
• composition and powers of members of the commission for working with the reserve group;
• the basis for adding candidates to the list of reservists;
• the reason for the employee’s exclusion from the reserve group;
• procedure for appointing a reservist to a vacant leadership position.

In addition, a professional training program for reserve members should be created.

All these principles should be contained in the provision on personnel reserve. It represents internal document 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 the job structure of the personnel reserve

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

• whether new leadership positions will open up;
• how many vacancies may become available 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 entire enterprise. It is recommended to select two reservists for each position. In this case, the risk that a vacancy 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, employees in the reserve group will compete with each other, and this will lead to high results. However, you should not create too large a reserve, since it is difficult to work with. At the same time, as the number of candidates increases, the likelihood of their appointment will decrease, and motivation to work will be reduced.

Stage 3. We determine the requirements for employee qualifications and develop competency models for leadership positions in the reserve group

Often, when appointing department heads, company managers reason as follows: “He qualified specialist, does his job perfectly, so he can manage the entire department.” This approach is fundamentally wrong. A candidate for a leadership position must not only be a professional in his field and have the appropriate qualifications, but also have the qualities of a leader and management skills in order to be able to organize the activities of a group of people and successfully manage it. Otherwise, an excellent specialist may 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 a given position or not. These criteria are:

• Requirements for the qualifications of an applicant for a specific position: his level of 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, then it is recommended to create it at this stage. It will allow assessing the suitability of all candidates according to one scheme, will help identify their strengths and weak sides, draw up an individual development plan for each reservist. A competency model can be developed either by the organization itself or with the involvement of consulting agencies. When developing it, one should take into account the specifics of activities in a particular managerial position. 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 certification of their workers every year, and based on the results, a decision is made about who can be included in the reserve group. In this case, the person may not even know that he has become a reservist. Other companies consider it necessary to develop and carry out a special procedure to assess the potential of employees, and use it to form a personnel reserve. The most effective system used to select employees for the reserve is the Assessment Center method. Some companies have experience using this method, and employees of their HR centers claim that when using it, it is possible to achieve a validity of results of up to 70% and even up to 90%. This is possible due to the following features.

Such an assessment of the personnel reserve involves the use of several technologies in combination. Each applicant is given a “volumetric assessment” based on the results of various tests, completing tasks in a group and individually. Imitation of various situations that arise during work can also be used. In addition, there are role-playing games and competency-based interviews.

During the assessment, they determine whether the 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 determine indicators of behavior. The criteria by which candidates are assessed are created based on the competency model for a specific position or a single competency model for the company's management team.

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

Regular certification of workers takes 1-2 hours, and according to the Assessment Center method, employees are assessed, as a rule, within 2 days.

To conduct an assessment center, it is necessary to create an expert group. Typically, it includes not only representatives of the organization’s top management, but also specialists from various consulting agencies. This eliminates the possibility of subjective assessment of candidates. After conducting the assessment center, a group of observers draws up a conclusion on the compliance of all tested employees with the put forward requirements. It is based on the results of passing all 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, and whether he needs additional training.

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

An individual development plan is drawn up for each reservist based on the results of his assessment. The development of this plan is carried out by the candidate’s boss and an employee of the HR service.

Expert opinion

Example of a personnel reserve formation program

Vasilina Sokolova,

Deputy Director for HR 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 leadership positions. The program lasted for a year. To implement it, it is necessary to go through two stages.

Stage 1. Selection of participants

Workers were invited to become members of the reserve team and undergo training. To do this, it was necessary to submit an application. Individuals who had worked for the organization for at least 6 months were allowed to participate. Those interested were informed that the training would take place in their free time, and this should not affect the results of their activities. The selection was carried out in two stages.

Testing based on the books studied. Candidates had to read 6 books within a month that must be included in the basic education program for executives (in our opinion):

• "45 Manager Tattoos"
• “Time drive. How to have time to live and work,”
• "Delivering Happiness"
• "From Good to Great"
• "Hard management"
• “The VI.ru manager’s book.”

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

When taking tests based on materials from 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 to participate in the testing. Of these, 67 employees passed the first stage of selection. The main mistakes were the inability to clearly formulate one's thoughts and inattention. Some candidates had not read the book at all and were therefore unable to answer the questions.

The second stage of selection is writing an essay on the topic “Why do I deserve a place in the personnel reserve”? Its volume is more than 1000 characters. The essay was assessed 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, strive for development, or take part in new projects. It turned out that all the candidates passed the Lately various training courses, they were awarded the title of best employee of the month. We considered all essays satisfactory, and therefore it was decided to enroll all applicants in the reserve group. This stage lasted for 14 days.

Stage 2. Personnel reserve training program

During the training process, we organize meetings with the owners of the organization, top managers, invite trainers and those who were able to create successful business. Recently, a meeting was held with Mikhail Dashkiev, who runs the Business Youth company. The reservists learned about 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 responsibility.

Training is conducted once a month. During classes, members of the personnel reserve perform tasks and role-play various situations that may arise during the work process. They are also required to do homework. For example, after the first lesson on responsibility, the entire group was divided into teams of 8 people. Each of them needed to develop some new positive habit. It could be a morning jog, dousing, etc. Every day, employees were required to send a message to the company manager’s phone indicating that they were fulfilling their commitment.

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

The teams formed are different each time. This allows you to exchange knowledge with a large number of people and communicate with colleagues from other departments. After the final lesson, the “guardians” were given individual tasks. It was necessary to develop a project to improve the company's performance in a certain area. It was also envisaged that these projects would be defended before the organization's top managers.

Those wishing to be included in the personnel reserve of employees had to follow the accepted rules:

• not be late for classes;
• complete homework on time; otherwise the person was not allowed to attend the next seminar;
• Do not miss classes for unexcusable reasons.

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

If the established rules are not followed, candidates will be expelled from the personnel reserve. So far, no one has dropped out of our group.

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

How to organize management of a company's personnel reserve

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

Personnel reserve training is carried out according to a special program. It consists not only in studying the materials of individual plans, but also in taking various specialized professional training courses.

There are business training companies that provide services for the development of specialized professional development programs aimed at improving the personnel reserve. 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 must be taken into account. Candidates may be offered several training modules, after completing which they will acquire the knowledge and skills necessary for effective management.

The training program for members of the personnel reserve may also include the following methods:

1. Interaction of the reservist directly with the manager for whose position he is applying in the future.
2. Work in temporarily vacant management positions (if managers are on vacation or on a business trip).
3. Completing an internship as a manager.
4. Participation in projects and carrying out assignments given by the immediate superior.
5. Attendance at meetings, membership in working groups.

It is necessary to regularly check the results achieved by reservists in the process of training according to individual plans and a specialized professional development program. At the same time, the degree of their participation in various activities related to the position of a manager should also be assessed. The HR service, as well as the immediate supervisor, is responsible for this assessment of candidates. The responsibilities of the commission that works with the reserve include an annual review of the knowledge and skills acquired by employees during the training process. Based on its results, the commission can:

• leave the candidate in the reserve group;
• recommend that the employee engage in additional training, while the individual development plan is reviewed and adjusted;
• exclude a reservist from the team due to failure to complete the program on time individual plan development.

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

It is worth noting that it is necessary to promptly appoint members of the personnel reserve to vacant leadership positions. During training, employees acquire a lot of knowledge and practical skills. They must feel that the company needs them and know that it is possible to appoint them to a higher position. Otherwise, they can move to another organization, where they will be given the opportunity to realize their accumulated potential.

How to evaluate the effectiveness of a personnel reserve

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

• how many reservists left the organization due to at will;
• how many candidates were able to advance 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 increased.

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

How to increase the efficiency of the personnel reserve

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

To do this, you will need a model of an ideal leader. For example, he must have developed 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 powers;
• desire 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 them how to make the right decisions and work in an uncertain situation. It will be useful for reservists to choose 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 divisions of the company. Functional workshops are created to familiarize yourself with the activities of various departments (sales, marketing, legal, financial, etc.). The reservists themselves must be appointed responsible for organizing these workshops. They will study the desired topic, tell what tasks this or that department performs, how it interacts with others, what its KPIs are. This will allow you to delve into all the processes taking place in the company and get an idea of ​​​​the work of the organization as a whole.

Tip 3. Members of the reserve group should take part in real projects, not fictitious ones

In order for candidates to be motivated to develop and achieve high results, they must be involved in solving real problems. They can be tasked with developing the concept of an online store and creating a business process map. In addition, employees can take part in compiling a list of required competencies for each position and 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. Defense of the project to senior management is also provided. The company wins in this case, since ideas are implemented even before specialists are fully trained.

Expert opinion

6 rules for effective work with personnel reserve

Alla Bednenko,

Director of HR and Organizational Development at Econika, Moscow

Rule 1. Provide necessary information to employees

Employees need to be provided with information about opportunities for professional growth in the organization and the necessary components for career advancement. In our company this problem was solved as follows:

• we have placed all the necessary information about the personnel reserve training program in a special section on the website, everyone can familiarize themselves with it;
• We 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 job prospects in the organization; it is also included in induction programs.

Members of the reserve group have access to information about emerging vacant positions and can participate in competitions to fill them.

Rule 2. Allow employees to take initiative

Each employee can become a member of the personnel reserve of our organization. To do this, you need to fill out a form on the website. 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 a system for evaluating employees

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 application form, the candidate must indicate in which directions he would like to develop. If the assessment results satisfy us, we invite the person for an interview to find out what motivates him to undergo training and advance his career.

Rule 4. Conduct individual training with employees from the personnel reserve

We draw up individual development plans for each member of the reserve group, which involve participation in trainings conducted at the training center and classes with a mentor. In addition, we provide materials that the employee must study independently.

An individual development plan includes a list of skills, knowledge and abilities required 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 preparation).

We place responsibility for the training of the reservist on his immediate superior. His responsibilities include monitoring the implementation of the individual plan, monitoring the completion of tasks and attending all trainings and seminars. When the development program is completed, we assess the employee’s level of training and, based on the results of the assessment, either recommend further training or decide that he can take a leadership position.

There were cases when an employee, during the preparation process, realized that he was unable to complete the individual plan program. Ultimately, he left the reserve team.

Rule 5. Maintain information about talent pool members

We are filling out a table of personnel reserve efficiency. 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 pool the candidate falls into: long-term or short-term.

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

Those who have potential that needs to be unlocked are included in the long-term reserve. Such candidates need to undergo training.

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 we need to appoint one of the reservists to a vacant management position.

Rule 6. Don't let managers sabotage your talent pool program

Currently, not all vacant positions in our company are filled by reservists. Nevertheless, we strive for this. 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 promote an employee who is not part of the reserve to the position of manager, the decision is made by the training department after evaluating him.

Working with personnel reserve without errors

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

There are other risks when creating a talent pool. If a candidate remains on the reserve list for a long time and is not appointed because the number of candidates is excessive or an incorrect forecast for the development of the organization was given, 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 the experts

Vasilina Sokolova, Deputy Director for Personnel at VseInstrumenty.ru company, Kovrov (Vladimir region). The scope of activity of VseInstrumenty.ru LLC is the sale of tools, gardening, climate and power equipment, construction equipment, machine tools, etc. The number of personnel is 1200 people. Annual turnover – 7 billion rubles. (for 2015). Number of retail stores – 173.

Alla Bednenko, Director of Personnel and Organizational Development at Econika, Moscow. The scope of activity of Econika LLC is retail trade in footwear and accessories. Part of the Novard group of companies. Number of personnel – 1300 people. The number of magazines (caskets) is more than 160.

Many companies have experience in creating a personnel reserve. But he is not always successful. If the company cannot offer the reservist attractive conditions, it may happen that he leaves the company. Therefore, before creating a personnel reserve, it is necessary to think through all measures to motivate employees: material motivation, career ladder, development program, etc. On the one hand, enrollment in the personnel reserve in itself is already a good motivation, because the employee understands that he is highly valued. But a month, six months, a year will pass, and he is still in the same position with the same salary, but with increased self-esteem. In the end, unsatisfied ambitions will force him to find another company where he can realize himself. Personnel reserve is a whole system in the creation of which the entire company must participate, otherwise there may be a threat of “leakage of valuable personnel.”

Everyone needs a “gold reserve”

Every manager wants his company to have at least good, and preferably the best, employees. You can select only the best employees (which sounds almost fantastic), or find employees with high potential in your ranks and grow them to the required level. It is for this purpose that the company’s personnel reserve is created.

There is no doubt that every company needs to highlight and further reward the most valuable and effective employees. There are employees who support entire areas of activity and the work of departments, and there are those who accompany their activities, and whose replacement is unlikely to be noticeable. We will turn our attention to the category of valuable and highly effective employees of the company.

The very concept of “personnel reserve” is known to the absolute majority, and it seems completely clear why it is needed. The main goals of creating a personnel reserve, as a rule, are:

• Meeting business needs for qualified personnel;
• Reducing staff turnover (more precisely, the turnover of the most valuable employees);
• Increased motivation professional activity;
• Creating conditions for professional and career growth of the best employees.

Also, some managers want to use the personnel reserve to achieve continuity in the team, i.e. maintaining experience, leadership style, values, etc.

What is a personnel reserve?

The personnel reserve is the company’s employees who have development potential and are planned for horizontal and vertical moves to specific positions (this is the so-called operational personnel reserve).

However, if the tasks of creating a personnel reserve are somewhat broader than internal selection, then the definition of a personnel reserve also needs to be expanded.

The personnel reserve is closely related to the company’s personnel assessment system and therefore must be fully consistent with it.

In one of the large companies where I was involved in personnel assessment, the fulfillment of professional tasks and potential were taken as the main criteria for assessing personnel. Therefore, the definition of the personnel reserve was as follows:

personnel reserve is employees whose level of professional task performance and potential exceeds the requirements for the positions they occupy.

There is also a category of employees who are valuable to the company, but for whom there is no specific position at this moment. They also need to be highlighted and further motivated. They may well become leaders of new projects or new directions.

In addition to the above, the personnel reserve may include successors to managers if the company is working in this direction.

The only thing left to do is to create a scheme for working with the personnel reserve.

In this case it looks like this.

Diagram 1. Scheme of work with the personnel reserve.

As you can see in the diagram, we must have a plan for introducing new positions before adding employees to the talent pool. Those. Each manager must first provide us with information about planned vacancies in his department and the requirements.

How do employees get into the personnel reserve?

Before the assessment begins, a plan for introducing new positions/opening new projects is formed.

Then the personnel assessment itself is carried out, during which employees are identified who, obviously, have already grown beyond their position, or have high potential to perform more complex functional duties, or have expressed a desire to work in related departments, etc.

Having identified such a group of people, we turn to the plan for introducing new positions and select suitable people for the planned vacancies.

The manager in whose department a new vacancy will open or will be implemented new project, conducts interviews with an employee applying for inclusion in the personnel reserve to determine whether he meets the requirements of the position. Based on the results of the interview, the employee is either included in the reserve for a specific position, or transferred to the reserve without specifying a specific position.

No more than three employees can apply for one position/project management. One employee can apply for no more than two positions.

Employees who received high scores based on the results of the annual assessment and who were not suitable for any of the proposed positions for personnel reserve employees may apply for enrollment in the personnel reserve without specifying a specific position. These employees may apply for a specific position in the event of the unplanned introduction of new positions or the vacancy of existing positions.

Also, based on the results of the employee assessment, each manager must select two successors from among his direct subordinates. However, problems may arise here: the manager may not have two subordinates (funny, but this is not uncommon in large companies), or they may not be suitable as his successors. This decision is at the discretion of the manager.

A successor is a person who has the knowledge, skills and abilities to perform the functional responsibilities of a manager in the event of his absence (either temporary absence or dismissal/relocation to another position). Successors can and should delegate certain functional responsibilities. The best employees of the unit based on the results of the annual assessment can apply for the position of successor.

So, in our personnel reserve, three groups of employees have formed: with a specific position, without a specific position, and successors to managers. Confusion may already arise: can an employee belong to several categories, because we select the best to fill vacancies, and the manager also selects these best to train successors. Therefore, it is necessary to register everything possible options. And, of course, the employee must decide for himself what is more important, more interesting, etc. But the identification of a separate category “successors of the manager” is quite rare. There should be no difficulties with the other two categories.

There were long discussions about reservists without specifying a specific position. The main question was: if we don’t have a position, why would we spend money and time on these employees. However, in the end, managers came to the conclusion that these employees need to be further motivated and retained in the company, because their potential is high and can be effectively used.

Because Since the company designated successors to managers as a separate area of ​​work, it turned out that most of those who were included in the reserve without specifying a specific position were promoted to the rank of successors. But still, we cannot plan everyone for leadership positions, if only because not everyone can and wants to be leaders.

Reservists, indicating a specific position, can be divided into several subgroups:

• reserve for top positions (rather an exception, since this position is most often selected personally by the CEO and mainly for his own reasons);
• middle management reserve;
• reserve of specialists (the main category with which it is necessary to work, because for them there is the largest number of training programs, they are easily replaceable, there are more ample opportunities for their career. These are future department heads, managers, project managers, etc.).

After being enrolled in the personnel reserve, the employee, together with the manager, draws up his professional development plan.

The plan for employees enrolled in the personnel reserve indicating the position must be agreed upon with the manager in whose department the position/project is planned to be opened, and he also monitors the implementation of the plan.

For employees who are enrolled in the personnel reserve without specifying a position, a plan is drawn up aimed at developing general management skills or at developing professionally important qualities. Work with this category is carried out individually by the immediate supervisor (compensation packages, delegation of some tasks, training, etc.).

A professional development plan is also drawn up for the manager's successors. Based on the results of the implementation of the professional development plan, a decision is made on appointment to a position or retention/dismissal of an employee from the personnel reserve.

To determine the employee's readiness for appointment to a new position, the manager may decide to conduct an additional assessment.

This interaction scheme was built in the company after personnel certification was replaced by an annual personnel assessment procedure.

Based on the results of personnel certification, the company's personnel reserve was also formed. But the statistics turned out to be deplorable.

Learning from mistakes

Several years ago, the company in question made an attempt to maintain a unified personnel reserve database, but this did not lead to anything: the company could not offer them anything concrete and people gradually began to quit. And it is not economically feasible to develop them, train them, come up with special positions for them, just so that they develop.

As a result, a significant part (34.7%) of the employees enrolled in the reserve quit, only 16.5% of those enrolled were transferred to planned positions (data are shown in Diagram 2).

Diagram 2.

It turned out that the employees were selected from the total number and enrolled in the personnel reserve after a rather stressful and time-consuming certification procedure, but the result was negative.

Development plans were written literally out of thin air, because... This was done by managers, and they, as a rule, do not like to devote their time to such work. No money was allocated for employee development and therefore managers had a rather meager list of what they could offer reservists: self-education, training at a corporate training center (which trains everyone, and you don’t have to be a reservist to get there), etc. .

When vacancies opened, they were filled by employees who were not in the personnel reserve (every manager wants to see the people he needs in his team). An employee could remain in the personnel reserve for as long as desired.

Since we consider enrollment in the reserve as a method of motivation, we need to understand that it has its limits. The employee has already been told that he is “the chosen one”, his motivation has increased for some time, his expectations and self-esteem have increased, and he is quite rightly dissatisfied if his status or material reward does not change in any way. And soon this employee, dissatisfied with his status, begins to look for another company.

As a result, such disappointing statistics were obtained, and work with the personnel reserve was stopped.

After changing the personnel evaluation system, the HR director decided to resume work with the personnel reserve, because it was necessary to motivate employees.

The first question that was posed by the assessment specialists was financial: how much money the company is willing to allocate (and whether it is even willing to pay for this “pleasure”).

Development options for reservists were significantly expanded: external training, internships, closer interaction with the manager, independent projects, etc. were included. depending on the position.

And most importantly, work with the personnel reserve was completely controlled by personnel assessment specialists. They had to collect information not only about vacancies and employees who were included in the reserve, but also monitor the quality and timeliness of writing development plans and their implementation. The movement of the personnel reserve was also monitored and it was controlled that a reservist would fill the opening vacancy (if he applied for it, of course). Periodic assessments of the competencies of reservists were carried out so that the dynamics of development were visible, while the assessment methods became more complex.That. work with the personnel reserve became transparent and clearly controlled, which undoubtedly led to a positive result.

However, it is worth recognizing that at least inclusion in the personnel reserve is more non-material motivation, without finance this work will not bring any results. If a company is not ready to allocate funds for the selection and development of the best employees, then there is no need to engage in the formation of a personnel reserve. Otherwise, the consequences may be exactly the opposite of expectations.

Work with the personnel reserve affects the entire company. Every leader must take part in it and understand why all this is needed. It is impossible to control everything, and total control is unlikely - The best way motivation. Therefore, we have to carry out constant educational work with managers and overcome resistance, because It is the manager’s position that has the greatest influence on the development of his employees.

Professionals are the face of the company. When they leave the company, they take away their knowledge and connections and transfer them to direct competitors. Therefore, it is necessary to keep them in the company and maintain the idea of ​​continuity.

The goal is to increase the efficiency of using the Company’s human resources; meeting the Company's needs for candidates to fill positions at various levels; carrying out a unified personnel policy in matters of career and professional growth of Company employees.

General provisions

The main goals of forming a personnel reserve in the Company are:

• reduction in staff turnover;
• identifying and retaining employees with high development potential;
• ensuring the priority filling of vacancies that appear in the Company with trained candidates from the internal reserve;
• ensuring career advancement to key positions of the most trained employees from among those who have the professional knowledge necessary for the Company;
• ensuring continuous professional growth of staff;
• strengthening a corporate culture that stimulates personal responsibility, loyalty, focus on achieving results and the formation of common corporate values.

The personnel reserve includes internal and external reserves

The internal personnel reserve is formed from among the Company’s employees. It is divided into operational and strategic reserve

The operational reserve is a reserve of candidates from among specialists, line managers, middle managers and top managers to fill certain positions who have developed competencies and are ready to start working immediately.

The strategic reserve is candidates for positions that will become vacant in the next 1-2 years and require long-term candidate training.

Inclusion in the internal personnel reserve and updating of its composition is carried out annually, at the beginning of the fourth quarter.

The external personnel reserve is formed from:

• candidates who were interviewed by HR partners, but did not start working at the Company after passing the employment interview due to the current lack of vacancies;
• candidates whose data was obtained on the basis of labor market monitoring for the availability of key specialists in the industry segment.

Inclusion in the external personnel reserve and updating of its composition is carried out on a regular basis, as external candidates undergo interview and selection procedures. To comply with the alternative for filling key positions, the personnel reserve can be composed of several people for each position, according to the standards. One candidate may be included in the personnel reserve for several positions. Information about the operation of the personnel reserve system, the career development model in the Company (Career Movement Map), and lists of reservists is open and posted on the corporate portal (List of Reservists)

Organizational chart of the reserve personnel system

The main body for managing the personnel reserve system is the Personnel Committee, which permanently includes: Head of the Commerce direction, Head of the Sales direction, Head of the Management Technologies direction, Head of the HR Department

The functions of the Personnel Committee include:

• determining the level of influence of each position and employee on the development of the company annually
• approval of the need for personnel reserve for the year annually
• implementation general planning and standardization of various aspects of the personnel reserve system, taking into account the strategic and current objectives of the Company once every six months
• monitoring the company’s reservist lists, making decisions on excluding employees from the personnel reserve once every six months
• review of individual development plans for reservists quarterly
• making decisions on personnel movements and rotation of the personnel reserve according to current schedules

The head of the HR Department is responsible for organizational and methodological support for the activities of the Personnel Committee, manages the meeting schedule, and convening extraordinary meetings of the committee. Current work to create the need for a personnel reserve, replenish and develop the personnel reserve (identifying potential candidates, assessment, selection, training) is carried out by HR partners of the Sales Divisions, the Human Resources Department, together with the General Directors of the Sales Divisions and the Heads of Divisions, Heads of Departments, Services and departments of the Central Office.. To coordinate the current work, the Head of the Human Resources Department appoints a curator from among the department’s employees.

The procedure for generating the need for reserve personnel

To determine the quantitative and qualitative composition of the personnel reserve for the calendar year, the following work is carried out:

• Analysis of the current staffing table to identify key positions;
• Analysis of the staffing table to identify the need for reservists in connection with the upcoming rotation / dismissal of the existing staff;
• Standardizing the staffing level of the personnel reserve to fill key positions;
• Analysis of the need for reservists for newly created positions or planned ones staffing table, according to the company's development strategy.
• Approval of the plan for the need for personnel reserve for the year by the Personnel Committee.

The procedure for selection and enrollment into the internal staff

Enrollment in the internal personnel reserve can occur by:

• consideration of a candidate’s application for inclusion in the personnel reserve (self-nomination);
• based on the recommendation of the manager;
• based on the results of annual assessment procedures, including additional assessment procedures. based on achieving the required percentage of the program's effectiveness, the mentor.

All candidates who are applicants for the Personnel Reserve, at the time of enrollment, must have the results of an assessment conducted in accordance with the Regulations “On Personnel Assessment” no more than 12 months ago from the date of consideration of the application. If such an assessment has not been carried out in relation to the candidate, or was carried out more than one year ago, the candidate must undergo assessment procedures before being enrolled in the personnel reserve. The purpose of conducting assessment procedures at the stage of including reservists in the personnel reserve is to ensure that reservists are trained for the position, taking into account their individual characteristics, their strengths and weaknesses.

No later than the fourth quarter of the current year: The head of the training and personnel development department creates lists of reservists based on the results of assessment procedures for each position for further sending reservists for training and transfers them to the curator of the personnel reserve. The supervisor of the mentoring system creates a list of mentors with a high percentage of performance and transfers it to the curator of the personnel reserve system. The curator of the personnel reserve, based on the received lists, the list of self-nominated employees and employees recommended by managers, creates a general list of reservists and submits it to the Personnel Committee for approval.

Education and development

Based on the results of assessment procedures, an individual development plan is drawn up for reservists, which indicates activities aimed at developing professional and personal competencies necessary for successful work in the target position. An individual development plan is initiated and approved by the curator of the personnel reserve, and is developed by the HR partner of the division, together with the reservist. It is agreed upon with the head of the personnel training and development department, and with the immediate supervisor of the reservist. An individual development plan includes specific activities aimed at developing personal and professional competencies necessary for the relevant position: training: trainings, seminars, master classes; self-study; horizontal rotations; internships; mentoring; temporary replacements during the absence of key managers; participation in project groups.

Trainings, seminars, master classes are carried out according to a schedule formed according to the general training plan for the year for the company. If necessary, special training is added, which includes both a portfolio of “internal” employee training programs and specially selected training programs of “external” suppliers.

Self-learning. This stage of training takes place in accordance with an individual development plan, using a selection of professional literature (books, instructions, regulations, etc.), external webinars, video materials (films, webinars), materials from the corporate electronic library.

Horizontal rotations. The objectives of this procedure are:

• expanding the reservist’s professional horizons;
• acquisition of new experience, knowledge, skills and abilities, improvement and optimization of business processes of the relevant division and the Company as a whole.

The period of holding a new position as a result of rotation according to the matrix of requirements for the position. Internships are activities to gain work experience or improve qualifications in a chosen area of ​​activity. The duration of the internship is determined depending on the goal and is reflected in the individual development plan. Mentoring - the organization of the process is carried out on the basis of the Regulation “Mentoring; the choice of a mentor is reflected in the individual development plan of the employee and is approved by the curator of the personnel reserve system. Temporary replacements for the period of absence of key managers are made only from among the reservists listed in the operational reserve. . Employees of both operational and strategic internal reserves may be involved in participation in project groups by decision of the Personnel Committee.

Evaluation of the results of training of reservists

Reservists are assessed in the manner established by the Regulations “On Personnel Assessment”. Depending on the position, the assessment may include professional testing, business games, case solving, business problems, competency-based interviews, and a 360-degree assessment of management skills. Information on the results of the reservist’s assessment is posted in a special report form in accordance with the Regulations “On Personnel Assessment”: “Passport of the employee’s professional career in the 1C card” in a unified database for reserve personnel. The curator submits to the HR Committee a report (“Provision of reserve personnel”, “List of reservists with % of implementation of the IPR”) on the composition, movement, results of the achievement of the goals set for it by the personnel reserve system, the implementation of the individual development plan by reservists, at least 2 times per year or as the need arises.

Conditions for advancement in the program

Occupation by a reservist of a target position is possible if there is a positive assessment of the reservist’s readiness according to a competition for reservists. The reservist competition is a selection tool of the program, conducted upon the occurrence of a need for a candidate for an open vacancy. The conditions of the competition are established taking into account the specifics of the position by the Personnel Committee.

The following evaluation indicators are decisive:

• compliance of the level of development of his competencies with the target position;
• progress in competency development; effective performance of immediate work tasks;
• employee's professional career passport;
• successful implementation of the Individual Development Plan of at least 80%, taking into account the period under review;
• compliance of the matrix of requirements for the position in question;
• percentage of employee performance as a mentor.

The decision to accept a candidate for a target position is made by the Personnel Committee. A complete package of documents for each reservist is provided for consideration by the Personnel Committee. This package of documents includes: employee personal card; individual development plan; employee's professional career passport;

The procedure for making decisions on personnel movements

Issues related to the vertical movement of reservists are the exclusive responsibility of the committee. Meetings of the HR Committee on these issues are held in an expanded format - with the obligatory invitation of the Head, who is in charge of personnel issues for the position of appointment (in accordance with the Decision-Making Matrices). An invited participant in a Personnel Committee meeting has the same voting rights as regular participants. Decisions on the vertical movement of reservists are made during an open vote of participants at a meeting of the Personnel Committee by a simple majority of votes.

Issues related to the horizontal rotation of reservists are brought to a meeting of the Personnel Committee on the proposal of the Head of the Human Resources Department, in the event that the decision to transfer a reservist for some reason cannot be made routinely. Interested persons may be invited to the meeting - a reservist, his line manager, a manager in charge of personnel matters for the position of appointment - with the right of an advisory vote. The opinions of invited participants are taken into account when making decisions by the Personnel Committee. Decisions on horizontal rotation issues considered at a meeting of the Personnel Committee are made by open voting of the participants. The decision to transfer a reservist is considered adopted if at least 50% of the Personnel Committee votes for it.

Procedure for exclusion from the reserve squad

A reservist may be excluded from reserve personnel for the following reasons:

• negative results from assessment procedures;
• failure to complete immediate work tasks;
• systematic failure to implement the Individual Development Plan.

The decision to exclude a candidate from the program is made by the committee.

Application:

1. Characteristics for enrollment, standard form;
2. Application for enrollment;
3. Individual development plan (IDP);
4. Personnel availability, report form;
5. Professional career passport;
6. Plan for the need for reserve personnel;
7. Execution of IPR Report;
8. Rotation of personnel reserve Report.

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In conditions of fierce competition in the business sphere, the one who has a powerful management resource always wins. Truly talented leaders can make sound management decisions and develop innovative strategic plans. Special attention within the human resources of the organization, the management team deserves. 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 due to the current movement of personnel, but also due to 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 capable of performing important tasks for the company, play a decisive role.

A group of organization employees who have achieved positive results in their professional activities 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. The positions for which a personnel reserve is created are mainly managerial ones. After completing training, representatives of this group can be nominated for any leadership position if the need arises.

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

1. The company is developing successfully and rapidly. 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 are committed to professional development in this organization.
4. The company needs to create a strong leadership team, whose representatives will have a good knowledge and understanding of all work technology, be aware of the specifics of a specific business environment, and will be able to quickly and effectively solve assigned tasks.

6 rules for effective work of the personnel reserve

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

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

1. Achieving the company's strategic goals. The main strategic goals of any organization are:

• making a profit from core activities;
• gaining leading positions 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 goal of the personnel reserve, in turn, is to achieve the strategic missions described above in the shortest possible time.

2. Increasing the level of readiness of company personnel for organizational changes. Any company regularly undergoes changes in its organizational plan. It is simply necessary to train and retrain personnel to form a personnel reserve in such conditions. To increase employee loyalty to changes of various kinds, additional training can be organized, the area of ​​responsibility can also be expanded, and so on.

3. Ensuring continuity in management. To ensure continuity within management, the “reservist” must be well trained; 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 large Russian companies are faced with a certain problem: key management personnel are well into 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, design work. The urgency of the problem is also made by the fact that these employees are carriers of unique information, and when they unexpectedly leave and the personnel reserve is not formed, production may suffer irreparable losses.

4. Increasing the motivation of company employees. Any organization that is developing quite dynamically can offer its specialists the opportunity for professional growth. It is this kind of career movement 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 assigning 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 ways to achieve it.

5. Improving the financial position of the company. This goal can be achieved thanks to a permanent 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 clients at once, which, in turn, negatively affects the overall image of the organization and the business processes themselves. At the same time, searching for employees through recruitment agencies in an 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 personnel reserve. This type The personnel reserve, as a rule, is a database of resumes of those specialists who fit the organization’s requirements for employees and who can be invited for an interview when a suitable vacancy becomes available. A serious disadvantage of this type of personnel reserve is the rapid obsolescence of information in databases, because potential employees could have already found a job or changed their city of residence, or perhaps even changed the direction of their activity. This data will be valuable only when they work on collecting information long time, constantly 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 one 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 work permanently.

Internal personnel reserve. This type of personnel reserve is a group of employees of an organization who have a high potential for occupying management positions and are capable of rapid development.

The types of personnel reserve described above also have their own subtypes, for example, operational and long-term.

The internal operational personnel reserve for filling management 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 their job duties, but require additional training. After upgrading their qualifications, such workers can fill available vacancies.

Where to start forming an organization's personnel reserve

The preparation 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 (assess staff turnover, conduct social and psychological studies of personnel, and so on). The assessment will allow you to identify not only formal staff turnover, but also determine a list of problematic positions, as well as draw up a socio-psychological portrait of the resigning employee. Such data, in turn, will make it possible 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 HR experts. This often allows you to look at many current problems from the outside or change your HR strategy. It is thanks to a detailed and high-quality analysis of problem areas within the framework of personnel management that it will be possible to create a personnel reserve that will meet the objectives of the organization at the moment.

It is customary to highlight two models for forming a personnel reserve.

1. Make a forecast of expected changes in the organizational and staffing 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 management specialists, regardless of whether they are planned to be replaced.

When choosing a model, you should rely on priority tasks, as well as financial and time resources. If you choose the first option, the process will be less expensive and more efficient in terms of implementation time, and with the second option, it will be more reliable and holistic. At the same time, the second model also involves predicting likely changes. This procedure can be carried out as one of the stages of the process of forming a personnel reserve.

What are the criteria for selecting a personnel reserve?

Typically, selection for 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 makes 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 replacing senior managers should be formed from employees over 45 years of age.
2. Education. This criterion reflects the likely level and professional orientation of the candidate's education. To replace a middle manager, it is recommended to form a personnel reserve of people with senior vocational education. For the position of senior manager, specialists with higher education in the field of management, economics or finance should be considered.
3. Experience working in a company in a basic position. Most companies include in the personnel reserve only those candidates who have some experience in a given organization. Other enterprises focus only on professionalism, regardless of where the candidate’s work experience was obtained. This criterion reflects the basic principles of the organization’s corporate culture and must comply with the norms accepted in it.
4. Results of professional activity. A “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 candidate's desire for self-improvement. This criterion is very important when selecting personnel reserve participants. If a candidate has no desire to develop and is limited from a professional point of view, this will prevent inclusion in the reserve even if he fully complies with the basic requirements of the position that this specialist could fill.

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

Creating a personnel reserve: 4 stages

Stage 1.Determining the need for reserve.

Before you begin to form a personnel reserve, you need to clearly determine the degree of its need. To do this, it is necessary to analyze the development prospects of the organization, allocate the resources necessary for replacement, and also work on the issue of improving the process of promoting employees up the career ladder without including them in the reserve. Then you should determine the speed at which positions are being vacated and understand how many personnel are currently available to replace them. Once the need for a personnel reserve has been 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. In this case, 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 positions that will only be filled in the event of force majeure.

Stage 2.Formation of a reserve list.

At the second stage, the target audience of potential candidates for a place in the personnel reserve should be determined and a list of these candidates should be compiled in accordance with specific positions. In addition, for each position you need to create a detailed list of criteria that the candidate must meet. Once you determine how well candidates currently meet the previously selected criteria, you can create an individual training schedule for each employee included in the personnel reserve. When selecting employees, it is worth paying attention to information about personal characteristics, professional competence and career plans. You also need to take into account the candidate’s potential capabilities and his main motives regarding work activities.

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

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

Stage 4.Candidate preparation.

Personnel reserve training is carried out in several ways:

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

The final method is determined based on the objectives. The training program for employees included in the personnel reserve most often consists of:

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

How does inclusion in and exclusion from the personnel reserve occur?

Company employees 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 annual assessment procedures, including additional assessment actions.

At the time of enrollment in the personnel reserve, each applicant must have assessment results in accordance with the Regulations “On Personnel Assessment”, and they must be recent (no older than 12 months from the date of submission of the application for inclusion). If this assessment has not been carried out or is out of date at the time the candidate submits an application, then the procedure should be repeated before the employee is included in the reserve. The implementation of such assessment procedures is necessary to ensure the appointment of candidates who are ready for this, taking into account their individual characteristics, strengths and weaknesses.

In order to exclude a company employee from the personnel reserve, there must be some reason. This could be a one-time or repeated failure to complete official tasks, passing the assessment procedure at an unsatisfactory level, or regular failure to fulfill the development plan that was drawn up for the candidate.

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

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

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

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

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

Training and development of the company's personnel reserve

Based on the results of assessments of candidates for inclusion in the personnel reserve, it is necessary to draw up a development schedule, as discussed above. Such a document is developed by employees of the HR department and approved by the head of the organization’s HR department. In addition, this document must be agreed upon with the head of the training and personnel development department and with the immediate supervisor of the reservist.

Activities prescribed in the plan may be:

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

It is worthwhile to dwell in more detail on these types of events:

Self-study. 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 video materials;
• materials from the corporate electronic library collection.

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

Rotations in the horizontal direction allow:

• expand the candidate’s professional horizons;
• purchase 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 a reservist in a new place as a result of horizontal rotation is determined by the matrix of requirements that apply to the position being filled.

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 being pursued.

Mentoring system involves a process that is regulated by special Regulations. In this case, the mentor is selected on the basis of the employee’s individual development plan, approved by the curator of the personnel reserve system.

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

Managing talent pool without mistakes: 7 mistakes of managers

Error 1.Everyone is equal. Most managers believe that all employees must be treated equally. In connection with this attitude, the very idea of ​​​​forming a reserve seems wrong and unworthy of attention to them. Such managers waste 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 the management. Only after realizing that highlighting the best is quite natural and even correct, does it become possible to form the most effective personnel reserve.

Error 2.Situational. Sometimes it happens that the personnel reserve in an organization is formed by “raids”, as the corresponding mood appears among the company’s managers, as well as as monetary and time resources accumulate. Given this approach, it is inappropriate to talk about an effective personnel reserve. In order for the reserve to be beneficial, the process of its formation must be continuous.

Error 3.Reserve as a threat. Some middle managers view the very idea of ​​forming a talent pool negatively, perceiving all candidates as a threat to themselves. To avoid this state of affairs, the person who is responsible for creating the reserve should convey to such managers the full amount of information about their prospects.

Error 4.By patronage. Often, managers form a talent pool from their favorites in the hope 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, you should describe in detail the procedure for forming a personnel reserve and strictly adhere to it.

Error 5.Not by choice. When an employee is of interest to a manager as a potential future 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 put pressure or coerce, even if a person has the necessary level of knowledge and professionalism. First of all, you should rely 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.

Error 6.On your own territory. When an employee who is part of the talent pool is a trainee for a future management position, the current manager may try to withhold some important information from the reservist. Firstly, to protect your know-how, and secondly, so that the beginner does not notice errors 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.

Error 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 a given company, then he will not be motivated to learn and master new knowledge.

The personnel reserve is formed by HR specialists. Based on the results of assessing knowledge, skills, business and personal qualities, a group of employees is selected for a special team. The principle, technology and goals of forming a personnel reserve are aimed at solving the strategic objectives of the company.

From this article you will learn:

• what tasks can be solved by forming a personnel reserve;
• what are the main goals of forming a personnel reserve;
• what is the procedure for forming a personnel reserve;
• what principles are laid down in the formation of a personnel reserve;
• what technology for forming a personnel reserve is the most effective.

What tasks can the formation of a personnel reserve solve?

A personnel reserve is formed in most Russian companies. If necessary, specialists capable of occupying leadership positions at various levels are selected from a special team. It is quite difficult to attract untrained specialists for these purposes. In the labor market, supply always exceeds demand.

The level of preparedness of managers often does not meet the stated requirements of a particular organization. As a result, a situation may arise that a vacant managerial position remains vacant for a long time. And this negatively affects the development of the company and the solution of strategic issues.

Effective company development

Timely preparation and formation of a personnel reserve will help to avoid risks. Large companies entrust work of this level to the HR service. This helps to quickly fill vacant positions. A professional team capable of replacing managers is required not only for the current movement of personnel.

When planning business development, it is worth considering what specialists will be needed when expanding and creating new structural divisions. Human resources are considered a core asset. Without trained specialists, it is impossible to carry out development and solve strategic problems aimed at economic growth and stability of the company.

The relevance of forming a personnel reserve

The process of forming a personnel reserve is most relevant in the following situations:

• with the successful development of the company, when new branches and structural divisions are opened. Preparing Competent Leaders will allow you to quickly create professional team and start working with maximum efficiency without spending Extra time and efforts to find management personnel whose competence may not meet the basic requirements of the organization;

• If there is a constant movement of personnel in an organization, it can be quite difficult to attract specialists. This is especially true in companies whose activities have complex specifics. Managers must have the appropriate level of qualifications, experience and education;

• the organization is interested in retaining young professionals with leadership potential, high professional qualities. Special training allows you to leave such professionals in a special team and, when the opportunity arises, to promote them;

• a personnel reserve is necessary when trying to create a strong team of managers who are well familiar with the technological process and the specifics of the enterprise, and are able to quickly adapt to changing conditions.

The formation process involves key managers, HR service, and line managers. Completing successive stages of work allows you to count on a positive effect.

What are the main goals of forming a personnel reserve?

The goals of forming a personnel reserve are determined by company leaders. They must know exactly why the organization needed personnel reserve and how to carry out effective selection with subsequent preparation. It must be taken into account that it is not created according to the principle “it will suddenly come in handy” or “so that it will be”. The key goals of such work must be identified, documented and communicated to all employees of the organization.

The main purpose of creating a personnel reserve is:

• the need to fill vacancies in additional or new management positions;
• in filling vacant positions associated with natural attrition of personnel for various reasons.

Each stage of formation is carefully worked out. An internal regulatory document is being created: “Regulations on the formation of a personnel reserve.” It describes the entire process in detail. Coordination is carried out with all specialists who will be involved in the assigned work.

Formation of the organization's personnel reserve

Having determined the goals of forming a personnel reserve, they develop rules and the main stages of selection. After agreeing on an internal regulatory document, this is much easier to do. All the basic principles and points have already been worked out.

The rules for forming an organization’s personnel reserve include:

• procedure for selecting candidates;
• principles of formation;
• composition of the commission, powers;
• rules for making decisions on enrollment;
• formation of a professional training program;
• procedure for exclusion from the reserve;
• procedure for appointment to a position.

What is the procedure for forming a personnel reserve

Determination of numbers

• the staff of managers is determined before the formation process personnel special team. The immediate and long-term prospects are taken into account, and on this basis the procedure for forming a personnel reserve is determined;

• when opening new structural divisions and branches of the company, it is taken into account required amount managers. When determining key positions, it is necessary to first calculate the total number of employees in each department;

• Key positions that influence the development and maintenance of the company’s economic stability are identified. At least two candidates are prepared for each position, taking into account the fact that in each organization there is a systematic movement of personnel for various reasons.

Determination of qualifications and development of basic competency models

The system for forming a personnel reserve is based on determining the level of management competencies. Specialists who perform their work efficiently are not always suitable for the personnel reserve. The criteria for evaluation are based on:

• taking into account qualification requirements, work experience, level of education, availability of special skills and knowledge;
• The set of competencies required for the position of a manager takes into account the behavioral factor, the ability to interact with the team, and leadership qualities.

What principles are laid down in the formation of a personnel reserve?

There are several options for creating a personnel reserve. The principles remain common to all organizations planning to carry out such work.

• Publicity. All information is open to employees who have already been included in the team, candidates, and applicants. This will create a motivation system and increase loyalty.

• Competition. It is considered a fundamental principle for preparing the pool of applicants. Several candidates may apply for one position. The selection is carried out taking into account the basic order of formation.

• Activity. All interested parties are active and proactive. Line managers are responsible for nominating candidates and preparing characteristics.

If the three basic principles of forming a personnel reserve are observed, the composition will include truly competent and professional specialists capable of training, advanced training, and mastering the basics of administration.

Which technology for forming a personnel reserve is the most effective?

The technology for forming a personnel reserve is based on such aspects as:

• Nomination of candidates taking into account the criteria and principles for creating a special team. Responsibility for this process lies immediate managers employees who will be nominated to the composition. Lists are pre-compiled and submitted to the HR department.

• Developing a general list of all nominated candidates. The HR service reviews all the information, takes into account the main reasons for the nomination and draws up a general list of all team members.

• Psychodiagnostic measures are carried out to determine the main potential capabilities of nominated candidates. Leadership qualities are taken into account individual characteristics personality, level of loyalty, motivation, interest, attitude towards enrollment in the reserve. During such events, it is recommended to use a wide variety of techniques. The most effective are considered business games, interviews, psychological testing. A professional psychologist participates in the programs to accurately determine the results. Self-screening often occurs during psychodiagnostics. Some candidates are not prepared for such tests and refuse to take them.

• Formation of the final list. Updated lists are compiled after all stages have been completed. Opposite each candidate's name is the position for which the reservist was accepted into the composition.

• Approval of lists general director companies.

It is necessary to take into account that in each organization the technology for forming a personnel reserve can be changed. HR specialists work through each stage taking into account the specifics of the company’s work. The formation of personnel reserves during the civil service is not carried out. The management team is established taking into account federal laws or decrees of the President of the Russian Federation.

The operational staff includes specialists who can be appointed to a leadership position in the very near future. Accordingly, increased attention should be paid to the selection of such candidates. When promoting, conduct a preliminary assessment and certification.

There is additional time to train the strategic staff. Young specialists who have already proven themselves in the company will be suitable candidates. If the manager really plans to retain promising personnel, it is rational to promote them to reservists with subsequent promotion. The same employee can be promoted to both the operational and strategic teams. Promotion along the operational line will take place through several intermediate appointments to fill higher positions.

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