Management of personnel reserve in the organization. Stages of development of the personnel reserve management system

In conditions of fierce competition in the business sphere, the one who has a powerful management resource always wins. Truly talented leaders can make the right decisions management decisions and develop innovative strategic plans. The management team deserves special attention within the organization's human resources. 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 employees of an organization who have achieved positive results in their professional activity and were selected to a special team based on the results of an assessment of knowledge, skills, business and personal qualities, is a personnel reserve. 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 purpose of the personnel reserve, in turn, is to achieve the strategic missions described above in the most short 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 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 movement career ladder 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 their own specific goal, and also determine ways to achieve it.

5. Improvement financial situation companies. 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 of personnel reserve, as a rule, is the basis of the resumes of those specialists who suit the organization according to the requirements put forward 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. Often this allows you to look at many current problems from the outside or change your strategy personnel work. 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 organization’s objectives in the future. this 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 managers senior management should be composed of 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;
• acquire new experience, knowledge and skills, as well as improve the skills of the candidate, department and organization as a whole.

The period of stay of 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.

N. N. Oparina, Director of Human Resources Management of JSC System Operator of the Unified Energy System

Personnel reserve management is an established concept in the science and practice of personnel management and an integral part of the personnel management system.

The personnel reserve is a group of managers and specialists who have the ability to perform managerial activities and meet the requirements for positions in the personnel reserve1. All textbooks on human resource management present the history of the development of this function from the personnel department to personnel management, then the movement to human resource management and again the development to strategic human resource management and human capital. The function of working with the personnel reserve also developed in the same logic. Initially, this was replacement planning, then succession planning and identifying high potentials, then talent management, and finally strategic talent management. . In table 1 shows the differences between different approaches to working with the personnel reserve.

Even in the experience of working with personnel in the USSR, the preparation of personnel reserves occupied a significant place. And in the current period, almost all medium-sized and especially large companies are building personnel reserve management systems. JSC System Operator UES is no exception. The reasons for the increasing popularity of building personnel reserve systems are obvious.

At the stage of rapid market growth, a serious shortage of professionals in various fields of activity arose. Only cultivating their own professionals can protect companies from the emergence of unfillable vacancies. During a crisis, maintaining your own human resources makes it possible to effectively use the most qualified human resources and quite painlessly for a business to part with the least effective employees.

Goals of creating and managing a personnel reserve:

• ensuring the company's sustainable competitive advantages in the field of human capital;
• formation of an optimal personnel structure capable of achieving the company’s strategic goals.

This will become real if, as a result of the development of the personnel reserve system, we will be able to fill the needs for meeting new goals and objectives or the needs of projects, as well as emerging positions, with internal specialists who are the most effective in this position. If you take the work with the personnel reserve seriously and deeply, at a certain stage of development the problem of categorizing the personnel reserve arises.

In the theory and practice of personnel reserve management, there are several approaches to the classification of personnel reserves, which are presented in Table. 2. According to the author, the most optimal is to distinguish the following categories of personnel to include all the advantages of succession planning, succession planning and talent management.

A strategic reserve is a personnel reserve that will undergo a multi-stage development system, often not tied to training for specific positions. This category, as a rule, includes reservists with high potential (HiPo) and talented employees (talent pool). The development of this category of reserve relates to the processes of talent management, succession planning and strategic human resource management.

Operational reserve is a personnel reserve for filling specific positions within specific deadlines. This is the most common understanding of the personnel reserve in the personnel management system, which, as a rule, does not have a long-term focus on achieving the strategic goals of the company. The preparation of this reserve category relates to the processes of planning for the replacement of key positions and succession planning. Based on the categories of the personnel reserve, the main strategies for managing the personnel reserve can be formulated for each category:

Strategic reserve

1. the best development and application of the personal potential of reservists;

2. the best development and use of the professional or managerial potential of reservists.

Operational reserve

1. manifestation of the natural capabilities of reservists without creating special conditions for development;

2. creating a replacement reserve for the maximum number of positions.

Let's take a closer look at each of these talent pool management strategies. Strategy for the best development and application of the personal potential of employees. It is used to manage the strategic personnel reserve.

Companies implementing this strategy follow two paths:

1. identify the candidate’s talent at the entrance to the company, selecting a position based on the person’s talent;
2. determine what exactly existing employees are talented in and move them to the best position for them.

If a company chooses such a talent management strategy, it must be prepared for a large number of internal rotations until the talent finds itself and its place in the company; the risk of error is also very high.

The principles behind the formation of this approach determine that the best strategy is to provide employees with opportunities to do what they are talented at, which benefits both the employee and the company. This approach to talent management is more common abroad, it is rare in Russia, and many managers consider it unrealistic in Russian conditions due to:

• large labor costs for managers and personnel management specialists;
• significant investments in development without guaranteed returns;
• the need for an individual approach to each reservist and the uncertainty of their self-realization;
• the uncertainty of retaining a reservist in the company, as a result of which the investment may not pay off at all.

However, this approach is extremely effective when interacting with universities and when recruiting graduates. In this case, the investment is not so significant, and the risk of non-return on investment or hiring errors is not so high, which makes it possible to train several more talented potential reservists than the company actually needs today, with the expectation of long-term development in order to identify real nuggets. A strategy for the best development and use of the professional or managerial potential of reservists. This strategy can also be used to develop a strategic reserve. In this case, a great potential for the development of at least one of the corporate competencies (managerial or professional) is important. With this approach, HR develops the concepts of “key personnel” (or “talents”), to whom the company pays maximum attention, and “the rest of the personnel.”

For them, the HR community has come up with special terms: HiPo (high potentional employees) or DiPo (director potentional employees). These people are specially prepared for future high positions, creating exclusive training and development programs for them with the involvement of the best teachers and trainers. This strategy is popular both in Russia and abroad, since most large Russian companies have realized the need to train reservists not only for middle management positions, but also for the highest positions. This strategy requires a very high investment in reservists, so the basic principle is an individual approach to each carefully selected reservist.

A strategy for demonstrating the natural capabilities of reservists without creating special conditions for development

This strategy can be used for both strategic and operational reserve. In reality, it is very common in medium-sized, rapidly growing companies that do not build a special system for working with the personnel reserve, but focus on the surviving strongest employees. They proceed from the fact that talented person with good potential will always make it through, it is impossible not to notice and evaluate it both in the short term and in the long term, although to a greater extent such people who have broken through are more often used to fill emerging vacancies, rather than think about their further development. In this case, investments are practically absent, which explains the persistence of such a strategy. Strategy for creating a replacement reserve for the maximum number of positions

The main principle of this strategy is the formation of a reserve for the maximum number of positions, except for the lowest levels of support personnel. It is important for the company that there is no downtime in the position in the event of a person leaving or a new position emerging; the resulting void is immediately filled with internal reserves. In such companies, recruitment from the external market is carried out mainly for lower positions, after which employees are developed for upward or horizontal growth. This strategy is used for operational reserve. In this case, we are not talking about development, but rather about training and coaching a reservist for a specific position.

This systematic approach is popular in the West, but in Russian companies there is such rapid growth that there are not enough internal reserves to fill new positions, so companies have to actively recruit people from outside, although in many large Russian companies This strategy is also being actively implemented. The construction of a personnel reserve system most often begins with this strategy for managing the personnel reserve. According to the author, to achieve the strategic goals of a company, especially large companies, the most effective is a combination of several strategies for managing the personnel reserve. For example, a strategy for the best development of an employee’s personal potential and a strategy for replacing a maximum number of positions will make it possible to both ensure the solution of urgent staffing problems and ensure the development and implementation of long-term goals by talented employees from the strategic reserve. OJSC "System Operator UES" is implementing the Concept of the personnel reserve system, which is based on elements of several strategies for managing the personnel reserve: the best development and use of the personal potential of reservists, the best development and use of the professional or managerial potential of reservists,
creating a replacement reserve for key positions. As part of these strategies, the Company has adopted the following classification of personnel reserve categories: strategic reserve (promotion reserve), operational reserve (replacement reserve) and backup reserve (temporary replacement reserve).

The strategies for managing the personnel reserve of various categories have significant differences. The current situation on the labor market reflects global trends in business development.

Right now, as in any transition period, you can get significant competitive advantage, if you build personnel management in accordance with new trends. Meanwhile, despite the obvious advantages of the personnel reserve system, the results of the AXES Monitor.2008 study show that it is not enough a large number of companies use this system as a real competitive advantage3. The currently dominant instruments are race. wages or outbidding employees - solve problems with personnel for a very short time. In addition, they provoke an increase in the income expectations of candidates and reduce employee loyalty.

Typical actions in a crisis situation, expressed in freezing recruitment, closing projects for personnel development and personnel reserve, among other things, are also not effective. Even in a crisis situation, it is necessary to find ways to develop, retain and even attract talented employees, which becomes more realistic due to changes in the labor market. OJSC "System Operator" is implementing just such a strategy to counter the crisis, which makes it possible to actively create the image of a strong and stable employer who is interested in talent and therefore does not refuse either personnel development, or the implementation of personnel reserve projects, or interaction with universities.

Of course, the above tools cannot completely disappear, but their place in an effective personnel strategy is far from the main thing. Building and managing a talent pool within an organization, focusing efforts on attracting and developing talented employees - these are the tools that can provide a company with a strong competitive advantage in the long term and in any, even crisis, situations.

In modern society, one of the main directions in the personnel management system is the preparation and organization of personnel reserves. This area is very important in the organization. Personnel reserves are a key link and an important component in any personnel activity. Currently, it is very important to carry out appropriate work to improve and ensure the reliability of the enterprise. What is this concept, what is its role, principles and types, what is personnel reserve management?

Revealing the essence of the concept

Personnel reserves are the formation of a certain composition of employees who have passed the preparatory selection (assessment) and have the required potential to perform direct duties at a new place of work within the established time frame. This measure is mainly used in commercial structures, while numerous government, socio-political and social institutions also create it to solve their own problems with personnel.

In other words, personnel reserves are certain potential employees of the company planned for transfer to the necessary positions.

This pool of candidates has a conditional structure. The personnel reserve (professional reserve) has the ability to be both internal and external. As for the internal reserve, it consists of company employees and is divided into operational and prospective. Operational - these are employees who are already replacing higher-level managers and are ready to occupy certain positions without any additional training activities. Promising employees are employees with great potential, but who need additional training measures. The formation of an external reserve can occur as determined by the management team, i.e., the enterprise will reasonably attract outside applicants for vacant positions. In addition, an external reserve can be organized forcibly if the enterprise has a high rate of employee instability due to some factors.

The formation of a personnel reserve helps to unlock the potential of personnel, and can also help in case of urgent need to close personnel “gaps”. What specific professional reserve will be organized - external, internal or both at once - is decided by the head of the company.

Goals

The formation of a personnel reserve has the following goals:

1. Preventing the likelihood of a crisis situation in cases of departure of employees occupying primary positions.
2. Supplying the enterprise with a supply of highly professional and productive employees who are ready to improve the business in accordance with the established strategy and culture.
3. Retaining and motivating professional management leaders.
4. Maintaining a positive employer reputation.
5. Reducing the costs of selecting and adapting a new employee.

Thus, the personnel reserve of an organization is of great importance both in the formation and in the further development of any education. Personnel reserves are the development and prospects of the entire enterprise.

Work program

The formation of a personnel reserve as a system of targeted actions traditionally covers the following stages:

1. Identification of positions at risk is carried out through specific measures, for example: consideration of the labor market in the area; estimates of the number of applicants to occupy vacant positions; analysis of the value of this position for the company; assessing the current situation with personnel at the site.
2. Formation of a position profile - establishes the level of development of the candidate’s competencies so that he successfully copes with the tasks assigned to him. Traditionally, interviews are held with reservist managers, and after analyzing the data, a special profile is derived that a candidate for a vacancy must meet.
3. The assessment and further selection of applicants is carried out using certain characteristics of the employee’s performance. In most cases, data obtained through assessment activities on the activities performed and information selected by assessing the potential, knowledge and other criteria that the candidate currently has are compared.
4. The organization of personal development plans is carried out taking into account the existing needs and strategy of the company. This measure can help the reservist distribute short-term resources and understand how to achieve the established goal. The course of training is planned so that, by participating in various seminars, completing difficult projects, and undergoing internships, an employee enrolled in the personnel reserve will be able to develop specifically those knowledge and skills that are necessary when moving to a new position.
5. Appointment to a new location.

Work with the personnel reserve can also be carried out according to special models that are developed by the enterprise itself or borrowed from more good options formation.

Work technology

There are a number of sources of information:

• interview when hiring for service, where a basic concept of the personnel reserve, the basics and probable career paths is provided;
• a company information sheet, which informs about vacant positions, requirements for applicants, and how long the competition for the personnel reserve is scheduled for;
• personal consultation;
• All divisions have a Regulation on Personnel Reserve, available to all employees.

As for the Regulations, it should be explained in a little more detail, since it is this important document that regulates the main directions of all activities.
The document pursues and achieves the goals, which are the competent placement and education, training of personnel in case of filling positions at various levels in municipal and other government entities. To achieve this, the program provides for a systematic increase in the professional level of candidates for positions.

This act traditionally consists of the following sections:

1. General provisions, which indicate the issues regulated by the Regulations, predetermine the main settings for working with reserve employees. An explanation of the main tasks of the system for working with a reserve of employees is also provided, and in particular:
   - what is an employee reserve;
   - the essence of the system of working with reserve staff;
   - what issues are resolved by the fact of a reserve of workers;
   - why is it necessary to design a personnel reserve;
   - what are the sources for organizing a reserve of employees.
2. Order of education. This section establishes how and on the basis of what approach a reserve of employees is created in the organization.
3. Organization of direct activities.

The main tasks are provided:

• Calculation of employee reserve.
• Designation of applicants.
• Evaluation of applicants.
• Analysis of the results of the assessment of candidates for the reserve.
• Organizing a reserve of employees and establishing a list by the company’s management.
• Creation and implementation of programs for reserve training.
• for employees: characteristics, reports on the implementation of assignments, expert assessment; analysis of assessment results. Results: negative assessment - exclusion from the reserve, additional preparedness will be required - planning of personal training, positive - establishing a decision on promotion to a higher position.

In addition to the main points, appendices may be added to the Regulations, consisting of the standards of documents needed to compile the employee’s personal file, lists of direct responsibilities of the intern and internship manager, and other necessary additions.

When forming a reserve, the following criteria are provided:

• Experience in the profession.
• A professional characteristic from a specific boss, which includes an assessment of performance results, quality of service, level of skill and competence of the employee, outlines his actions at critical moments.
• Recommendations from colleagues, which characterize a person’s communication skills and the degree of authority among employees.
• Conducting various psychological tests with the aim of establishing possible abilities: organizational predispositions, neuropsychic and emotional stability, leadership abilities, hidden probable potentials, stress resistance and others. The results of such studies most directly influence the determination of personal and professional qualities applicant for the position.

When selecting personnel, preference is given to the most significant groups of professionals. These groups represent employees of various qualifications from management to ordinary workers. To establish the circle of required reserve workers, there are a lot of different methods.

Basic principles

The organization and development of the personnel reserve is based on the following provisions:

• relevance - the need to fill positions must be valid;
• compliance of candidates with the position and type of reserve - in a specific position;
• the candidate’s high prospects - requirements for highly professional development, compliance of education with the proposed position, age criteria, work experience in the industry of interest, career dynamics in general, health status.

Positive sides

From the point of view of advantages, the benefits of working with a personnel reserve are obvious. Carrying out such events will always be necessary, and each organization should take this direction into account when forming own strategies management.

Here are just some of the positive aspects of this direction:

• financial benefits (no need to spend money on selecting and training new specialists);
• saving time (filling positions in the shortest possible time);
• highly qualified staff (the employee is taken from their own ranks and trained according to their own retraining program);
• assistance and promotion of own personnel - employee value policy (also acts as a motivational factor: employees do not want to leave a company where clear opportunities for career growth are visible);
• softer adaptation in the team (the employee does not change, but only his position in the service changes);
• the specialist is practically “honed” for the company, perfectly understands the policy and character traits relationships and quickly adapts to a new position;
• prospects for stability and competitiveness of any enterprise;
• increasing productivity and effectiveness.

Youth reserve

MKR (Youth Personnel Reserve) is a functional system for developing knowledge, practice and experience among young people that are in demand in the labor market. To accumulate intellectual and practical skills, university students are given the opportunity to acquire knowledge and necessary skills by participating in trainings, master classes and other events. In particular, accumulate practical experience during internships in government agencies. authorities, banks, and other important government and non-government structures.

Those who have demonstrated mediocre abilities are included in the personnel reserve created, for example, under the Moscow government. The youth personnel reserve as an area is very relevant and, of course, promising for both young professionals and employers. Opportunity to undergo internship and receive all necessary knowledge during internship periods allows you to quickly obtain efficient and highly qualified specialists.

The concept of state reserve

The state personnel reserve is the targeted training of a group of young promising people who are under the full patronage of the Administration and the President of the Russian Federation himself.

This direction is no less promising and also allows you to achieve effective results by forming professional team of the candidates. The list of required qualities and skills is determined individually and always depends on the vacancy and legislation.

Features of the reserve in the civil service

The personnel reserve is not formed on the basis of the profile Federal Law, which was adopted in July 2007 as No. 79-FZ. This occurs on the basis of democratic principles of appointment, to positions of people according to their practical and business qualities, merit in one or another leadership position.
In this matter, the main thing is the timely creation of conditions for the professional growth of management personnel, an impartial assessment of performance, derived during certification tests or passing specialized exams.

Municipal reserve

The municipal personnel reserve, in its ideal interpretation, is a list individuals who meet the criteria presented to them in terms of intellectual, professional and practical level, allowing them to effectively fulfill the responsibilities assigned to them in the future. It also includes specialists who lost their jobs during or complete liquidation of the self-governing body. They have gained experience, and no one will lose valuable specialists.

The main priority areas for the formation of the reserve:

• appointment of qualified professionals to positions taking into account their professional merits and competence;
• promoting career advancement;
• work to improve qualifications;
• creation of a professional reserve and its effective implementation;
• assessing the performance of municipal employees through certification;
• use of advanced technologies in the selection of employees upon admission.

The creation of such a reserve of personnel pursues the goals rational arrangement personnel for vacant positions in city halls, constant rotation of talented people in the personnel register.

Features of the government reserve

No less significant direction. The government's personnel reserve consists of highly qualified, creative specialists with a motivated civic position and other positive characteristics. All of them can work in the state administrative apparatus in the regions in various positions or directly in the Government, holding positions as heads of departments, sectors, and so on. If an official, for example, working in the periphery with the rank of regional governor, showed extraordinary ability to implement social and economic projects, then, of course, he will be noticed in government circles. His candidacy will most likely be included in the personnel reserve and, if the need arises and the corresponding place is vacated, he will be appointed to a higher position.

Conclusion

To summarize, we can say with confidence that personnel reserves are the most powerful and highly effective tool in the entire personnel management system, allowing us to resolve issues on a wide scale and implement policies at the proper level.

It is correct and well-organized work that can bring appropriate results. Personnel reserves are one of the strongest links in the organization and management of any structure or entity. It’s not for nothing that they say that personnel decides everything. Working with the personnel reserve is primarily a focus on the needs of the company, the needs of management and employees, and the competent formation of a reserve for further improvement of activities and professionalism.

Consultant

In the fierce competition that is inherent in almost any type of business, those who have powerful management resources have a head start. Indeed, talented bosses are capable of making sound decisions and developing innovative strategic plans. Therefore, companies must pay great attention to a special group of positions - management.

This process involves the formation of a personnel reserve of managers and tireless work with it.

Enterprises are:

Reserve of potential managers (employees for promotion)) is a certain number of employees who, due to their professional and personal qualities, can be transferred to a planned management position at any time.

Formation of personnel reservemanagement team– this is one of the most important strategic activities of the company, which is a set of activities for the selection and training of potential managers.

Who can become part of the organization's talent pool?

• Company employees who have successfully passed certification and are recommended by their immediate superiors for promotion
• The personnel reserve of an enterprise may include young specialists who have proven themselves in business
• Employees working at the enterprise who remotely receive education in higher or specialized secondary educational institutions
• Deputy current managers

Trainings on the basics of management and engagement for young professionals are conducted by Alexey Shirokopoyas, Expert in the development of management competencies. Trainer-consultant. Editor in Chief .

8-926-210-84-19. [email protected]

There are two ways to form an organization’s personnel reserve: traditionally or modernly

Traditional vision Forming a personnel reserve for an enterprise involves preparing a specific replacement for a specific position. For example, shareholders of a regional large manufacturing company decide to replace “foreign” top managers with local workers. For this purpose, the latter undergo proper training and education.

Modern system Forming an organization’s personnel reserve is a painstaking “work with talents.” Among the company's employees, the most promising and talented are identified, and their development is carried out in their current workplace. At the same time, their greatest strengths are identified, after which it is decided in which leadership position they will bring the greatest benefit.

In the vast majority of cases, companies use the traditional method of creating a leadership talent pool, since it is less labor-intensive and costly.

However, whatever method you decide to use, it is imperative that you adhere to the following set of principles:

• The principle of planning– it is necessary to take into account the company’s objective need for new managers in conditions of constant change economic conditions activities.
• Unity principle– the training of managers for all positions should be of the same quality.
• Continuity principle– the development of a specialist who will become a worthy leader must be long-term and continuous. In some cases this lasts for several years. Constant self-education, honing skills on site, as well as attending useful events (courses, trainings, etc.) outside of production are expected.
• The principle “the more the merrier”— do not be afraid to include “unnecessary” workers in the organization’s personnel reserve; beware of missing out on a truly talented subordinate. However, there are also certain quantitative limits: no more than three people should be assigned to one “middle-managerial” position.
• Principle of transparency and open list– provide the opportunity to any willing employee to become part of the enterprise’s management personnel reserve, if he really meets the formal criteria. It should also remain possible for those who dropped out of the list to “return” to the list of candidates.
• The principle of “not creating a caste of untouchables”“- joining the organization’s management personnel reserve should not be a reason for special preferences. These people should not be given preferential or privileged working conditions. This is solely about favorable conditions for professional growth.
• Principle of senior management participation– current bosses must necessarily work with the “younger” generation.
• Principle of confidentiality and ethics– be careful when appointing a manager from the company’s personnel reserve. The remaining members should not feel left out.
• The principle of general publicity– assumes that the company’s public can check at any time how well the qualities of those in the organization’s personnel reserve meet the selection criteria.

In the process of forming a personnel reserve of future managers, the following important tasks are solved:

• Selecting personnel to replace managers and creating a plan for these procedures
• Designation of necessary requirements for future bosses
• Identification of potentially suitable employees for the enterprise personnel reserve
• Creation of an individual professional growth and development plan for each employee in the organization’s personnel reserve
• Direct training and improvement of the level of selected specialists
• Analysis of the progress of each employee in the personnel reserve of the enterprise
• Transfer of an employee to a new position and assistance during the adaptation period.
• Determination of the actual cost of all of the above activities.

At the beginning, the objectively most important positions are identified that seriously affect the company’s activities and its results. As a rule, these include the chief manager, his deputies, heads of departments and other divisions. We can also talk about narrow specialists of a lower rank, but no less important for the enterprise.

The number of important positions for which it is necessary to create a personnel reserve differs depending on the size and characteristics of the enterprise. For example, in large transnational companies the number of reservists ranges from 30 to 200 people.

Taking into account what should the organization's personnel reserve management be carried out?

• The number of required specialists you may need in the next 2-5 years
• Actual number of reservists available at the moment
• Approximate percentage of possible departure of participants in the personnel reserve of the enterprise due to inconsistencies identified during work
• The number of current managers who, after leaving their position, can be useful in another area.

If you correctly calculate the necessary and sufficient number of reservists, you will be able to avoid unnecessary costs.

Remember, during his stay in the personnel reserve of managers, the employee undergoes enormous professional and psychological training. Ideally, he should be appointed to the intended position and bring great value to the company. Some remain in the organization's personnel reserve for a period longer than the standard 2-5 years. Considering that there is no age information among the formal requirements for reservists, a situation may arise when a potential candidate “outgrows” his goal.

If a person who is in the personnel reserve of an enterprise does not see real prospects over many years of being there, he may lose interest in work and reduce dedication.

When forming a personnel reserve, an organization must avoid rigid division of future positions: it is better if it is as mobile as possible. In this case, you will be able to choose the most worthy candidate from all when a leadership position becomes vacant. It will also be possible to find a use for a good specialist even if the vacancy planned for him does not open up. There are certain difficulties in creating the correct personnel reserve for an enterprise: it is necessary not only to identify key positions, but also to predict which of them will be objectively needed in 2-5 years. To do this, use forecast indicators for the industry, as well as observation data from competitors who are “older” than you.

There are necessary criteria for selecting a candidate for the personnel reserve of an enterprise

• Employee mobility (his readiness to change his place of work and place of residence at any time)
• Ability to withstand severe psychological and physical stress.
• Willingness to free yourself from previously performed functions.

If one of the conditions is not met, the candidate cannot be accepted into the organization's personnel reserve.

Next comes the second stage - creating a plan for releasing managerial vacancies. To do this, a set of indicators such as the age of current managers, health status, personal interests, and professional prospects are analyzed. The resulting plan will become the basis for preparing the personnel reserve of the enterprise.

At the third stage, the necessary requirements for potential managers are identified. A list of personal and professional qualities that a future reservist must necessarily possess is determined. You can use the example of a current leader in this work.

When starting the actual selection process, remember that the process must take place in an atmosphere of confidentiality. When analyzing each specific position, apply the following selection criteria to candidates:

Selection criteria for the organization's personnel reserve

• Compliance of the totality of individual characteristics of each applicant with the image of an ideal leader this area. In this case, it is better to use tools such as in-depth, comprehensive individual testing, since the subjective assessment method is not always effective, and the expert assessment method will violate the principle of confidentiality.
• Available results of current activities. To do this, use information from the employee’s personal file, as well as data from the evaluation of his work.
• The degree of readiness of the candidate to take on a leadership position. This process should take place using the intuition and experience of HR employees; other methods are ineffective.

All potential reservists undergo a two-stage rigorous selection process. At each stage, applicants are assessed from different points of view.

1. First, clearly unsuitable candidates are eliminated. To identify them, they are carried out complex tests, capable of determining how ready a person is for further development and personal growth.
2. At the second stage, the best are selected from the candidates remaining after the first. His abilities, skills, talents, as well as development potential are analyzed even more deeply.

All selected reservists are conditionally divided according to the following principle:

• Those who can objectively become leaders due to their existing qualities and professional qualities.
• Those that have enormous potential for development.

If a person falls into both categories, then he is enrolled in the so-called “close personnel reserve of the enterprise.” Those who have only one of these characteristics are included in the “distant personnel reserve of the organization,” which is more expensive for the company due to the need to conduct various training programs and events.

In the process of forming a personnel reserve, the following mistakes can be made:

• Insufficient balance in the structure of the personnel reserve (certain levels of management among those enrolled in the reserve are missing)
• Lack of worthy projects that will give reservists the opportunity to demonstrate their qualities.
• Incorrect motivation of candidates for the organization's personnel reserve.

In the process of working with selected best reservists, they develop in three directions: they improve professional and industry skills, acquire managerial knowledge, and gain the necessary situational experience.

A person who has the honor of being a member must constantly feel the attention of management to the process of his growth. The development of all reservists must be comprehensive and comprehensive.

Companies that have mastered all the requirements for creating an enterprise's management personnel reserve do not have problems with changing managers at any level. Their development is characterized by the continuity of successful strategies along with the introduction of fresh innovative ideas.

- This is an important component of the effective operation of the unit. Management of an enterprise's personnel reserve should be provided only to qualified personnel specialists.

6.4.1. Structure, principles and procedure for forming a reserve

The emerging political and economic structure in Russia leads to the creation of a new system of public administration, which, in turn, has a direct impact on the policy in the field of training and use of management personnel at the federal, territorial and local levels, including for the organization of the main level of management.

In this regard, the main efforts in personnel policy are focused on creating a well-trained reserve of candidates for the positions of managers of the new formation, capable of mastering a new area of ​​work in a short time and ensuring an effective solution to the tasks facing them. At the same time, the emphasis is on creating a reserve of not generally trained candidates, but on leaders of a very specific type and level of management, taking into account new approaches to organizing the work of government structures and the economic management apparatus.

The personnel reserve is a potentially active and trained part of the organization’s personnel, capable of filling higher positions, as well as part of the personnel undergoing systematic training to occupy jobs of higher qualifications. The presence of a personnel reserve makes it possible to ensure the replacement of vacant positions in the event of death, illness, vacation, business trip and dismissal of employees. The formation of a personnel reserve is carried out on the basis of professional selection of personnel, the results of personnel certification, the philosophy of the organization, the study of personal files of employees, staffing table, employee career plans.

A distinction should be made between the promotion reserve and the management reserve.

Nomination reserve- a group of employees of a given workforce, each of whom, based on their performance results, has proven themselves to be capable and deserving of further advancement up the career ladder.

Manager reserve- a group of employees of an organization who have the potential to occupy leadership positions in the future and are identified as a result of a formal selection process. The organization carries out targeted work to develop and prepare employees included in this group to take on new positions.

The presence of a reserve allows you to prepare candidates for newly created and vacant positions in advance on a planned, scientifically and practically sound program, effectively organize the training and internship of specialists included in the reserve, and rationally use them in various areas and levels in the management system.

In terms of its qualitative and quantitative composition, the reserve of management personnel must correspond to the existing organizational and staffing structures, taking into account the prospects for their development.

A reserve is created for all positions of managers performing management functions at a specific level without exception.

The formation of the reserve is carried out on the basis of the conclusions of certification commissions, based on an objective comprehensive assessment of information about the business and personal qualities of candidates for leadership positions. At the same time, the conclusions of such commissions should, in turn, be based on an analysis of the specific results of the professional activities of specialists achieved at various stages of their work in the management system. Particular attention is paid to the level of professional and general educational training, organizational and analytical skills, a sense of responsibility for the results of work, determination, the ability to justify and make independent, responsible decisions. When nominating to the reserve, the results of assessing the candidates’ knowledge acquired during training in the advanced training system, conclusions based on the results of internships, tests, etc., as well as physical condition and ability to withstand additional loads are taken into account.

The work of forming a reserve consists of the following stages.

1. Drawing up a forecast of expected changes in the composition of management personnel.

2. Assessment of the business and personal qualities of candidates for the nomination reserve.

3. Identification of candidates for the reserve.

4. Making a decision on inclusion in the reserve.

5. Coordination of the list of candidates included in the reserve with higher-level organizations.

When forming a reserve, it is necessary to know exactly the qualification requirements for the position for which the employee is enrolled in the reserve, to take into account what special knowledge and experience is necessary in each specific case to ensure highly professional management.

Every year in December, the head of the organization’s human resources department conducts preparatory work to identify candidates worthy of inclusion in the reserve. Then a preliminary list of personnel reserves for nomination is compiled.

This list is discussed at a meeting of the permanent commission and then approved by the head of the organization.

To carry out systematic systematic work with the personnel reserve, permanent commissions for working with the reserve are created in all organizations.

A permanent commission for working with the reserve should contribute to high-quality training and effective placement of personnel, to the maximum elimination of subjectivity in assessing the business and personal qualities of specialists enrolled in the reserve.

The composition of the commission is determined and approved by the head of the organization.

The commission includes:

The head of the organization (deputy responsible for working with personnel) is the chairman of the commission, responsible for organizing work with the reserve;

The head of the personnel service is the secretary of the commission, conducts office work, monitors the order and organization of work with the reserve;

Chairman of the trade union organization;

Representatives of psychological services and lawyers, as well as specialists in the field of professional activity.

The Commission for Working with the Reserve regularly holds its meetings, but at least twice a year. The following issues are discussed at its meetings:

Ensuring high-quality selection, placement and training of personnel;

Formation of a personnel reserve for promotion;

Analysis of the placement of management personnel and specialists;

Summing up the results of work with the personnel reserve for promotion to leadership positions;

Work with heads of structural divisions.

6.4.2. Planning and organizing work with the personnel reserve

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

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

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

The system of this work includes:

Study in the system of advanced training for executives with and without interruption from production;

Internship in a position for which you are enrolled in the reserve;

Temporary replacement of absent managers for the period of their business trips and vacations;

Travel to other organizations in order to study positive experience;

Participation in teaching work in the professional development system;

Participation in inspections production activities organizations and their divisions;

Participation in the preparation and holding of conferences, seminars and meetings.

Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. It requires elaboration of the entire chain of promotions, transfers, and dismissals of specific employees. The basis for planning a personnel reserve for promotion to management positions in an organization is a detailed accounting of management positions, including those that will become vacant in the near future, and compiling a list of candidates for replacement for each position. Personnel reserve plans can be drawn up in the form of job replacement schemes, which have various forms depending on the characteristics and traditions of various organizations.

IN domestic organizations A special expert list has been developed, with the help of which candidates are selected for the formation of a personnel reserve plan for management personnel.

For example, consider the expert sheet of manager I.I. Ivanova.

Expert sheet

This survey is conducted to form a reserve of management personnel. The most reliable assessment of a candidate can be made by people who work directly with him. We ask you to express your opinion about the candidate in the reserve for a leadership position.

No.	Parameter	I.I.Ivanov
	Level of professional training. Does the candidate have sufficient professional knowledge and skills in areas specific to the activities of the department in which he works?
	Level of knowledge of regulations governing the activities of departments. Does the candidate have sufficient knowledge of regulations, does he use the experience of domestic and foreign organizations in his work?
	Knowledge of ways to solve professional problems. How well does the candidate know who to contact and on what issues, where to get the necessary information, and whose competence is to resolve emerging problems?
	Ability to work with documents. How well does the candidate know the rules for drawing up and executing business papers, does he know what documents should be prepared by the manager, and what documents should be entrusted to subordinates?
	Ability to work with people. Can the candidate clearly and intelligibly present the task, monitor its completion in a timely manner, and is he aware of the business opportunities of his subordinates or colleagues?
	Ability for business communication. Does the candidate know how to listen and understand the interlocutor, achieve mutual understanding and convincingly express his thoughts in a conversation or speech?
	Ability to organize effective work groups. How well does the candidate know how to set work goals, distribute tasks, and plan group activities?
	Responsibility. How realistic is the candidate's assessment of his own capabilities? Does he always fulfill his obligations?
	The ability to get things done. Is the candidate able to complete the job without reminders or constant monitoring from the manager?
	Ability to navigate difficult situations. How does a candidate behave when unexpected situations arise? difficult situations? Is he able to navigate and make decisions correctly?

Legend:

1 point - this quality is practically absent,

7 points - the quality is maximally expressed.

Rate the person whose last name is indicated in the column of the table according to the parameters indicated in the rows of the table. To do this, in the cell where the column (candidate's full name) intersects with the row of the corresponding parameter, put a rating (from 1 to 7), which, in your opinion, reflects the degree of expression of this parameter in this candidate.

In table Table 6.5 shows the requirements for the position of head of a department of the organization, which are used to select candidates included in the reserve.

Table 6.5

Requirements for the position of department head

Requirements for a candidate	Requirement characteristics
physical characteristics	ESSENTIAL Health. Able to work long hours under intense conditions
Skills	ESSENTIAL Ability to use time wisely. Average knowledge of production processes
Education	Higher degree DESIRABLE
Intelligence	DESIRED Above average
Special knowledge	ESSENTIAL Comprehensive knowledge of activity planning. Knowledge of team building and development. Ability to negotiate effectively DESIRABLE Knowledge of the patterns of interaction with people
Interests	DESIRABLE Practical interest in completing the work started. The desire to use different management methods depending on the situation
Features of behavior	ESSENTIAL Does not wait for instructions. Accepts responsibility readily. Able to withstand pressure
Circumstances	DESIRABLE Ready to travel if necessary

An example of a plan for working with a reserve of management personnel of an organization is given in Table. 6.6.

Table 6.6

Structure of the work plan with the reserve of management personnel

Sections of the plan for working with the reserve of management personnel and their contents
Determining the need for management personnel	Selection and study of management personnel	Acquisition, review, coordination and approval of the reserve	Working with a reserve of management personnel	Control over the preparation of the reserve of management personnel	Determining the readiness of the reserve of management personnel for appointment to positions
Study of organizational regulatory documents; standards for the formation of standard management structures, organization development plans	Study of job descriptions and regulations	Consideration of proposals for the management personnel reserve	Determination of areas of training for persons enrolled in the reserve, taking into account the degree of training of each	Control in departments	Determining the degree of readiness of the personnel reserve for each position and submitting proposals to the director
Development of a new list of management positions	Determination of the basic requirements for management employees for each position	Justification of proposals for the estimated reserve	Development and approval of individual training plans	Control by the director	Analysis by the director of the submitted proposals
Conducting an analysis of the composition and placement of personnel	Selection of candidates for inclusion in the management personnel reserve for each position	Submission of proposals to the director	Organization of work to implement individual plans	Periodic review of the progress of training the personnel reserve by the director	Taking an appropriate decision on them
Determining the number of management positions	Assessment of business and personal qualities of candidates for leadership positions	Review and approval of the composition of the reserve by the director	Providing temporary replacement for a position for which a candidate from the reserve is being trained, assessing his work during the period of replacement and internship
	Determining the relevant business and personal qualities of candidates to the requirements of the position	Annual reserve review	Training of candidates from the reserve in the advanced training system outside the workplace and in the organization

Personnel reserve plans can be drawn up in the form of replacement schemes, which have various forms depending on the characteristics and traditions of various organizations. Replacement schemes are variants of organizational structure development schemes aimed at specific individuals with different priorities. Individually oriented replacement schemes are based on standard schemes substitutions. They are developed by personnel management services under organizational structure and represent a variant of the conceptual model of job rotation.

We have a wealth of experience working with personnel reserves in domestic organizations. Let's look at how it is carried out in Russia.

The main criteria when selecting candidates for the reserve are:

Appropriate level of education and training;

Experience of practical work with people;

Organizational skills;

Personal qualities;

State of health, age.

The sources of formation of the personnel reserve are: qualified specialists; deputy heads of departments; lower level managers; certified specialists employed in production as workers.

Organizations in the Russian Federation have developed a certain procedure for selecting and enrolling in the personnel reserve group:

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

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

For each employee (intern), an internship supervisor is approved, who draws up an individual internship plan together with the intern;

The managers of trainees included in the personnel reserve group receive financial compensation for the trainee’s successful completion of the stages of the career and professional promotion system;

The trainee is assigned official salary, corresponding to the new position he occupies, but higher than the previous salary, and all types of material incentives provided for this position. The responsibilities of the intern and the internship supervisor are given in table. 6.7.

Table 6.7

Responsibilities of the intern and internship supervisor

Trainee Responsibilities	Responsibilities of the internship supervisor
Complete individual internship plans positively and on time	Introduce the intern to new job responsibilities, regulations on division
Study and apply the job descriptions of the manager he replaces and take full responsibility for his area of ​​work	Together with the intern, develop an individual plan-task for the entire stage of the internship and facilitate its implementation
Take into account the comments of the internship supervisors, be guided by their comments and suggestions	Provide the trainee with specific production tasks to solve problematic issues with a certain deadline for their completion and the expected end result
Work to identify and use production reserves, introduce rationalization proposals, and save material resources	Help the trainee develop the necessary style and method of successful leadership
Complete the planned theoretical training in a timely and high-quality manner	Study the professional and personal qualities of the trainee, his ability to maintain business relationships with the team and managers at various levels
Draw up a report on the work done after completing each stage of preparation and submit proposals for improving the organization of production and management	Prepare a report on the trainee’s work with proposals for its further use and submit it to the appropriate HR department
Personally observe and ensure that subordinates comply with internal rules labor regulations, safety precautions, labor and production discipline

In Fig. Figure 6.8 shows a diagram of the organization of work with the personnel reserve in one of the domestic organizations.

Rice. 6.8. Scheme of organization of work with reserve

6.4.3. Control over work with reserve

All persons enrolled in the reserve are subject to registration in personnel services. Attestation sheets, documents on advanced training, training at institutes and faculties of advanced training, reports on the results of internships, and characteristics are filed in the personal files of candidates for nomination.

In December of each year, in all organizations, personnel management services, together with special commissions, analyze the placement of management personnel, as well as the state of the reserve for promotion. At the same time, the activities of each employee enrolled in the reserve over the past year are assessed, and a decision is made to retain him in the reserve or to exclude him.

Exclusion from the personnel reserve can be made due to unsatisfactory performance in the assigned area based on certification results, health conditions, retirement, etc.