Organization of work with the personnel reserve. Nine steps to building a talent pool. What acts regulate the work with the personnel reserve at the enterprise

Talent pool planning is organically integrated into the system of general workforce planning organizations.

Personnel planning is actually target planning, firstly, the needs in the field of personnel, and secondly, the activities that must be carried out to create, develop, and also release personnel.

Personnel planning requires the study of the entire chain of professional and qualification promotion of the organization's personnel, including the dismissal of specific employees. It is important for each organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, the personnel that is necessary to solve its problems.

Workforce planning primarily includes planning for staffing requirements, i. E. forecasting the situation that may arise in the future in relation to personnel.

It is, first of all, about analyzing the situation in the organization, as well as determining the prospects for its development, on the basis of which personnel planning becomes possible. Personnel planning allows you to build in advance a strategy for the promotion, dismissal and replacement of employees in accordance with the goals and objectives of the organization. Within the framework of personnel planning, the personnel reserve is also planned for filling managerial positions.

Talent pool planning aims to predict personal promotions, their sequence and related activities. The work with the reserve is planned and carried out for short (1 - 2 years) and long (5-10 years) periods.

As a result of planning a personnel reserve, or analyzing the need for a reserve, it becomes possible to systematically study and identify the personnel potential of the company, purposefully promote the most promising employees, as well as timely use additional measures to cover personnel needs (external recruitment).

First of all, when planning the personnel reserve, all key positions are determined that have a special impact on the activities of the organization. As a rule, these are not only top managers, but also middle and lower managers. It is important for the organization to know who is in these positions, since the contribution of these employees to the achievement of organizational goals is very high. The number and specific composition of key positions depends on the size and specifics of the organization.

When planning a talent pool, it is necessary to determine not only which positions are key for the organization today, but also how their list will look in a year, two or five years. Management should represent how the organization will change over the coming years. In most cases, it is impossible to accurately determine the future structure of personnel, but it is possible to predict the scale of business expansion and, therefore, determine which positions will be especially important for the organization's activities.

When planning a talent pool, it is necessary to determine:

the degree of real provision of certain positions with a reserve;

the degree of saturation of the reserve for each specific position or group of identical positions, in other words, how many candidates from the reserve fall on each position or their group.

The result of these works is to determine the current and future needs of the organization in the reserve.

The optimal quantitative composition of the reserve is planned taking into account the forecast of the need for personnel in the short and long term. It is influenced by the emergence of additional managerial positions, the formation of vacancies associated with retirement, staff reductions, the presence of an already prepared reserve, the intensity of employee retirement for various reasons from its composition. The size of the reserve also depends on the willingness of people to take vacated positions.

According to experts, there should be at least twice as many reservists as potential vacancies, since there is always the likelihood that someone may quit, new vacancies and new directions in business may appear. In addition, candidates for the same position, as a rule, have a different level of training: someone can go for a promotion in six months, and someone else needs to be taught for two or three years.

The optimal number of the personnel reserve is calculated as follows:

the need of the enterprise for management personnel for the near or longer term (up to five years) is revealed;

the actual number of the currently prepared reserve of each level is determined, regardless of where this or that employee enrolled in the reserve received training;

the approximate percentage of individual employees leaving the cadre reserve is determined, for example, due to non-fulfillment of the individual training program, in connection with departure to another area, etc.;

the number of executives released as a result of changes in the management structure, which can be used for management activities in other areas, is determined.

All these issues are resolved before the formation of the personnel reserve and are corrected during the entire period of work with him.

Thus, the staff of the personnel service conducts quantitative analysis placement of personnel at a given point in time and determine potential changes in the reserve. Depending on the data obtained, the optimal quantitative composition of the personnel reserve is determined.

Talent pool planning includes not only determining the organization's potential staffing needs, but also analyzing the structure of the reserve that exists at a given time.

4. Principles and process of formation of the personnel reserve.

The principles of formation and sources of the personnel reserve:

1) The principle of the relevance of the reserve - the need to fill positions must be real.

2) The principle of the candidate's compliance with the position and the type of reserve - the requirements for the qualifications of the candidate when working in a particular position.

3) The principle of a candidate's prospects - orientation towards professional growth, educational requirements, age qualification, length of service in a position and career dynamics in general, state of health.

When selecting candidates for the reserve for specific positions, it is necessary to take into account not only General requirements, but also the professional requirements that the head of a department, service, workshop, site, etc. must meet, as well as the specifics of the requirements for the candidate's personality, based on an analysis of the situation in the unit, the type of organizational culture, etc. ...

The sources of the personnel reserve for managerial positions can be:

top executives of the staff, subsidiary joint-stock companies and enterprises;

chief and leading experts;

specialists with appropriate education and positively recommended themselves in production activities;

young specialists who have successfully completed an internship.

The first level of the personnel reserve is all specialists of the enterprise, the next level is the deputy managers of various ranks. The main reserve is made up of managers of various ranks.

For full-fledged work with personnel reserve it is necessary to develop regulations for the personnel reserve, which enshrines the basic principles and procedure for the formation of the reserve, the terms of reference of officials responsible for the formation of the personnel reserve. It is also advisable to reflect in this document the issues of organizing work with the personnel reserve, the procedure for replenishing the personnel reserve and making changes in the quantitative and qualitative composition of reservists. To obtain a complete picture of the current state of work with the personnel reserve, it is necessary to provide a reporting system for responsible officials (development and approval of reporting forms, setting the frequency of submitting reports, determining the circle of persons responsible for their preparation and generalization).

The process of forming a personnel reserve.

The process of forming a reserve and work includes several stages.

At the first stage, a forecast is made for the development of the main directions of the organization's activities, changes in its organizational and management structure for the short and long term.

They define the qualitative, quantitative and structural aspects of the reserve:

changes to improve the structure of governing bodies;

the emergence of new divisions;

staff turnover by position and opening vacancies;

approximate disposal from the reserve.

In the second stage, the specific job structure of the reserve is determined. It is advisable to create it for all management positions of the company and its divisions, primarily key ones (if the company cannot form a team of future leaders from among its employees, this is a sign of its weakness). The structure of the reserve is built on three levels of management - the highest, middle and lowest - in accordance with the approved nomenclature of positions.

At the third stage, the optimal number of the reserve is established, taking into account:

the actual number of trained managers at each level;

forecasting the need for managerial personnel in the short and long term as a result of changes and improvements in the management apparatus, the emergence of additional administrative positions, and staff reductions;

the number of potential retirement vacancies;

the expected disposal for various reasons from the reserve.

As a result, the amount of the current and future requirements for the reserve is determined. For each position in the reserve, it is advisable to have at least two candidates (the second is always necessary to avoid accidents and stimulate the improvement of the first). But working with a large reserve is difficult, and the low probability of being appointed to the position reduces motivation.

At the fourth stage, a set of requirements for candidates is formed. These requirements are divided into the main ones, due to the specifics of the organization (competence, personal qualities, skills), and additional. Additional requirements are often a minimum total length of service, experience as a leader or specialist in relevant departments (research, staff, etc.), as well as in temporary project teams. Sometimes we are talking about the state of health, the presence of entrepreneurial practice. The employee must be informed about all requirements that will be presented.

At the fifth stage, the search for candidates is carried out by studying questionnaires, characteristics, certification results, conversations, current observations, taking into account the candidates' compliance with the requirements of the position (workplace), their personal wishes and objective inclinations to management activities... It should be borne in mind that not everyone can be leaders, not be afraid of "spots" in the biography, take into account family circumstances. A special program is needed to identify employees with a high potential for growth and promotion, which is characterized not by the degree of preparedness at the moment, but by opportunities in the long term, taking into account age, education, personal qualities, level of interest. Persons who are interested in career advancement and with a probability of more than 0.5 can be appointed to managerial positions are included in the number of promising personnel; then it is established which of them has a great chance of becoming a leader, and the data of the employee is studied in detail - first the questionnaire, then the rest.

At the sixth stage, the selection of persons included in the reserve takes place (with the conclusion of the relevant agreements). The decision is usually made after an interview, which reveals the desire to work in a managerial position, the ability to plan their work, solve problems in a short time, preparedness, qualifications, etc. For dominant individuals, promotion to the reserve is of great motivating value.

In practice, the following selection principles are adhered to:

compliance of the candidate with the type of reserve and position, general and professional requirements;

"openness" of the list, enrollment in the reserve of the maximum number of capable people;

exclusion of privileges and protections;

prospects (requires the establishment of an age limit for certain categories of positions or taking into account the time remaining until the onset of retirement age and health status, determining the required period of work in the position, the availability of innovative potential).

The age of candidates for the reserve depends on the position. In accordance with domestic practice, the reserve includes men up to 45 and women up to 40 years old (usually for middle management positions up to 30 years old). In the United States, for middle managers, it is equal to 25-30 years, a maximum of 35 years. Regulation of the manager's age is necessary where, without a competitive selection mechanism, it is difficult to define clear criteria effective operation and the results required from the employee.

When enrolling in the reserve, first of all, they take into account how a person copes with the current work (control of this is carried out by immediate supervisors and is based on an individual work plan). For managers, it is about the degree to which the objectives of the organization or unit are being achieved; for specialists - about diligence, creativity, complexity and timeliness of assignments.

The seventh stage of the formation of the reserve is to assess the professional knowledge, skills and experience of applicants, their suitability for the position. It is unacceptable to include in the reserve people unsuitable for leadership work. The selection procedure for the reserve should be regulated, coordinated with the procedures for nomination and appointment. Sometimes it is advisable to carry out it in the form of a competition.

Evaluation is carried out in the form of an exam, interview or expert examination based on the average severity of their required qualities.

The eighth stage of the formation of the reserve is the decision by the first person to include an employee in its composition.

Exclusion from the reserve occurs by him, taking into account the age, state of health, unsatisfactory results shown during the stay in the reserve. Thus, the reserve is regularly reviewed and updated. This is usually done on the basis of an analysis of its composition and the placement of personnel in the IV quarter.

When making a final decision, the following are taken into account:

professional characteristics of the subjects;

opinions of immediate supervisors and colleagues;

the degree of interest to remain in the reserve;

personal, professional and innovative potential;

the likelihood of vacancies;

the nature of the preparation;

compliance with the general and professional requirements of the future position;

prospects (time remaining until retirement);

performance indicators;

ability to learn;

availability of necessary business qualities.

Summing up the results of the formation of the personnel reserve, then the advantages can be considered:

economic benefit (no need to spend money on finding and training a new employee);

saving time (closing vacancies as soon as possible);

highly qualified personnel (the employee is taken from his own ranks and trained according to his own retraining program);

support and promotion of their employees - a personnel value policy (it also works as a motivational factor: employees do not want to leave the company, where specific career prospects are visible);

softer adaptation of the employee in the team (the employee does not change, but only his status changes);

the employee is "sharpened" for the company, knows the policy and features of relationships well and quickly adapts to new position.

time and money spent on personnel selection and training;

the load on the selected employees increases (they must work as usual and still study).

Another hidden nuance is that when forming a reserve, resistance may arise from the heads of departments and other employees for the position of which new candidates apply. They are afraid for their place and can sabotage the process.

The creation of a talent pool is useful for any organization, however, it is most justified in companies where there is a large turnover of personnel. In particular, retailers, where sales personnel change quite quickly. Such companies are forced to have a serious recruiting department or constantly contact recruiting agencies. The creation and adjustment of the work of the personnel reserve allows you to save on the selection of personnel.

In enterprises with a more stable personnel system, positions are vacated not so often, and there is no great need for a personnel reserve.

For which companies is the talent pool relevant:

for companies with a narrow industry activity, where specialists are worth their weight in gold, and there is a significant difference between working in companies,

for retail companies where there is a lot of turnover and rapid growth in the position,

for companies at the stage of rapid growth, when many specialists are required in a short time.

Depending on the needs of the company, the specifics of creating a talent pool will also differ:

working with specialized educational institutions or raising potential employees. Suitable for a company with narrow specifics. Actions: company representatives select from among students and then track them during training (academic performance, specific or in-depth subjects are added), upon completion educational institution candidates are accepted immediately for a position in the company - training is not individual;

work with ordinary specialists. Suitable for retail and fast growing companies. Actions: tracking the work of an employee, identifying potential, assessing risks, conducting selection activities with further vocational training for promotion (up to a maximum of an operational leader or a middle-level manager), or an internship in a new position under the supervision of a mentor and, according to the results, a transfer, or a refusal to transfer - training is not individual;

work with highly qualified specialists. Suitable for both stable companies with narrow specifics for the long term, and for fast-growing companies for middle managers. Actions: mentoring training, development of managerial skills, support of initiatives, so that in the future, when a vacancy appears, transfer to a managerial position - individual training. "

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

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

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

The system of this work includes: study in the system of advanced training of executives with and without interruption from production; internship in the position for which he was enrolled in the reserve; temporary replacement of absent managers for the period of their business trips, vacations; visits to other organizations in order to study positive experience; participation in teaching work in the professional development system; participation in inspections production activities organizations and their divisions; participation in the preparation and holding of conferences, seminars and meetings.

Talent pool planning aims to predict personal promotions, their sequence and related activities. It requires the study of the entire chain of promotions, transfers, dismissals of specific employees.

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

The plan of work with the reserve of managerial personnel of the organization includes the following sections: determination of the need for managerial personnel; selection and study of leading personnel; acquisition of the reserve, consideration, agreement and approval of the reserve; work with a reserve of leading personnel; control over the preparation of a reserve of leading personnel; determination of the readiness of the reserve of leading personnel for appointment to positions.

Personnel reserve plans can be drawn up in the form of replacement schemes, which have various forms depending on the characteristics and traditions various organizations... We can say that replacement schemes represent a variant of the organizational structure development scheme, focused on specific individuals with different priorities. Individually oriented replacement schemes are based on typical replacement schemes. They are developed by personnel management services for the organizational structure and represent a variant of the conceptual model of job rotation.

Work with the personnel reserve in domestic organizations has a wealth of experience.

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

The sources of the formation of the personnel reserve are: qualified specialists; deputy heads of departments; grassroots leaders; certified! specialists employed in production as workers. The organizations have developed a certain procedure for selection and admission to the personnel reserve group:

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

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

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

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

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

What does personnel reserve mean?

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

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

Reference: sometimes the external talent pool consists of specialists who from time to time participate in projects and perform certain tasks.

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

Table. Comparative characteristics internal and external sources recruiting

Internal reserve includes:

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

The process of forming an internal talent pool takes at least 2 years, so it should be started from the day the organization was founded. Keep a close watch on all employees, make notes for yourself so that you can move a specialist if necessary.

In small companies, a talent pool is rarely created. Usually, employees are moved from position to position, or they are accepted into the company of relatives, friends or acquaintances, while avoiding formalities - assessment, testing, etc. It should be noted that sometimes this threatens with serious problems, up to the closure of the company.

Example

Since the founding of the company« Omega» its owner Stanislav also acted as HR director. First of all, he accepted all his relatives into the staff, they invited friends and acquaintances. So it happened that people from the outside were not accepted, but they were looking for candidates for a position among« their» ... As a result, leading positions were occupied by those who did not quite understand the intricacies of work and responsibilities. This negatively affected profitability, competitiveness and many business processes. When the company approached collapse, Stanislav analyzed the situation and assessed the employees. He made a decision to dismiss some workers and hire professionals in their place. A scandal broke out. Most of the subordinates left, but other applicants quickly came to replace them. Gradually, the situation returned to normal, and the company moved from the category of unprofitable to profitable ones.

Goals and objectives of the formation of the reserve

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

The formation of a pool of personnel in the organization is also required to achieve other goals that face the management. Usually, with the help of the "spare" database, they try to:

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

Goals, objectives, desired result, mechanisms for the development of reservists, etc. write in the Regulation on the creation of a personnel reserve. Record the sequence of each step to shorten and facilitate the work of the managers who will build the talent pool.

Example Position

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

If there are not enough resources for the formation of a KR, involve outside specialists from recruiting agencies who will take on some of the tasks or perform the work on a turnkey basis. Stick to the given algorithm, make sure that no promising employee is overlooked.

Stage 1. Determine your reserve needs

The first stage is the most important, so you need to approach it as responsibly as possible. If you don't pay attention to the nuances, the PCR process will be longer and more costly.

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

strategic and tactical staffing requests;
the actual state of the Kyrgyz Republic, the degree of preparedness of employees;
the percentage of reduction in the number of "spare" employees over the past few years;
the number of released administrative units that can realize themselves in other divisions;
positions from which you can move specialists;
persons responsible for work with the CD, the placement of personnel.

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

Stage 2. Conduct the selection of employees for the reserve

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

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

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

The main goal to be achieved is to collect as much information as possible about each employee, his personal, professional and business qualities and skills. Make a card with requirements and criteria so you don't miss out on important details when working with RC candidates.

Requirements for candidates for inclusion in the RC:

Download sample

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

Stage 3. Create a talent pool list

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

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

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

Create a talent pool for several years ahead. Submit the list to a higher-level manager for review - he has the right to delete some persons if, in his opinion, they do not meet the necessary criteria. As the list becomes outdated, it needs to be updated. Remove departures and add new arrivals.

Important! When enrolling selected reservists, prepare a nomination application if vacated. Submit the document to the director for approval.

Candidate questionnaire for the personnel reserve

Download the form

Preparation and retraining of applicants

After weeding out clearly unsuitable employees and enrolling in the talent pool of promising specialists, start working with those who are generally suitable for the position, but need additional training. Choose the best program for them, taking into account the budget.

The following techniques are commonly used:

The training program depends on the current experience, knowledge of the reservist. When choosing it, think about what needs to be developed for the employee, whether the program will help to achieve the desired result. If you are creating a personnel reserve for filling managerial positions, while there is no opportunity to provide study leave, pay attention to distance programs. You can view the approximate content of some courses, find out the features of this form of training.

Answers to frequently asked questions

1. Who should be responsible for work with the talent pool?

Usually, the management of the organization's talent pool is the responsibility of the head or an ordinary specialist of the service. In large organizations, a special department is created. To achieve results in working with the CD, involve your immediate supervisors and reservists in this issue.

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

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

Tell employees about your plans to create an RC in writing or in person. Explain the goals and objectives of the program, communicate its importance to employees and the organization as a whole. Please note that insufficient information to staff about an innovation can lead to negative rumors and concerns.

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

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

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

The following errors are distinguished when working with CD:

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

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

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

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

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

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

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

Talent pool training is a strategic priority for most growing companies. The availability of competent, trained specialists, ready for promotion to key positions for the organization, guarantee the personnel security of the business and confidence in the future.

Given the scale and complexity of the task, the work of creating a talent pool requires the HR manager integrated approach and careful planning. An incorrectly defined sequence of actions in working with a reserve or the omission of an important stage jeopardizes the quality and effectiveness of all work.
This article describes a step-by-step program for the formation of the personnel reserve of the enterprise. It can be used as a basis and guideline for developing your own reserve training program.

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

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

Stage 3. Profiling target positions.

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

Stage 5. Development of regulations on the personnel reserve.

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

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

Stage 8. Evaluation of the results of training reservists.

Step 9. Planning for further work with the reserve.

Let's dwell on each stage in more detail.

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

Actions:

1. Analysis of the organizational structure and staffing table enterprises.
Purpose: to determine the staffing level of the company's structural divisions.
Important: when preparing the reserve, it is necessary to plan the replacement of the resulting vacant positions, in case the reservists are appointed to higher positions. The organization should not allow the emergence of personnel "voids", especially when it comes to narrow specialists and rare professions, whose representatives are difficult to find on the foreign market.

2. Age analysis of the current management team of the enterprise.
Purpose: identifying the most critical managerial positions in terms of the urgency of preparing the reserve (managers of retirement or pre-retirement age)

3. Expert analysis of managerial positions by the top management of the company.
Purpose: identifying the most priority leadership positions in terms of their contribution to the business result and the prospects for vacating the position.

Criteria expert analysis posts (example):
- Contribution to the achievement of the company's business result.
- Prospect of release (low perspective - the position is not planned to be released in the next 3-5 years (it is not planned for the employee to retire, increase or rotation)
- The number of employees in subordination (presence / absence of deputies, staffing of the department / department). Understaffed departments are in short supply for potential reservists.

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

Stage result: positions that require priority formation of the personnel reserve have been identified.

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

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

The optimal number of reservists per position is 2-3 persons... On the one hand, this "insures" the target position against the risk of losing a reservist (due to his leaving the company or dropping out of the reserve training program). On the other hand, the presence of several applicants for one position, with a competent HR policy, creates healthy competition between reservists, increasing their motivation for self-development (the topic of how to prevent the negative consequences of competition for a place deserves a separate discussion).

Two in one?
In some cases, one reservist may be a potential candidate for several positions at once. This is possible when it comes to positions in which similar business and professional competencies are in demand (for example, chief accountant and head of the finance department). However, such cases should be attributed more to the exceptions than to the rule; they often arise due to a shortage of reservists for certain positions. In this case, it is not recommended to use the policy of “universal” reservists, as this increases personnel risks and reduces the effectiveness of targeted training of employees. Faced with a situation of shortage of candidates for the reserve among internal employees, it is advisable to organize a search for potential reserves in the labor market.

Stage result: the optimal number of reservists for each target position has been determined.

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

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

Stage result: For each target position, a profile has been drawn up, including a list of the most important competencies (professional and business) required for a successful position holder.

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

One of the common mistakes in the implementation of the talent pool program is that it is developed and discussed by a very narrow circle of people (as a rule, the company's management + representatives of the HR department) and reaches the employees in a ready-made form as a kind of "downstream" innovation, mandatory for execution. This triggers a natural defensive reaction in most staff and dramatically reduces the effectiveness of the program.

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

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

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

Increase in significance. Participation in information events of top managers and informal leaders of the company can significantly increase the significance of the program and emphasize its importance for the organization. There are cases when an ordinary employee of the personnel department was entrusted with conducting information events, since it was believed that this was a fairly simple task. However, the staff of the company did not take seriously the words about the significance of the program from the lips of a person who did not have sufficient authority in their eyes. The implementation of the program was significantly delayed, as additional time was spent on repeating meetings with the participation of top management companies.

Actions:

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

2. Development of a plan for information support of the program.
First stage- preparatory (1-2 months before the launch of the program). Informing employees about the goals and objectives of the program implementation, its benefits for the company and employees. The task is to form a common understanding of the importance of the program among employees, to overcome possible resistance and skepticism towards innovation through timely and maximum information to the staff.

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

Stage Three- final (results of the program for the period). Informing the staff about the results of the program, the achievements of its participants (the best mentors, the best reservists), the appointment of reservists and the further work of the program. The task is to highlight the effectiveness of the program, to emphasize the compliance of the goals and objectives with the results obtained.

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

Stage 5. Development of regulations on the personnel reserve.

Actions:
1. Drawing up a draft regulation on the personnel reserve.
The question that many HR managers ask is: “Why create a Regulation at all? Can you do without it? "

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

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

2. Coordination of the draft regulation on the personnel reserve with the heads of departments.
At this stage, it is very important to involve the company's management in the process of finalizing and agreeing on the regulations on the personnel reserve. This will contribute not only to obtaining valuable additions to the situation on the part of the leaders, but will also remove the effect of a decision "imposed from above".

3. Approval of the position by the top management of the enterprise.
After the regulation has passed the process of approval at the level of managers, it takes on the status of an official document of the company.

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

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

Employees who have been nominated for enrollment in the reserve follow a standardized selection procedure, the purpose of which is to identify the managerial potential of the employee and his readiness to undergo the training program. The selection should be carried out in 2 stages:

Preliminary selection. Formal compliance of the candidate with the requirements for admission to the personnel reserve (example of the criteria used):

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

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

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

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

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

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

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

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

Sources of additional information : expert assessment of colleagues, manager, subordinates (if any) of an employee using the 360-degree method.

As a result At this stage, the final list of candidates for admission to the personnel reserve is formed.

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

Actions:
1. Development of a general program for the development of reservists.
Objective: Development of managerial competencies for reservists applicable to all target positions.
In this case, we are talking about drawing up a management training program common for all reservists, which includes group forms of training (trainings, seminars, master classes, etc.) aimed at developing universal managerial competencies that are important for any managerial position in companies.

An example of the most common training modules in talent pool development programs:

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

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

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

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

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

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

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

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

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

Temporary substitutions - gaining new managerial experience while the reservist temporarily fulfills the duties of a superior leader;

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

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

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

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

4. Monitoring the effectiveness of training reservists.
Conducting regular interim meetings of reservists and their mentors with HR staff to assess development progress. Timely adjustment of the individual development plan of the reservist, if necessary.

Stage result: development of the required competencies of reservists.

Stage 8. Evaluation of the results of training reservists.

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

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

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

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

Assessment methods:
- Analysis of production results and achievements of the reservist;
- Receiving feedback from the mentor of the reservist;
- Re-evaluation of the reservist (see stage 6, item "Main selection");
- Analysis of the results of project activities.

2. Summing up the results of the training program for reservists.
Based on the results of assessing the quality of training reservists, making a decision on:

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

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

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

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

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

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

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

What for?
Reservists who have successfully completed the training program and raised their professional level often "grow" out of their current position. This fact and the lack of career advancement can seriously reduce the employee's motivation and, in extreme cases, serve as a reason for leaving the company in search of a more promising job. To minimize this risk, it is helpful to plan a retention program for the organization.

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

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

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

1 -1

Talent pool - a group of qualified employees of the company who have passed preliminary selection, special training and are internal candidates for filling vacancies in higher-ranking positions of managers.

Replacing leadership positions with internal candidates has the following benefits:

The time for adaptation of a new employee to the position is reduced (if replaced by third-party candidates, the adaptation period is from 3 to 6 months);

There is no need to form loyalty to the company (loyalty has already been formed, and this is a guarantee, since a new leader who could not adapt to the company will leave, taking with him data that is a trade secret);

There is a "soft" replacement of generations and the continuity of technologies and corporate culture is preserved (there are no revolutionary changes that paralyze the work of the unit for a long period).

Losses of qualified employees of the company caused by the lack of prospects for professional and career growth are reduced.

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

When it's time to think about building a talent pool system for an enterprise:

The company is growing and there is a need for managers and specialists who can lead new departments and directions;

Aging of key and managerial personnel and the lack of young promising employees at the enterprise who are able to replace them;

A situation has developed in the company when promising employees do not see opportunities for their own further growth and leave it;

The rules for promotion and movement of employees have developed spontaneously, are outdated and lead to frequent mistakes when appointing new managers;

The search and selection of candidates for managerial positions does not take place on the basis of the company's development plans, but when a "burning" vacancy arises;

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

People who do not profess the well-established values and principles of corporate culture come to the top management of the company;

The activities of the enterprise are complex and require a high level of qualifications, the adaptation period for new managers is long, which increases the likelihood of making mistakes with dire consequences for the enterprise;

You have a question: which is more efficient - to attract new managers or improve the qualifications of existing ones;

You want to be confident in "your", proven management team, in its ability to solve any task assigned to it.

Timely identification and successful preparation to work in a high position of future leaders is today the most important factor for success in competition. Therefore, modern companies create a system for the selection, development and relocation of future leaders (reserve) and consider the management of this system as a strategically important task.

The system of training a reserve of managers assumes the solution of the following tasks:

Identification of employees who have the potential to take managerial positions;

Preparing these employees for leadership positions;

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

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

The algorithm for working with each of the groups of the personnel reserve, although it coincides in the main stages, has its own specifics, both in selection and in development (Table No. services provided by the company "Progressive Technologies of Management").

Reserve (understudies) are managers - candidates for certain key positions of the company who are ready to work in these positions at the present moment or in the near future.

Their preparation is a complex multi-stage process and requires a significant investment of time from senior management, HR department, heads of departments.

However, those companies that have learned to manage this process receive tremendous returns in the form of a painless generational change and the introduction of fresh views, continuity in work and management.

Reserve preparation is:

An effective means of optimizing the use of company personnel, selection and relocation of management personnel, ensuring the continuity of management, and on this basis - increasing the efficiency of the entire company;

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

A promising reserve (resource) is young employees with leadership qualities - specialists who, in the future, can take leading positions in the company.

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

The planning and development process for young people with potential is similar to the process of working with a leadership pool. At the same time, there are a number of distinctive features. Unlike working with a reserve of managerial personnel, the training of promising employees is not targeted - they are not prepared for a certain position, but for managerial work in general.

In preparation prospective reserve special attention is paid to:

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

Continuous improvement of management knowledge based on advanced training courses (seminars);

Labor discipline (compliance with the rules of the internal labor schedule; diligence; conscientiousness; accuracy);

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

Management skills (the ability to convince, lead, understand people, defend the interests of the team).

The selection of employees with leadership qualities is the most difficult stage in working with a promising reserve, since it is required not only to assess the state of the employee at the moment, but also to predict what will happen to him in a few years. Methods for assessing the potential of employees with elements of psychodiagnostics are gaining in importance, using which not only the existing level of formation of managerial skills is assessed, but also the potential for their development, as well as the level of motivation for their own development and occupation of managerial positions. One of the most effective is the "Assessment center" method.

Based on the results of the assessment, enrollment in the personnel reserve is carried out, and individual development plans are drawn up for each reservist:

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

For the group "promising reserve" - the plan should be aimed at increasing the general level of managerial qualifications, and include: rotation, independent theoretical training, training.

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

The organization and control of the development of employees enrolled in the talent pool should be carried out by the human resources management unit. Periodic evaluation is used to monitor the results of the development of the talent pool. The main focus of the assessment is on assessing progress in the level of management knowledge and skills of reservists, i.e. how the employee develops his potential. The results of work in today's position are very important for assessing the progress of understudies, at the same time, for a promising reserve, they are considered only as Additional Information characterizing the reservist (the assessment of work results is more taken into account during certification).

The results of the progress assessment allow you to make changes to the employee's development plan or make a decision about the futility of it further training to a leadership position.

The system of working with young employees with leadership potential is an important factor in increasing the efficiency of the company's management and must correspond to the strategic goals of its development.

Employees of the company "Progressive Technologies of Management" have unique methods and experience in their practical application to work with the talent pool and are ready to help Heads of companies and HR managers in solving problems of forming and developing the talent pool of this company.

6. Features of personnel planning at the enterprise.

Personnel planning is carried out both in the interests of the organization and in the interests of its personnel. It is important for an organization to have at the right time, in the right place, in the right quantity and with the appropriate qualifications, such personnel that are necessary to solve production problems, to achieve its goals. Workforce planning should create the conditions for motivating higher productivity and job satisfaction. People are attracted primarily by those jobs where conditions are created for the development of their abilities and high and constant earnings are guaranteed. One of the tasks of personnel planning is to take into account the interests of all employees of the organization. It should be remembered that workforce planning is effective when it is integrated into general process organization planning. Workforce planning should answer the following questions:

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

How can you attract the necessary and reduce unnecessary personnel without causing social harm?

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

Rice. 1. Place of personnel planning in the personnel management system in the organization.

How to ensure the development of personnel to perform new qualified jobs and maintain their knowledge in accordance with the demands of production?

How much will the planned staffing activities cost?

The goals and objectives of workforce planning can be summarized in the form of a diagram shown in Fig. 2.

Scheduling plays an important role as it allows you to calculate the time required for production finished products on existing orders based on the availability of raw materials, materials purchased from outside and objects of work in progress.

Target scheduling- to obtain an accurate and complete project schedule, taking into account the work, their duration, the required resources, which serves as the basis for the execution of the project.

In the tasks of scheduling for each work (operation), the duration of its manufacture and the resource that must be used for its implementation (a specific type of machine, unit, equipment) are indicated. The resources used in such tasks are reuse... For each resource, the time of its entry into the system is indicated (for machines, this is usually the time of the beginning of planning, or, for example, the time when the machine starts working after repair) and the amount of the resource that entered the system (for machines, this is the number of machines of the same type). An admissible solution to the scheduling problem is such a solution ( valid schedule performance of work), for which are performed:

· technological conditions,

Resource conditions,

The resource cannot be used by several jobs at the same time,

· Work consumes the resource necessary for its execution without interruption.

It is required to construct such an admissible schedule for which the resource conditions are fulfilled in the "best" way.