The procedure for working with personnel reserve. Formation of the personnel reserve of the organization

Definition of prospective reserve requirements

Preliminary selection of candidates for the reserve

Candidate Selection

Compliance with the requirements

to reserve position

Psychological

testing

Business games

trainings

Training of employees included in the reserve

Development of an individual employee plan

Participation in innovative projects

Training, continuing education

Vacancy internship

Evaluation of the results

Decision on

renewal

training

Positive rating

Negative rating

Promotion on

position

Exception to

Fig. 19. The scheme of work with personnel reserve

The selection of candidates is carried out on a competitive basis under the guidance of a special commission, the composition of the reserve is approved by order of the organization. The Regulation on work with the personnel reserve for promotion to senior positions is being developed.

Personnel reserve training consists of: 1) in the selection of areas and forms of training of employees, consisting of a reserve; 2) in determining measures to improve their business qualifications and the acquisition of practical skills necessary for working in a new position; 3) in developing an individual program for each employee, including an internship in a reserve position.

Every year, an assessment of the activities of each employee credited to the reserve is carried out, according to the results of which a decision is made whether to leave the employee in the reserve or exclude it. The algorithm for working with personnel reserve is shown in Fig. 19 1.

8.4. Staff rotation

In any organization, career opportunities are limited. Prospective employees can be motivated by a horizontal career - rotation.

Rotation   - this is the appointment of an employee (“horizontally”) to another position of the same official level, but with additional motivations of a moral and material order.

Rotation can be short-term (for several days, weeks, months). For example, all McDonald’s office employees must periodically work in a restaurant, so as not to forget about the essence of the business. Rotation can be long-term, when the term of office in one position is up to 3-5 years.

Benefits of Rotation:

the possibility of implementing the organization’s employee development program: the employee gets an idea of \u200b\u200bthe work of other departments, the production cycle of the enterprise, the opportunity to try himself in another field and acquire new knowledge and skills;

the ability to use short-term rotation in the process of preparing a personnel reserve;

the ability to retain valuable employees and increase their motivation;

the opportunity to train employees for newly formed units.

For rotation to be effective, the following conditions must be met: (1) rotation must be voluntary; (2) since the line manager loses his subordinate, you need to notify the rotation of the leader in advance and prepare a replacement; (3) vacancies are needed for rotation, therefore, a clear mechanism for the permanent release of jobs is needed; (4) the firm should support the employee in the new location, sharing responsibility for the move with him.

The problem of qualified personnel is solved in several ways. The most correct and profitable way for the company is the formation of a personnel reserve from its employees through test selection. How to choose the right candidates that meet the requirements of their personal qualities and competence, how to set the selection parameters is determined by the strategic goals of the company.

The labor market is saturated with specialists of various profiles. But really skilled workers are difficult to find. The question of personnel arises before the management and owners of the company, when the expansion of production and services is coming, in the long term a replacement in one of the ranks of the management team is necessary or there is a need for personnel.

Decree of the President of the Russian Federation dated 01.03.2017 No. 96 “On approval of the Regulation on the personnel reserve of the Federal State Authority” regulates the procedure for the formation and existence of a reserve in state institutions. Commercial entities may leave this issue to their own discretion.

The formation of a personnel reserve takes place on a competitive basis. Personnel reserve is a group of employees with clearly expressed competencies necessary for a company to increase competitiveness, and with a high potential for managerial abilities required for a certain position.

Announcements on the selection of senior management employees, which are replete with the Internet, are doubtful precisely because the senior management of a serious company is formed from trained personnel over the years.

The employees of the organization, who have passed the career path and reached the top in one company and meet the necessary requirements, make up the bulk of the contestants.

How the personnel reserve is formed at the enterprise and the candidates are selected - see here:

How is the formation of personnel reserve

The personnel reserve is formed for replacement or a new position, which will be formed in connection with the expansion of the company. The decision to form a personnel reserve in the organization is made on the basis of the need for highly qualified personnel. The fact of the need to prepare an additionally trained professional reserve is established on the basis of conclusions after analyzing the development strategy of the enterprise.

The leading link determines the volume of expansion of production, a new line, services, necessary funds to achieve goals, including labor.

The company develops its list of competencies necessary for an employee to successfully work in an open or replaceable position.

There are two types of reserve:

• substitution - training for the replacement of the head of a higher managerial level;
• development - training for new positions, the creation of which is planned according to the organization’s development strategy.

Candidate selection methods

The selection of candidates for the reserve occurs in several ways:

• the candidate is proposed by a higher level;
• the candidate is promoted by the leader two or more ranks higher;
• presented by colleagues of the same level;
• self-nomination method.

All candidates pass the competition. The main selection parameters are relevance, correspondence to the type of position, loyalty and prospects of candidates.

Sources of reserve formation are the main leading specialists with higher education, successful university graduates, and promising employees. Applicants for senior management positions are required to have one or two higher educations (except for the main one also economic).

In the absence of the necessary education, reservists with high rates in terms of basic parameters are sent for additional training, seminars.

Key selection options

It is important for the company to spend time and money on candidates who meet their competence requirements of the future position. Each employee, due to personal and professional qualities, has its strengths and weaknesses. Some of the weaknesses can be developed, instilled new skills. Other qualities remain unchanged and can never develop.

In order for the formation of the reserve to be fruitful, each applicant undergoes testing and competitive selection at each stage.

Often a company seeks help from firms specializing in personnel testing. But, relying on basic knowledge of the basics of management, you can formulate the basic required tests yourself.

1. Contractor (specialist) - knows how, knows and follows the instructions. Performs assigned tasks.
2. Line manager (leading specialist, team leader) - clarifies the circumstances of the result. Provides favorable conditions for achieving this goal. What is the job description of the head of the personnel department and what powers this person has - read.
3. The average manager (head of department, group).
4. Executive Director. How is compiled - find out in the article at the link.
5. CEO, owner. you can read the basic rules and the procedure for the formation of the job description of the general director of LLC.

The algorithm of the goals of the formation of the personnel reserve:

1. The need for staff.
2. Assessment of staff potential.
3. Competitive selection.
4. Competency assessment - a test.
5. Training, development, career growth of reservists.
6. Choosing the most suitable candidate. You can find out how to fill out and fill out the article in the link.

The best employees who have reached 25-30 years are selected for the reserve. This age is considered the most favorable for career growth - basic skills are already formed, energy and desire to develop and bring benefits to the company at a high level, life potential has reached its maximum.

For each position, 2-4 applicants are trained. For a large company (for example, a holding) - 3-5 applicants. For a smaller company - 2-3. This allows you to create an atmosphere of competition, to protect the company from unforeseen situations (unexpected dismissal of the applicant, low learning ability, etc.).

Assessment of personnel reserve, selection and analysis of development

The list of competencies is determined by the organization itself. Based on the selected abilities and skills, a matrix is \u200b\u200bcompiled for each applicant and each competency. Assessment of qualifications and competencies is determined on a 5-point scale.

Next, a new matrix, table or schedule of competencies for each item is created. For example, test results can be presented in tables. Test questions are compiled by a company psychologist or a specially invited specialized company developing professional test polls.

Such companies make up an individual testing system for each enterprise according to the data provided.

Management, based on the results, selects reservists. The table shows an analysis of one competency on a five-point scale for three applicants. The table shows that the leadership of the group is the strength of only one applicant - Saburova K.N.

In the above example, based on the data in the summary table, it is clear that Saburov and Shestak will go to the reserve. Since the necessary features for the leader are mainly in Saburov, but Shestak can show good results with appropriate training.

Based on the results of testing, candidates are selected whose main strengths are suitable for the proposed position and loyal (correspond to adherence to the norms of the organization). There are 4 types of loyalty, which is a commitment to the norms and rules of the organization:

• clan;
• innovative;
• administrative
• market.

The company's task is to see in the reservists precisely those qualities that are suitable for the standards and requirements of the company. Some personality traits may not matter. But business qualities, knowledge and developmental makings must be revealed.

Reserve development is the process of comparing existing staff with the needs of an organization. Choice of exposure methods to bring reservists in line with requirements.

Data analysis will allow you to draw up a training plan aimed directly at the development of the necessary knowledge. After a year, repeated testing and screening of applicants is carried out.

The main mistake of the management of companies is a wrong vision of the concept of “personnel reserve”. Many underestimate the importance of such a training system.

In fact, all the large prosperous companies that are interested in expanding their activities, competitiveness, innovative methods and extending the phase of the “rising star” and “cash cow” in their niche pay special attention to a long-term development strategy.

Conclusion

The training of personnel capable of immediately taking the necessary posts at the appointed time is an important point in strategic management. It is the employees of their own company that are able (most often) to promote the company to a new, higher level.

Despite the fact that the process of preparing reservists can take years, when using modern methods of market analysis and long-term planning, such training of our own personnel justifies itself in the future.

However, there are situations when a “fresh stream” of creativity, a new vision of the problem, extraordinary thinking, and innovations are needed. In such cases, the company announces a competition for the vacant position and appoints a "person from the outside."

In Russia, the creation of personnel reserves is little practiced in commercial structures. In budget organizations, traditional conservatism provides for reservists by default. In large foreign companies, this method of providing themselves with personnel is in the nature of fierce competition between employees.

The main tasks of the personnel reserve are discussed in this video:

What does personnel reserve mean?

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

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

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

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

Table. Comparative characteristics of internal and external sources of staff recruitment

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 personnel reserve takes at least 2 years, so you need to start it from the day the organization was founded. Carefully monitor all employees, make notes for yourself, so that if necessary, move a specialist.

In small companies, a personnel reserve system is rarely created. Usually, employees are moved from post to post, or they are hired by relatives, friends or acquaintances, while avoiding formalities such as evaluation, testing, etc. It should be noted that sometimes this threatens with serious problems, up to the closure of the company.

  Goals and objectives of the formation of the reserve

The main task of the Kyrgyz Republic is to improve and stabilize the financial position of the organization. In the presence of "spare" employees, the company is protected from unforeseen situations due to the lack of key specialists. Business processes take their course, customers are satisfied with the cooperation, and the profitability of the business does not fall.

The formation of a reserve of personnel of the organization is required to achieve other goals that are facing the leadership. Usually, using the “spare” database, they try:

• reduce the number of errors in the selection and placement of frames;
• adequately and in no hurry to evaluate staff;
• predict the need for employees;
• provide the company with a reserve of effective specialists who know how to develop a business in accordance with the approved strategy;
• to retain and motivate talented leaders;
• reduce the costs of recruiting, adapting staff;
• maintain a positive reputation.

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

Example Provisions

The formation of the personnel reserve (FCR) of the organization takes place with the participation of higher authorities. We recommend that you adhere to the principle of openness and publicity. That is, do not hide from other employees that they began the selection of specialists in the Kyrgyz Republic. It is possible that some will prove themselves in order to achieve promotion.

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

Stage number 1. Identify reserve requirements

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

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

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

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

Stage number 2. Recruit employees for the reserve

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

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

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

The main goal that needs to be achieved is to collect as much information as possible about each employee, his personal, professional and business qualities, skills. Make a card with requirements and criteria so as not to miss important details when working with candidates in the Kyrgyz Republic.

Requirements for candidates for inclusion in the Kyrgyz Republic:

Download sample

When selecting personnel reserves, determine the motives of potential employees, their goals and values. Do not plunge 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 number 3. Create a list of personnel reserve

After evaluating the candidates, comparing them with each other, make a preliminary list of “substitutes”. Divide it into 2 parts. The first include 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 make up the strategic reserve. Usually these are young employees with leadership inclinations who will gradually gain experience.

When compiling a list of reservists, follow these rules:

• determine the positions to be replaced according to the nomenclature of posts and staffing, taking into account the hierarchy;
• provide 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 employee development.

Make up the personnel reserve for several years in advance. Pass the list to a higher manager for consideration - he has the right to delete some individuals if, in his opinion, they do not meet the necessary criteria. As the list becomes obsolete, it needs to be updated. Delete departed and add new arrivals.

Important! When enlisting reservists who have been selected, prepare a request for promotion if it is vacated. Submit the document to the director for approval.

Personnel reserve application form

Download form

  Training and retraining of applicants

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

Usually use the following methods:

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

  Answers to frequently asked questions

1. Who should be appointed responsible for work with the personnel reserve?

Typically, the management of the personnel reserve of the organization is the responsibility of the head or ordinary specialist of the service. In large organizations create a special department. To achieve results in working with the Kyrgyz Republic, connect direct managers and reservists to this issue.

For each post there should be about 2-3 people. Make a list, count the number of potential jobs.

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

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

4. What are the different ways to nominate candidates for personnel reserve?

There are three main methods of promotion: direct manager, supervisor, employee self-nomination.

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

The following errors are distinguished when working with CD:

• work is underway without proper management support under pressure from staff and training;
• financial constraints do not allow the use of a number of areas for training reservists;
• reserve for managerial positions is formally;
• fuzzy 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 for closing top positions in the organization. The procedure for working with them is different in that higher demands are made on specialists.

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

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

• if there are open targeted vacancies, consider candidates for replacement from among successful reservists;
• plan and organize adaptation measures ;
• in the absence at the time of completion of the training program for reservists of open vacancies, plan activities to retain prospective employees.

As a result of the work done to create and develop the reserve, realize the goals for which the Kyrgyz Republic was created, and develop additional measures to retain valuable employees. Do not forget that managing the personnel reserve is not just a formal procedure, but a real job that needs to be systematically given time.

Given the global shortage of qualified personnel, the task of creating and managing a personnel reserve is becoming relevant for most large companies.

In practice, there are two main approaches to ensure the organization of highly qualified personnel at the expense of internal reserves:

•   personnel reserve management;
•   talent management.

These approaches aim to:

•   minimize the risk of losses, the appearance of which is inevitable in connection with the departure of key employees;
•   maximize the use of the internal human resources of the organization;
•   to manage the motivation of promising employees, using focused activities on their professional development and career support.

Work with personnel reserve should begin from the moment of registration of the organization. Human resource risks must be constantly monitored.

Personnel reserve- This is a group of managers and specialists with the ability to manage, meeting the requirements of a position of one rank or another, who have been selected and have undergone systematic targeted qualification training.

The presence of a reserve of personnel will ensure the filling of vacant posts in the event of dismissal of employees, their illness, vacation or business trip. The formation of a personnel reserve is carried out on the basis of professional selection of personnel, the results of certification (assessment) of personnel, the study of personal files of employees, staffing, career plans for employees.

Work with the personnel reserve in the personnel management system is complex (Fig. 7.1).

Starting to create a personnel reserve, an internal PR   and report on innovations in the organization. Explain the essence and purpose of the new personnel direction. Explain that from those

Fig. 7.1

who are included in the personnel reserve in the selection process, they do not expect momentary professional feats, but will provide the opportunity and time for the development of their knowledge and skills.

The personnel reserve is formed not only within the company - sometimes the candidate is invited from the outside. In such a case, a specialist working in another organization knows that he will be invited if the post is vacated. An external talent pool requires an employer company to be more attractive to a potential employee. Therefore, it is used, as a rule, by large companies.

The procedure for the formation of a personnel reserve and work with it should be regulated, coordinated with other personnel processes. It is advisable to have a provision on the personnel reserve in the organization. An example of a draft provision on personnel reserve is presented in Appendix 9.

The provision on the personnel reserve should provide benefits to the reservists and punishment - exclusion from the reserve. Benefits can be very different: increase in wages after inclusion in the personnel reserve; material assistance paid when an employee goes on vacation; an improved social package, etc. If possible, a bonus should be provided for innovations introduced by reservists or by themselves, as well as intangible incentives.

Excluding from the reserve for a year or at all is possible both at the personal request of the employee (at his request), for health reasons, and for objective reasons (lack of desire to study, low assessment results). Another possible reason for the exclusion of the reservist from the composition - the reservist refused to take the vacancy that he was offered.

Examples of personnel reserve formation in various companies:

1. In a large construction department, a regulation has been developed and adopted on the formation and work with the personnel reserve. Its structure:

General Provisions

Basic principles of personnel reserve.

Reserve formation procedure.

Selection and selection of candidates; exclusion from the reserve.

Training of specialists and managers enrolled in the reserve.

Motivation of employees for a long-term relationship with the organization.

Implementation of the reserve.

Valuation of employees in reserve.

The final position.

• 2. PJSC Rosneft Oil Company. The personnel reserve program includes systematic work to identify the best, most promising employees, their training and promotion to key management positions. For a company, these are, above all, opportunities for development and career growth. The program involves the formation of a reserve at the positions of the 1st, 2nd and 3rd management echelons. The reserve for the positions of the 1st echelon is middle managers for the target positions of senior managers (vice presidents, heads of structural divisions of the company's management staff, general directors, deputy general directors of subsidiaries and other positions of a similar level). The reserve for the positions of the 2nd echelon of management is lower-level managers for the target positions of middle managers (heads of oil and gas production departments, workshops, departments, departments and their deputies). The reserve for the positions of the 3rd echelon of management is specialists (including young ones) for the target positions of lower-level managers.
• 3. /// ^ - Director of JSC United Shipbuilding Corporation, formulating the rules for creating a personnel reserve, identified six main principles and included them in the provision on personnel reserve:
• 1. The principle of objectivity. The results of professional activity, knowledge, skills, competencies and personal qualities of candidates for admission to the personnel reserve are comprehensively and objectively evaluated. Criteria for assessment are developed by a special commission.

• 2. The principle of equal opportunity. Any company employee can apply for inclusion in the personnel reserve and participate in the selection competition.
• 3. The principle of voluntariness. An employee can enter the personnel reserve only voluntarily. Coercion is not allowed.
• 4. The principle of publicity. Information about the formation of the reserve and work with it is not hidden, it is available to all employees.
• 5. The principle of mobility. An employee who has successfully completed a training program can be nominated and appointed to a position suitable for the level of development of professional and personal competencies, at any time and in any division of the company.
• 6. The principle of personal responsibility. Workers included in the personnel reserve are responsible for self-development and training. The leader who nominated the employee to the personnel reserve is responsible for the success of the subordinate.

Sources of formation of personnel reservei can be:

•   senior employees of the organization;
•   main and leading experts;
• specialists with appropriate education and positively proven in production activities;
•   young professionals who have successfully completed an internship.

Allocate a reserve of development and a reserve of leaders.

Development reserve- A group of specialists and managers preparing to work in the new areas (development of new products and technologies). They can choose one of the career directions - a professional or leadership career.

Reserve managers- a group of specialists and managers who in the future should ensure the effective work of the organization. These employees are career oriented.

When forming a personnel reserve should be guided by the following basic principles (table. 7.1).

The work on the formation of the personnel reserve of the organization consists of several stages (Fig. 7.2).

The executive body of the personnel reserve cannot be any one official or service. It is necessary to create a collegial body (commission), which will include top managers, professional experts in their field, as well as a personnel director and HR managers. The commission should be approved by order of the head of the organization and work in accordance with its plan on a regular basis, the range of its tasks and functions should be spelled out in some local regulatory document of the company.

Principles of formation of personnel reserve

Fig. 7.2.

Commission functions:

•   to develop job profiles for which reservists are being prepared;
•   determine the criteria for evaluating candidates, involving managers and expert staff;
•   to conduct a review of the candidates themselves and form a list of persons included in the personnel reserve;
•   participate in the preparation of the plan and training programs and development (self-training) of reservists;
•   coordinate the training and internship of reservists;
•   participate in the assessment of reservists trained and developed under the personnel reserve program;
•   evaluate and select candidates who can be appointed to a higher position.

Stages of work with personnel reserve:

I. Analysis of the need for personnel reserve.

II. Selection and selection of candidates for the personnel reserve.

III. The formation of the composition of the personnel reserve.

IV. Work with personnel reserve.

Consider the steps of working with personnel reserve in more detail. StageI . Analysis of the need for personnel reserve.

This is the preparatory stage in the formation of the personnel reserve, within which it is necessary to determine:

• the company's need for management personnel for the near or longer term (up to five years);
•   the actual number of the reserve prepared at the moment at each level, regardless of where the employee enrolled in the reserve was trained;
•   the approximate percentage of individual employees leaving the personnel reserve, for example, due to a failure to fulfill an individual training program in connection with a trip to another city, etc .;
•   the number of executives released as a result of changes in the management structure that can be used for management activities in other areas;
•   categories of posts that are basic for creating a reserve for the head of a particular unit, differentiation of the reserve depending on the characteristics of the business;
•   the possibility of selecting deputy group leaders. In this case, the determining factor should be the opinion about their prospects for further growth on the career ladder for all evaluated qualities;
•   personal responsibility of managers for the rational arrangement of a certain category of personnel. For example, the head of the department should be responsible for the arrangement of department heads, and the head of the enterprise for the arrangement of department heads.

Stage II. Selection and selection of candidates for the personnel reserve.

It includes a number of interconnected procedures:

•   analysis of documentary data (employee's personal card, autobiography, characteristics, certification results, etc.);
•   an interview or interview to identify information of interest (aspirations, needs, motives, etc.);
•   monitoring employee behavior in various situations;
•   assessment of the results of labor activity (labor productivity, quality of work performed, performance indicators of tasks by the supervised unit) for a certain period (two years were chosen as such a period with the definition of an interim performance assessment every six months);
•   comparing the qualities of applicants with the requirements of a position of one rank or another.

The selection of candidates begins with an interview conducted by a specialist of the personnel service together with the head of the structural unit in which the employee is currently registered. The purpose of the interview is to identify the candidate’s desire to work in the proposed position and whether he has the necessary qualities: ability to plan his work, see his reserves and prospects, solve problems in a short time, level of preparedness, qualifications, etc. Moreover, the employee must be aware in advance of all the requirements for him.

If necessary, managers and specialists of other departments are involved in the interview, with whom the employee was functionally interconnected in the process of professional activity.

Determining the prospects of candidates, it is advisable to establish the age limit for some categories of posts, take into account the time remaining until the retirement age, the health status of candidates, the time of work in the post, systematic training, innovative potential.

The most important criteria to be taken into account when forming the employee quality system in the process of creating a personnel reserve:

Labor motivation (interest in professional problems and creative work, desire to broaden one’s horizons, orientation toward the future, success and achievements, readiness for social conflicts in the interests of workers and business, to justified risk);

•   professionalism, competence, organizational skills (educational and age qualifications, work experience, level of professional readiness, independence in decision making and ability to implement them, receptivity and ability to innovate, ability to negotiate, argue one’s position, defend it, etc.) ;
•   personal qualities and potential opportunities (intelligence, attentiveness, flexibility, authority, tact, sociability, ability to abstract thinking, emotional stability, motor characteristics, etc.).

This stage ends with the certification or other evaluation procedure of the candidates nominated for the personnel reserve.

The stages of selection of candidates for personnel reserve are given in table. 7.2. For example, in one large construction company, when an employee is included in the personnel reserve, the recommendations of the immediate supervisor are taken into account in the form of a map of the candidate’s assessment criteria (Table 7.3).

Level:

• 1. Does not have sufficient knowledge (skills, abilities) and does not seek to acquire them.
• 2. Has not very deep knowledge (skills, abilities).
• 3. Has sufficient knowledge (skills, abilities).
• 4. Has good knowledge (skills, abilities).
• 5. Has deep knowledge (skills, abilities), on many issues can provide comprehensive advice.

Mark with (V) according to the level of the candidate.

Position_

Stage III. The formation of the composition of the personnel reserve.

Based on the results of the evaluation and comparison of candidates, the preliminary list of the reserve should be clarified and adjusted. In order to optimize the work with candidates, the list of personnel reserve is made up in two parts.

• 1. Candidates for filling certain key positions who are ready to start work immediately or in the near future (from 1 to 3 months), as well as candidates for positions that will become vacant in the near future (1-2 years) and require specific candidate training.
• 2. The strategic reserve is made up mainly of young employees with a high professional level and leadership capabilities, which in the future will be able to hold these positions for a period of 5-10 years.

Personnel reserve selection procedure

Table 7.3

Map of criteria for evaluating a candidate for personnel reserve

(FULL NAME.)

The end of the table. 7.3

An employee can simultaneously be in the operational (as the most acceptable candidate for a position at the lower levels of management), and in the strategic reserve.

The strategic reserve acts as a kind of motivating factor for employees, helping them to visualize the possibility of their career growth and the amount of effort required for this. To list the reserve was not formal, but effective, in its preparation it is necessary to take into account a number of requirements:

•   determine the replaced positions in exact accordance with the nomenclature of posts adopted by the organization and the staffing table and position them depending on the hierarchy of management levels;
• indicate information about the candidate (last name, first name and patronymic; the position held by the employee as of the day the list was made, in strict accordance with the entries in the employee’s employment contract and work book, date and number of the order of appointment; information about the education: what kind educational institution and when graduated, specialty in accordance with the entry in the diploma, the presence of an academic rank or degree; date of birth);
•   indicate the time spent in the reserve (date of enrollment in the personnel reserve);
•   Provide conclusions and recommendations of the latest certification, containing an assessment of the professional, business and personal qualities of the candidate and proposals for his career advancement;
•   reflect the results of the candidate’s potential assessment obtained in the course of his study and selection (compliance with formal requirements, possible level of leadership, ability to learn, ability to quickly master theory and practical skills).

The list of the reserve is compiled by employees of the personnel management service in agreement with the heads of structural divisions, as well as taking into account the results of certification.

The decision to include in the reserve, expressed in the form of an approved list of personnel reserve and secured by an order for the enterprise, is taken by the head of the organization. It is removed from the list taking into account age, state of health, unsatisfactory results shown during the period of stay in the reserve.

The optimal period for which the list of company reserves is compiled is two years, in some companies it is one year. As necessary (dismissal, reduction in employee performance), the composition of the personnel reserve can be clarified. After a two-year period, the list of personnel reserve should be reviewed with the implementation of these procedures and updated.

Stage IV. Work with personnel reserve.

The purpose of work with the personnel reserve is to provide the company with qualified management personnel and narrow-profile specialists at all levels. As part of the development of a system of training, development, advanced training and retraining of personnel, a section should be provided for the training of the personnel reserve of the organization. Differences in the structure and composition of the reserve, as well as the initial preparedness of employees, determine the principle of an individual approach when choosing forms and methods of work, their sequence and duration.

The personnel reserve training program consists of the following sections:

• 1. Theoretical trainingit provides both internal corporate forms of training and those related to referrals to educational institutions and includes:
  •   updating and replenishment of knowledge on certain issues of science and practice of organization management;
  •   improving education related to the previous (basic) preparation of candidates;
  •   training in special disciplines necessary to improve management effectiveness.

The main form of control is the passing of tests (tests), carried out once every six months.

• 2. Special programinvolves the separation of the entire reserve by specialties and training combining theory with practice, including:
  •   business and role-playing games on general technical and special problems;
  •   trainings;
  •   the solution of specific production (commercial, technological, etc.) tasks in the specialties.

The form of control is the development and subsequent protection of specific recommendations for improving the organization and the implementation of the organization.

3.   Individual trainingincludes specific tasks to increase the level of knowledge, skills and abilities for each specific specialist enrolled in the personnel reserve, and is based to one degree or another on the first two sections of the program.

Individual training plans are developed by the reservists in conjunction with their immediate supervisors, agreed with the personnel management service and approved by the senior manager. For example, the individual plan of an employee holding the position of a leading specialist in personnel management is developed by him and the head of personnel management and approved by the deputy director of the company.

Systematic monitoring of the implementation of individual plans is carried out by the heads of units and the personnel service officer responsible for preparing the reserve. The results of the control are reflected in the individual preparation plan and activity evaluation sheet.

To analyze the effectiveness of work with the personnel reserve, a number of qualitative indicators are used (reserve turnover, average tenure in the reserve, successes in training and development programs, etc.), accounting of which will allow timely adjusting the training of reservists and their optimization.

Let us give an example of a training and personnel reserve development program.

The program is based on several fundamental principles:

• 1. Modern managers should be familiar with management theory and professional management tools that have proven their effectiveness.
• 2. A modern manager should be able to analyze the situation, establish causal relationships and find the right solution.
• 3. Each of the management concepts and techniques has its own strengths and weaknesses when they are applied to a specific situation. The manager must anticipate the consequences of this application.
• 4. The purpose of this program is to increase the managerial competence of a group of employees of the organization’s personnel reserve (Table 7.4).

The motivating importance of the personnel reserve increases when working with him in the organization is open.

•   Maslova V.M. Personnel management: a textbook. M .: Yurayt, 2015.
•   www.treko.rushow_article_1460

1. To fill the vacant civil service positions from among civil servants (citizens), a federal personnel reserve, a personnel reserve of a subject of the Russian Federation, a personnel reserve of a federal state body and a personnel reserve of a state body of a subject of the Russian Federation are formed.

2. The federal personnel reserve is formed by the federal state body for managing civil service to fill the posts of the federal civil service of the highest, main and leading groups in the manner determined by the President of the Russian Federation.

3. The personnel reserve of a subject of the Russian Federation is formed by the state body for managing public service of a subject of the Russian Federation to fill the civil service positions of a subject of the Russian Federation by the highest, main and leading groups of civil servants (citizens) included in the personnel reserves of state bodies of the subject of the Russian Federation.

4. The personnel reserve of the federal state body and the personnel reserve of the state body of the constituent entity of the Russian Federation (hereinafter referred to as the personnel reserve of the state body) are formed by the appropriate representative of the employer.

5. The inclusion of civil servants (citizens) in the personnel reserve of a state body is made with an indication of the group of civil service posts to which they can be appointed.

6. The inclusion in the personnel reserve of a state body is carried out:

5) civil servants to fill a vacant civil service post in the order of job growth - according to the results of certification in accordance with paragraph 1 of part 16 of article 48 of this Federal Law with the consent of these civil servants;

6) civil servants dismissed from the civil service in connection with the reduction of civil service posts in accordance with clause 8.2 of part 1 of article 37 of this Federal law or the abolition of a state body in accordance with clause 8.3 of part 1 of article 37 of this federal law, - by decision of the representative of the employer the state body in which the posts of the civil service are being reduced, or the state body to which the functions of the abolished state body are transferred, with the consent of these citizens Danish employees;

7) civil servants dismissed from the civil service on the grounds provided for in paragraph 1 of Article 39 of this Federal Law, with the consent of these civil servants.

7. The inclusion in the personnel reserve of the state body of civil servants in accordance with paragraphs 6 and 7 of part 6 of this article is made to fill the civil service posts in the same group of civil service posts, which includes the last civil service post that is being replaced by a civil servant.

9. The inclusion of a civil servant (citizen) in the federal personnel reserve is made out by a legal act of the federal state body for managing public service, into the personnel reserve of a subject of the Russian Federation - by a legal act of a state body to manage public service of a subject of the Russian Federation, and into a personnel reserve of a state body - by legal an act of a state body.