Personnel reserve planning is organically built into the organization's overall personnel planning system.

Personnel planning is actually target planning, firstly, of the needs in the field of personnel, and secondly, of 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 every organization to have, at the right time, in the right place, in the right quantity and with the right qualifications, the kind of personnel necessary to solve its problems.

Personnel planning includes, first of all, the planning of the need for personnel, i.e. forecasting the situation that may arise in the future regarding personnel.

It is, first of all, about analyzing the situation that has developed 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 a strategy for the promotion, dismissal and replacement of employees in advance in accordance with the goals and objectives of the organization. As part of personnel planning, personnel reserve planning is also carried out to fill managerial positions.

Talent pool planning aims to predict personal promotions, their sequence and accompanying activities. Work with the reserve is planned and carried out for short (1-2 years) and long-term (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 nominate the most promising employees, as well as timely use of additional measures to cover staffing needs (external recruitment) .

First of all, when planning a personnel reserve, all key positions that have a special impact on the organization's activities are determined. As a rule, these are managers not only of the highest, but also of the middle and lower levels. It is important for the organization to know who holds 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 depend 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 be aware of how the organization will change over the coming years. In most cases, it is impossible to accurately determine the future composition of the staff, 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 personnel reserve, it is necessary to determine:

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

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 group of them.

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

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

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

The optimal number of personnel reserve is calculated as follows:

the company's need for management personnel for the short term or longer term (up to five years) is identified;

the actual number of trained in this moment a reserve of each level, regardless of where this or that employee enrolled in the reserve was trained;

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

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

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

Thus, personnel officers carry out a quantitative analysis of the distribution of personnel at a given point in time and determine potential changes in the reserve. Depending on the received data, the optimal quantitative composition of the personnel reserve is determined.

Planning a personnel reserve includes not only determining the organization's potential need for personnel, but also an analysis of the structure of the reserve that exists at a given time.

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

Principles of formation and sources of personnel reserve:

1) The principle of the relevance of the reserve - the need for filling positions must be real.

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

3) The principle of the candidate's prospects - orientation towards professional growth, education requirements, age limit, length of service in the position and career dynamism 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 professional requirements that the head of a particular department, service, workshop, section, etc. must meet, as well as the characteristics of the requirements for the personality of the candidate, based on analysis of the situation in the unit, type organizational culture etc. .

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

executives of the apparatus, subsidiaries of joint-stock companies and enterprises;

chief and leading specialists;

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

young professionals who have successfully completed an internship.

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

For full-fledged work with the personnel reserve, it is necessary to develop a personnel reserve regulation, which establishes 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 to the quantitative and qualitative composition of the reservists. To get 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, establishing the frequency of reporting, determining the circle of persons responsible for their compilation 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 activities of the organization, changes in its organizational and management structure for the near and distant future.

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

changes in the improvement of the structure of governing bodies;

emergence of new divisions;

staff turnover by positions and opening vacancies;

approximate retirement from the reserve.

At the second stage, a specific job structure of the reserve is determined. It is advisable to create it for all management positions of the company and its divisions, especially 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 - top, middle and bottom - 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 leaders at each level;

forecasting the need for managerial personnel in the near and long term as a result of changes and improvements in the administrative apparatus, the emergence of additional administrative positions, and downsizing;

the number of potential vacancies associated with retirement;

expected disposal for various reasons from the reserve.

As a result, the value of the current and prospective need for the reserve is determined. It is desirable to have at least two candidates for each position in the reserve (the second is always necessary to avoid accidents and stimulate the improvement of the first). But it is difficult to work with a large reserve, and the low probability of being appointed to a position reduces motivation.

At the fourth stage, a set of requirements for candidates is formed. These requirements are divided into basic, due to the specifics of the organization (competence, personal qualities, skills), and additional. Additional requirements are often a minimum total seniority, experience as a leader or specialist in the relevant units (research, headquarters, 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 of 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 compliance of candidates with the requirements of the position (workplace), their personal wishes and objective inclinations to management activities. At the same time, one must take into account that not everyone can be leaders, not be afraid of "spots" in the biography, take into account family circumstances. Required special program identifying employees with high potential for growth and advancement, 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, and level of interest. The number of promising personnel includes persons who are interested in career growth and with a probability of more than 0.5 can be appointed to senior positions; then it is established which of them has a great chance of becoming a leader, and the employee's data are studied in detail - first, personal data, then the rest.

At the sixth stage, the selection of persons credited to the reserve takes place (with the conclusion of relevant agreements). The decision is usually made after an interview, which reveals the desire to work in a leadership position, the ability to plan one's work, solve problems in a short time, preparedness, qualifications, and so on. For dominant personalities promotion to the reserve is of great motivating value.

In practice, the following selection principles are followed:

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

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

exclusion of privileges and patronage;

prospects (requires the establishment of an age limit for certain categories of positions or accounting for the time remaining before the onset 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, men under 45 and women under 40 are included in the reserve (usually for medium management positions - up to 30 years). In the US, for middle managers, it is 25-30 years, a maximum of 35 years. The regulation of the manager's age is necessary where, without a competitive selection mechanism, it is difficult to determine clear criteria for effective performance and the results required from an 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 direct supervisors and is based on individual plan work). For managers, it refers to the extent to which the goals of the organization or unit are achieved; for specialists - about diligence, creativity, complexity and timeliness of tasks.

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

Evaluation is carried out in the form of an exam, interview or by an expert on the basis of the average degree of manifestation of the required qualities in them.

The eighth stage of the formation of the reserve is the decision by the first person to include the 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 personnel deployment in the fourth quarter.

In making the final decision, the following are taken into account:

professional characteristics of 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 training;

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

prospects (remaining time until retirement);

performance indicators;

ability to learn;

necessary business skills.

If we sum up the results in 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 (an employee is taken from his ranks and trained according to his own retraining program);

support and promotion of their employees - personnel value policy (works the same way as 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 “tailored” for the company, knows the policy and features of relationships well and quickly adapts to a new position.

the cost of time and money for the selection and training of personnel;

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

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

Creating a talent pool is useful for any organization, however, it is most justified in companies where there is a high turnover of staff. In particular, enterprises retail where the sales staff changes quite quickly. Such companies are forced to have a serious recruiting department or constantly apply to recruitment agencies. Creation and adjustment of work of a personnel reserve allows to save on personnel selection.

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 personnel reserve relevant:

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

for retail companies with high turnover and fast job growth,

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 personnel reserve will also differ:

work with specialized educational institutions or the cultivation of potential employees. Suitable for a company with narrow specifics. Actions: company representatives select from among students and then monitor them during training (progress, specific or in-depth subjects are added), at the end 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: monitoring the work of an employee, identifying potential, assessing risks, conducting selection events with further professional training for promotion (maximum to an operational manager or middle manager), or an internship in a new position under the supervision of a mentor and, as a result, transfer, or refusal to translation - training is not individual;

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

The role of the personnel reserve in personnel management, its planning, features of formation and evaluation. Analysis of the needs in the personnel reserve of the BOU DOD SDUSHOR "Dynamo", development of a program for its formation. Procedures for selecting employees of the organization.

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When forming SD important method evaluation of candidates for reservists analysis of personal documentary data. The following are analyzed: the employee's autobiography, his personal card, past attestation results, grades, information about past training, personal development plans. The purpose of such an analysis is to collect information on the dynamics of its results of work, on the level of education of the employee, on the strategy of its development. This information will help evaluate a candidate for SD according to such criteria as: the desire for development, for self-development; assimilation and application of knowledge gained in the course of training in their activities.

3) To form a managerial reserve, it is necessary to evaluate candidates in two more areas: assessment of the candidate's managerial abilities and assessment of the employee's potential.

a) Evaluation of the managerial abilities of the candidate.

The purpose of the assessment: to determine the presence or absence of managerial abilities of an employee, to determine at what level of development the abilities are, what is the personality trait of the candidate as a leader.

It is necessary to conduct an assessment of both professional employees and managerial employees. Firstly, because if you form SD, then you need to "measure all candidates with one ruler", uniformly. Secondly, maybe in the past, today's leader got to this position by accident and does not have sufficient managerial abilities in this place and in the future. After a series of promotions, he reaches a level where his incompetence is revealed, as his new duties are beyond his strength. He is no longer promoted, but he still remains in the place where he got, although he is still unable to cope with his duties. This process leads to the fact that most positions are occupied by incompetent people who remain in their posts until they retire. Additionally, with such an assessment of already working managers, one can see the individual managerial style of this employee, which means that it is more efficient to work with him in SD.

b) Evaluation of the employee's potential.

The purpose of the assessment: to determine whether or not an employee has the potential to further development abilities (i.e. determine the level of expression of abilities, if any), in the development of specific competencies that are necessary for your SD.

1.5 Formation of a personnel reserve abroad

We have a lot to learn from Western companies and organizations in the field of planning and training a personnel reserve. Their leaders and HR departments prioritize organizing this ongoing, carefully structured process.

A study conducted in the 1980s in the United States revealed an interesting fact: the 40% of companies that made the highest expenses on talent pool training had the highest employee turnover. The main reason for this turned out to be the incorrect organization of work with this reserve, which often manifests itself in an incorrect assessment of candidates or the position for which they are being trained, in insufficient motivation of staff and in the absence of real career prospects for employees or the opportunity to fully use their knowledge and skills. Therefore, many large Western companies today pay great attention to competent organization work on the preparation of a personnel reserve, which helps to avoid such mistakes.

But before talking about the principles of training a reserve of personnel in Western companies and their successful experience in this area, it is necessary to understand some differences between the conditions that exist in Russia and in the West.

First, if in countries with established business traditions, company leaders have long realized the need to create a personnel reserve, then for Russian employers, its preparation has not yet become a common truth.

Secondly, unlike Western managers, whose level of training is homogeneous and who do not need to improve their initial knowledge about business, Russian specialists have different degrees of training - this complicates the process of their professional development and advancement. And, thirdly, in the West, in conditions of stable business, long-term planning of personnel policy (up to 10 years) is successfully functioning. In Russia, however, due to the lack of long-term business experience and its unpredictability, long-term planning is difficult to implement and is associated with the risk of serious miscalculations.

Thus, the personnel reserve provides an opportunity for "natural renewal" in the company, when the outgoing generation is replaced by well-trained qualified fresh personnel. Thanks to the reserve, it is possible to keep the best young personnel in the company, when smart managers and gifted individuals, seeing the futility of their position, begin to leave the company.

The creation of a personnel reserve reduces the company's costs associated with the search and hiring of personnel in order to close one or another vacant position. The necessary personnel are created, "grown" within the company. Employees of the company "see" their possible career ladder, that is, they feel the prospect of development in this company, and thus fewer prerequisites are created for finding another job.

The functioning of the enterprise becomes more efficient and allows for the prompt replacement of vacant positions.

Chapter 2

2.1 general characteristics BOW DOD SDUSHOR "Dynamo"

The sports school employs a young qualified team of teachers. 84% of the team have higher education, 79% have the highest and first qualification categories. Today, under the guidance of 49 trainers-teachers, 2,473 children and adolescents study at the school, 556 of whom live in rural areas. 62% of pupils study on the basis of educational institutions.

The sports school carries out educational activities in accordance with the following normative documents: Federal Law "On Education in the Russian Federation", Order of the Ministry of Education and Science of the Russian Federation dated August 29, 2013 No. 1008 "On approval of the procedure for organizing and implementing educational activities for additional general education programs", Charter, License, state accreditation, local acts of the school.

"The specialized children's and youth school of the Olympic reserve "Dynamo" implements the educational program of physical culture and sports orientation" Specialized training of football players ". The modified educational program is designed for 11-year education of children aged 6 to 18 years.

The organization of the learning process is built taking into account the fulfillment of regulatory requirements and sports results of each age group according to the stages of preparation of football players:

· initial training - 3 years of study;

· initial specialization - 2 years of study;

· educational and training - 3 years of study;

· Improvement of sportsmanship - 3 years of study.

All students all year round have the opportunity to participate in competitions of various levels, according to the calendar of sports events:

Intra-school tournaments, including the School Championship;

· winter championship of the city of Omsk and the Omsk region in football and mini-football;

· club football championship of the city of Omsk and the Omsk region;

· Cup of the Omsk region in football and mini-football;

· All-Russian Festival "Lokobol-Russian Railways";

· Championship of the Children's Football League of Russia;

· Cup of the Football National League of Russia;

· Cup of Russia;

international tournaments.

The selection of gifted football players in specialized classes is carried out annually. Today, on the basis of the Omsk secondary educational institution "Secondary School No. 77", a specialized class has been opened with in-depth study and mastering of the technique and tactics of the basics of playing football. The built class model allows each footballer to receive sports training at the level of his abilities, taking into account physical development.

The sports school is the organizer of sports and recreational events of various levels, 75% of which are held jointly with social partners.

The school is a legal entity under the jurisdiction of the Ministry of Education of the Omsk Region.

Full official name of the school: state educational institution of the Omsk region of additional education for children "Specialized children's and youth sports school of the Olympic reserve "Dynamo".

Abbreviated name: KOU DOD "SDYUSSHOR "Dynamo".

The school as a legal entity has a Charter, a personal account opened with the Ministry of Finance of the Omsk Region, a seal of the established form, a stamp, letterheads with its name.

Management in the institution is carried out on the basis of value-personal interaction, in which each teacher is aware of the importance and necessity joint activities understands the goals of the institution and has a high level of responsibility for their work. The basis of management is a combination of the principles of self-government and unity of command.

The founder of the sports school is the Ministry of Education of the Omsk Region, the Ministry of Property Relations of the Omsk Region.

The direct management of the sports school is carried out by the director - Rusakov Alexander Yakovlevich.

The collegial body of self-government is the Council of the KOU DOD "SDYUSSHOR "Dynamo" (hereinafter referred to as the School Council), which carries out general management this educational institution.

The main tasks of the School Council are the implementation of the state policy on additional education, the direction of the activities of the teaching staff of the school to improve educational work, introduction into practice of the achievements of pedagogical science and advanced pedagogical experience.

medical and support staff;

parents;

The staff is represented by the following groups of persons:

The sports school has its branches in the city of Omsk and in 9 districts of the Omsk region, which are as close as possible to the places where children live:

· Dinamo Stadium is located in the Central Administrative District of the city of Omsk. Address: st. international,

· 4. Public transport stop - Mayakovsky CDC. For the organization of the educational and training process, a hall and two football fields with artificial turf;

· sports complex "Iskra" is located in the Leninsky administrative district of the city of Omsk - st. Gurtiev, 18. Public transport stop - "Television Plant". For training sessions, a standard football field, two mini-football training grounds, a swimming pool, a sports and gym are provided.

· ANO SKTsOP "Avangard" is located in the Leninsky administrative district of Omsk. Address: street 25 years of October, 4. Public transport stop - " River port". Training takes place on an artificial turf football field;

· Sports complex "Siberian Oilman" is located in the Soviet administrative district of Omsk. Address: Mira Avenue, 15. Public transport stop - "Technical University";

· secondary schools of the city of Omsk No. 6, 10, 26, 28, 34, 48, 61, 77, 78, 81, 82, 86, 87, 95, 96, 101, 144, 147, 150, 151; NOU "School" Alpha and Omega ".

Football training groups have been opened in the following districts of the Omsk region: Azov, Bolsherechensky, Isilkulsky, Maryanovsky, Muromtsevsky, Nizhneomsky, Russkopolyansky, Tevrizsky and Cherlaksky. Training sessions are held in sports complexes, on football fields with artificial and natural surfaces.

Legal address: 644010, Russian Federation, Omsk, Dekabristov street, 91.

Actual and mailing address: 644043, Russian Federation, Omsk city, International street, 4.

2.2 Analysis of the personnel potential of the organization necessary for the formation of a personnel reserve

The personnel of the SDUSHOR "Dynamo" is represented by the following groups of people:

1. Administrative staff - 6 people;

2. Teaching staff: main employees - 54 people, part-time workers - 7 people;

3. Service staff - 16 people.

22% of teachers have higher qualification category; 37% - the first category, 20% - the second category.

Teachers with awards, honorary titles - 52%.

The personnel reserve, as a rule, is formed to replace the management staff. The administrative staff in this organization is represented by 5 employees:

1. director of a sports school;

2. deputy director for educational work;

3. Deputy director for educational and sports work;

4. Deputy Director for sports and mass work;

5. Deputy director for administrative and economic work.

Accordingly, in our study, we will design a personnel reserve in relation to the administrative composition of this institution.

Before starting the reserve formation procedures, you should:

1. predict a change in the structure of the management apparatus of the institutions of the system;

2. determine the degree of provision with a reserve of nomenclature positions;

3. determine the degree of saturation of the reserve for each position or group of identical positions (how many candidates from the reserve are for each position or group of them).

In the course of the analysis of the organization in question on all of the above points, we found that:

1. in the next few years, no change in the structure of the management apparatus of this organization is expected, respectively, the number of administrative positions remains unchanged;

2. the degree of provision with a reserve of nomenclature positions is zero, since work on the formation of a personnel reserve is not carried out in this institution;

3. the possible saturation of the reserve for each position is approximately 10 people, based on the arithmetic mean (5 possible vacancies in the administrative staff / 54 key teaching staff)

To determine the optimal size of the personnel reserve, it is necessary to establish the actual number of the currently trained reserve of each level, regardless of where the employee enrolled in the reserve was trained;

As a result of the analysis, it is possible to determine the magnitude of the current and future need for a reserve, which, in addition to the above factors, also depends on the subjective readiness of people to take certain positions.

Accordingly, at the moment in the SDUSHOR "Dynamo" the actual number of trained employees for the formation of a personnel reserve is 30 people, since out of 54 teachers 22% have the highest qualification category, and 37% - the first category.

In the course of the survey, we found that in the next few years there is a high probability of leaving three out of six employees in leadership positions. Consequently, the number of possible candidates for the personnel reserve for each vacant position will be 10 people.

Thus, in the course of our analysis, we determined that staffing The organization we are considering is represented by several groups of people. The degree of provision with a reserve of nomenclature positions is zero, since work on the formation of a personnel reserve in this organization has never been carried out. However, in this organization there is an internal resource in the form of trainers, from which, after certain procedures, it is possible to form a personnel reserve to fill managerial positions.

Chapter 3

3.1 Procedures for selecting employees of the organization for the formation of a personnel reserve

The necessary constituent criteria for enrolling candidates in the reserve are the desire of the employee and his opportunities for managerial growth. The presence of both of them at the same time is of fundamental importance. A person may have excellent qualifications and qualities that make him a potential leader, but if there are no plans for career and managerial growth in his life attitudes, then being in the reserve is not advisable.

In paragraph 2.2, we determined that the number of potential employees who can be included in the personnel reserve of the BEI DOD SDUSHOR "Dynamo" is 30 people. All of them formally have a sufficiently high qualification and can enter the personnel reserve on this basis. However, for each possible position, the number of employees in the personnel reserve should not exceed 2-3 people. All of them must have the necessary knowledge, competencies, motivation, etc. for this. Therefore, when forming a personnel reserve, a thorough selection among the total number of applicants is necessary. We have identified several stages of such selection.

Stage 1.

The desire and ability to occupy managerial positions should be relevant for all persons included in the personnel reserve. In the course of a direct survey, we found that all the employees we studied expressed a desire to enter the personnel reserve. In addition, we carried out a survey according to the "Situations of choosing a profession" scheme, where each employee was asked to answer the question about the reason for choosing the profession for which the employee works in this organization (Table 1).

Table1 . Situations of choosing a profession

Out of 30 applicants for the personnel reserve, 4 chose tradition, 2 chose chance. The situation of debt and target choice accounted for an equal number of the remaining respondents - 12 people each.

Naturally, the motivation of employees who have made their choice consciously (duty, target choice) is much higher, and the high probability of their interest and the possibility of participating in the improvement of the industry to which they are committed allows them to be included in the personnel reserve, even if it is necessary to correct professional and (or) personal characteristics.

Thus, the number of applicants for entry into the personnel reserve has decreased to 24 people

In order to reduce the sample size of candidates, it is desirable that they already have nominal qualifications. In order for the personnel reserve system to be effective, it is necessary to have a set of conditions: a strict personnel policy for the selection of candidates for employment, constantly operating system training, a developed motivational system and a system of certification and evaluation of personnel. (Table 2)

Table2 . Qualification requirements for professional knowledge and skills necessary for performance official duties

Education	Higher professional education in the specialty "Physical culture and sports", or higher education in specialties, relevant functions and specific tasks assigned to structural units
	The Constitution of the Russian Federation, the legislation of the Russian Federation and the constituent entity of the Russian Federation, federal laws, decrees of the President of the Russian Federation, resolutions of the Government of the Russian Federation, regulatory legal acts of the constituent entity of the Russian Federation, other regulatory legal acts in accordance with which activities are carried out in the relevant field, business etiquette rules ; rules and regulations of labor protection, safety and fire protection, official regulations, official regulations, procedure for working with official documentation
	personnel management; prompt adoption and implementation of managerial and other decisions; predicting the consequences of decisions made; conducting business negotiations; preparing a business letter; interaction with other departments, organizations, state bodies, constituent entities of the Russian Federation, state and municipal employees, municipalities, the population; possession of computer and other office equipment, the necessary software

In the course of studying the results of the last certification of the considered group of employees of the BEI DOD SDUSHOR "Dynamo", we determined that all employees have the education necessary for managerial positions. However, according to such characteristics as "Knowledge" and "Skills", only 10 employees showed a positive result.

The immediate supervisors of the assessed employees are mainly involved in the development of a system of competencies, according to which candidates are subsequently assessed. This is necessary to create a "reference profile" effective leader and (or) a specialist, on the basis of which a "reference profile" is further developed in terms of basic competencies for a candidate included in the personnel reserve.

Such a competency profile usually acts as a measure against which an employee is evaluated. This approach is usually recommended when selecting candidates for the operational personnel reserve.

A correctly developed system of competencies and correctly selected assessment tools make it possible to avoid errors in the assessment and subsequently level out errors in the appointment of candidates for the personnel reserve of sports and educational institutions. When carrying out a comprehensive, objective assessment of personnel, the list of candidates for the reserve becomes as transparent as possible, and the process of forming a personnel reserve becomes reasoned and informal.

Drawing up standards of professional competencies is the basis for the competitive selection of candidates for the personnel reserve.

A possible list of competencies included in the professional competency standards for assessing the compliance of candidates for the reserve with the requirements for reserved positions is presented in the table below (Table 3).

Table3 . The list of competencies for determining the compliance of a candidate for the reserve with the requirements for reserved positions

Type of competence	List of qualities	Characteristic
Professional	Professional erudition	Deep and solid professional knowledge
	broad outlook	Knowledge beyond the profession
	work experience	Experience in the sports industry is taken into account
	Network Competence	Knowledge of motivation, resources, understanding of the processes taking place in the industry
	Links portfolio	Cooperation with various participants of business processes
managerial	Leadership	The ability to captivate people, direct them to achieve the goal, regulate relationships in the team
	Ability to plan work	Ability to measure the time and resources required for the work performed
	Ability to distribute work	The ability to give tasks, taking into account the personal capabilities of employees, their workload. Ability to delegate your rights
	Ability to control work	Ability to check the timeliness and accuracy of tasks
	Demanding towards others	The ability to demand from others the high-quality and timely completion of a task, an established schedule
	Self-demanding	Making high demands on yourself
Social	Sociability	The ability to win over people, inspire their confidence. The ability to quickly find the right tone depending on the mood and character of the interlocutor
	Ability to understand others	Ability to listen, understand the situation, understand and accept the arguments of another person
	Kindness, humanity	Sensitivity, attentiveness to people, respect for their opinions, their dignity
	Ability to get along with people. Ability to create positive relationships within a team	Ability to properly build relationships with others, put up with other people's opinions, way of thinking, character
	Willingness and ability to resolve conflicts	The ability to create relationships that positively affect the success of professional activity
	Endurance, balance	The ability to control one's feelings, evenness in behavior
	Reliability	Unity of word and deed, obligatory fulfillment of these promises
	A responsibility	The ability to take responsibility for the results of their activities and the activities of the team
	Moral stability	Resistance to the temptation of profit, commercial risks, etc.
Functional (intelligent characteristics)	Analytic mind	Ability to thoroughly analyze facts, phenomena, highlight the main
	Flexibility of mind	Plasticity, the ability to change plans, ways of solving problems in accordance with changing objective circumstances
	Memory readiness	The ability to quickly and accurately retrieve the desired material from memory
	Resourcefulness	The ability to quickly find a way out of a difficult situation
	Rationalism	Ability to think soundly and logically, make well-considered, rational decisions
	Foresight, insight	The ability to see the prospects of one's work, to foresee the economic and social consequences of decisions made, to predict the development of events
	Innovation	The ability to discard conventional, standard methods that have become unprofitable, the desire to look for new, original solutions
	Intuition	The ability to make the right decision when there is a lack necessary information or in the absence of time to comprehend it
Functional (level of labor activity)	performance, purposefulness, energy	Ability to consistently work hard and challenge and solve complex problems
	Enthusiasm for work	Deep interest in your work
	Enterprise	The manifestation of resourcefulness, practicality, ingenuity
	Personal organization	Composure, the ability to streamline their activities in accordance with the goals. Ability to take independent action
	Productivity	High labor productivity
	Determination	Courage in decision making, the ability to make decisions quickly and enforce them
	Independence	Ability to make responsible decisions and act on one's own initiative, without outside help or guidance
	persistence	Perseverance in overcoming difficulties
	Willpower	Resistance to external pressure, conditions that cause nervous tension, excitement

Assessment results professional competence should be formed in a visual form, for example, in the form of a score according to the criteria.

Assessment of existing competencies, development professional project are carried out based on the results of the assessment of professional competence, which take into account the requirements for profile values ​​for the reserved position.

The degree of expression of competencies among applicants is determined. Expert assessment is carried out on a point scale. The maximum number of points and criteria for assigning a score to a certain type of competence are also established at the stage of developing a system for assessing candidates for the personnel reserve. Here we used a 7-point rating scale and assigned the following criteria:

Table4 .

7 - excellent, exceeds the necessary requirements;

6 - enough level competence, no additional training is required;

5 - good level, requires little preparation;

4 - satisfactory, it is necessary to increase the level of preparedness;

3 - potential presence of expressiveness of competence;

2 - serious preparation is required;

1 - competence is not expressed.

The interpretation of the results is carried out on the basis of a comparison of the obtained values ​​of the severity of the competencies of a particular specialist with profile values. The degree of expressiveness of competencies is calculated as the arithmetic mean of points. Depending on the interval in which a specific indicator of the degree of competence expression falls, it is assigned to one of 4 zones:

1. nominal zone - less than R-D - very weakly expressed qualities of a person, which are practically not observed by experts;

2. potential zone - from R-D to R - human qualities that are poorly manifested in practical activities, but their development is possible as a result of training;

3. promising area - from R to R + D - well-formed and developed skills of a specialist;

4. operational zone - more than R + D - pronounced qualities of a person that are clearly manifested in professional activities. The occurrence of signs in this zone determines the readiness of a specialist for managerial work.

We used the data obtained in the future to analyze information about specific specialists.

In diagram 1, we present the result of assessing the professional competence of specialists - candidates for enrollment in the reserve. In this case, the profile value (P) of a certain type of competence is set to 5, and the allowable deviation is at the level of one.

Diagram1 . The degree of expression of professional competence in 10 specialists.

Thus, according to the results obtained, it can be concluded that the qualities are most pronounced in 2 specialists (3 and 4). They have deep professional knowledge, clearly manifested in practical activities, the level of their professional competence corresponds to the operational zone. The promising area included 3 specialists (5, 9,10), they are characterized by the presence of well-formed and developed professional skills. Accordingly, the listed 5 specialists can be included in the personnel reserve, but after analyzing the severity of other types of competencies. Specialists 2, 6, 7 need in-depth professional training and additional practical skills for further consideration of their inclusion in the personnel reserve. Special attention it is necessary to pay attention to the results of the assessment of specialists who find themselves in the nominal zone (1.8). It is necessary to identify the reasons for such an assessment: reduced adaptation to changing working conditions, low motivation for professional growth, discrepancy between the performed labor function and the capabilities and needs of these specialists.

3.2 Procedure for working with persons included in the personnel reserve

In our study, we were able to identify a group of promising employees, from among whom it is possible to form a personnel reserve of the organization in question. However, in the future, it is also necessary to work with employees of the already formed reserve. Through the analysis and generalization of many programs for working with the personnel reserve, we offer our own program, which can be implemented in the Dynamo Children's and Children's Sports School.

At this stage, the task is to develop the professional skills and knowledge of reservists necessary for them to successful work in a reserved position and evaluating the effectiveness of work with the personnel reserve. To solve it in ideal an education program is being developed, part of which is the training of personnel reserve specialists. Such a program may include trainings and seminars, conferences and internships, as well as a second higher education.

Individual development plans are drawn up for each reservist, which includes a career development plan and those skills that need to be additionally mastered for the position for which he was approved as an understudy.

It is advisable to generalize and include the most common training needs for all reservists into the general training program (corporate trainings, seminars, mentoring system).

To solve problems, a general system of training and development of employees is being formed, which includes a number of activities aimed at developing the professional, business and personal qualities of employees.

The employee development system should include not only various educational programs, but also activities in the following areas:

development of the necessary qualities in reservists to work in a reserved position;

· strengthening the positive image of reservists;

· Giving reservists a certain status, which increases their prestige in sports and educational institutions.

It is impossible not to take into account such an important factor as the moral and material incentives for employees in the reserve. It is possible to introduce a system of incentives for successfully studying under the personnel reserve training program, for example, based on the results of successfully passing exams, tests, passing tests.

When developing programs for the individual development of employees, the length of service of each of them, their needs and desire to move in the proposed direction, individual and psychological characteristics, and the presence of leadership qualities should be taken into account as much as possible.

For vocational training the following methods can be used:

individual training under the supervision of a senior manager;

· an internship in a position in one's own and (or) another institution;

Studying at a university and (or) courses, depending on the planned position.

To prepare the reserve, several types of programs can be developed and approved.

The general program may include theoretical training - updating and replenishing knowledge on certain issues of management theory and practice; improving the education of candidates enrolled in the reserve, related to their previous (basic) training; training in special disciplines necessary to improve management efficiency. Form of control - passing the exam (tests).

A special program provides for the division of the entire reserve into specialties. Training combining theory and practice is carried out in the following areas: business games in general and special problems; solution of specific production tasks in specialties. The form of control is the development of specific recommendations for improving the work of sports and educational institutions and their protection.

Individual program includes specific tasks to improve the level of knowledge, skills and abilities for each specialist enrolled in the reserve in the following areas: internship in advanced and (or) problematic institutions of the sports industry, internship in a reserve position.

Socio-psychological preparation. To facilitate the process of adaptation to a new position, it is necessary to include candidates in a new management system for them, to acquaint them in detail with the rules and technologies of communication and decision-making, to introduce them in a new capacity in labor collective. For many, a change in status (colleague - boss) becomes a big problem, so it is necessary to think through adaptation procedures for both the "young" boss and his "new" subordinates.

Thus, by organizing work with the personnel reserve through various programs, the personnel department will achieve a number of goals:

Definition of key competencies, the presence of which ensures the success of the unit/institution/industry;

regular audit of competencies;

assessment of the availability of competencies and the potential for their development among the employees of the institution;

development of key competencies of employees to the level required for the successful functioning of the unit/institution/industry;

· reduction of risks during the rotation and dismissal of key employees of the main units, ensuring the possibility of a planned replacement of aging personnel;

· formation of a reserve of employees with the necessary level of key competencies for potential replacement of managerial positions at various levels of the hierarchy;

· formation of development plans and implementation of the training program. Monitoring the results of the development of the personnel reserve

As a control over the results of the development of the personnel reserve, periodic evaluation can be used. The main focus of the assessment is on assessing the progress in the level of managerial knowledge and skills of the reservists, namely, how the employee develops his potential.

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 his further preparation for a managerial position.

The form of control can be the development and subsequent protection of specific recommendations for improving and implementing the activities of a unit/institution/industry.

For greater objectivity in the evaluation of candidates and the analysis of career development opportunities, a performance evaluation sheet can be introduced. It reflects in points:

the productivity of the worker;

assessment of his qualifications, knowledge, professional leadership and communication skills;

the ability to solve problems;

growth prospects.

The persons responsible for the formation of the reserve once every six months evaluate the results achieved by the candidates enrolled in the personnel reserve. With the same frequency, the feasibility of measures to work with the reserve in the context of the development of the institution / industry is assessed and changes are made to the corresponding plans.

To analyze the effectiveness of work with the personnel reserve, you can use a number of quantitative indicators (the effectiveness of the training of management personnel within the enterprise, the turnover of the reserve, the average length of stay in the reserve, the readiness of the reserve), taking into account which will allow you to timely adjust the training of reservists and their reshuffle.

It is also possible to build a system for the acquisition by reservists of practical experience in a reserved position. At the stage of building a system for the acquisition by reservists of practical experience in a reserved position, the following is carried out: replacing a reserved employee in the absence of him at work for various reasons, acquiring by a reservist experience in communicating with subordinates of a reserved one. Ideally, after completing a cycle of practical training, the period of which is determined for each position individually, the reservist should be able to cope with the tasks of the reserved for a long time and perform the full range of work for this position.

This stage serves to test the knowledge and skills of the reservists, as well as to gain practical experience in the reserved position. At this stage, a significant role is played not only by the acquired new knowledge and the opportunity to apply it in practice, but also by the will of the management to attract reservists to active work.

Certain difficulties in working with reservists may be caused by the desire of some of them to immediately begin to fulfill their official duties in a reserved position. This problem can be most effectively solved by appointing a reservist to the newly introduced position of the deputy of the reserved one or by assigning additional duties to him by appointing him as the head of any direction of work.

The persons responsible for the formation of the personnel reserve, at this stage, have to solve a number of psychological problems that may arise both for reservists and for reserved workers, in order to avoid a conflict, employees should be influenced in two directions:

The reserved person needs to explain the meaning of creating a reserve for his position, give him the opportunity to feel like a mentor, emphasize the importance of his work not only for a particular institution, but also for the industry as a whole, and explain that the preparation of a reserve is necessary for sustainable development;

· The reservist must be clearly explained that he will take this position not just after going through all the stages of work with the personnel reserve, but when the management is sure that such a replacement is appropriate and will bring the desired results.

It should be noted that at this stage, a significant role in consolidating the results of painstaking work previous periods plays the adequacy and timeliness in the response of the management and those responsible for the formation of the personnel reserve to the positive changes that occur with the employee during the training of the reservists. Otherwise, demotivation of the employee is inevitable, and it will eventually lead to dissatisfaction and the employee's entry into the labor market. This situation can and should be prevented by including the concept of reservist responsibility in the training program for reservists.

Thus, we have determined the procedures for selecting employees of the organization for the formation of a personnel reserve, which include several stages. At each stage, the number of applicants for the personnel reserve is steadily declining. At the final stage, we have only five of the most promising applicants left, of which it is advisable to form a personnel reserve in the future.

However, work with the personnel reserve at this level should continue further in the form of the implementation of vocational training programs, adaptation to a new workplace, etc. All these procedures are aimed at further improving the professional qualities of persons included in the personnel.

Conclusion

1. Thus, in accordance with the first task, we managed to reveal the essence and principles of the formation of a personnel reserve. We have determined that the personnel reserve provides an opportunity for "natural renewal" in the company, when the outgoing generation is replaced by well-trained qualified fresh personnel. Thanks to the reserve, it is possible to retain the best young personnel in the company.

The creation of a personnel reserve reduces the company's costs associated with the search and hiring of personnel in order to close one or another vacant position. The necessary personnel are created, "grown" within the company. Employees of the company "see" their possible career ladder, that is, they feel the prospect of development in this company, and thus fewer prerequisites are created for finding another job. The functioning of the enterprise becomes more efficient and allows for the prompt replacement of vacant positions.

2. In accordance with the second task, we studied the methods of selection of candidates, the main stages of the formation of the reserve. It was found that the creation of a personnel reserve is a painstaking work that is carried out in several stages. This process involves employees who claim to take a managerial position in the future, personnel workers, and heads of departments.

3. According to the third task, we carried out an analysis of the needs for the personnel reserve of the BEI DOD SDUSHOR "Dynamo". We found that work on the formation of a personnel reserve in this organization has never been carried out. However, in this institution there is a human resource in the form of trainers, from which it is possible to form a personnel reserve to fill leadership positions.

4. In accordance with the fourth task, we managed to develop recommendations for improving the formation of the personnel reserve of the organization in question. We were able to determine the procedures for selecting employees of the organization for the formation of a personnel reserve, described all the stages necessary for this and reflected the results of the research at the end of each of them.

We also presented a program for further professional training and adaptation in the new workplace of those employees who will be included in the personnel reserve.

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55. Planning and organization of work with a reserve of personnel

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

Talent pool plans can be drawn up in the form of replacement schemes. They take various forms depending on the traditions of various enterprises. It can be said that substitution schemes are options for the development of an organizational structure focused on specific individuals with different priorities.

Organizations have developed a certain procedure for selecting and enrolling in a 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 have higher education; the decision to include employees in the reserve groups is made by a special commission and approved by an organization order; for each employee (trainee), the head of the internship (main) and the head of each stage of the internship are approved, who draw up an individual plan for the internship at each stage; the leaders of the trainees included in the personnel reserve group receive material remuneration for the successful completion by the trainee of the stages of the system of service and professional advancement. All persons enrolled in the reserve are subject to registration in the personnel services. Attestation sheets, documents on advanced training, training at the IPK, at the FPC, reports on the results of internships, and characteristics are filed into the personal files of candidates for nomination. At the same time, an assessment is made of the activities of each employee enrolled in the reserve for the past year, a decision is made to exclude or leave him in the reserve.

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Today, with a global shortage of qualified specialists, the formation and organization of work with a personnel reserve is more relevant than ever for an employer. It allows, for example, to quickly find a replacement in case of illness, vacation, business trip or dismissal of the main employee. This is one of the most important personnel management technologies, because the “churn” must be predicted as much as possible in order to strengthen the personnel potential of the enterprise and provide it with personnel.

The essence and objectives of the work of the personnel reserve

First, the regulatory framework is determined, the goal is identified, the principles, criteria and system for evaluating the candidate, the duties of responsible persons are determined.

What acts govern the work with the personnel reserve? The main regulatory framework for working with the personnel reserve is Decree of the President of the Russian Federation No. 96 dated March 1, 2017. Also, local provisions may be adopted by the employer.

The main goals include:

• identification of personnel potential;
• the prospect of closing existing vacancies;
• increasing the efficiency of the workflow due to its continuity;
• raising the prestige of the enterprise in the labor market, because it can train managers and specialists not only for itself, but also for other budgetary organizations and government agencies.

Principles of work with personnel reserve

The principles are:

• selection of candidates for nomination taking into account their personal qualities;
• overcoming the age and educational qualifications;
• selection of at least two candidates for each vacant position;
• principle of search based on wide publicity.

At the same time, both directly employees and people “from outside” can be accepted.

Candidate Selection Methods

There are two main methods of providing an enterprise with personnel: at the expense of internal reserves and attracting resources from outside.

Both approaches aim to minimize the risk of key employees leaving; maximize the use of internal human resources and motivate promising employees.

If the management system is well debugged, then such a tool will be a constant source of personnel.

The main forms of work with the personnel reserve are the education and training of specialists directly at the production site.

• involvement in activities to improve production;
• studying the experience of other enterprises;
• training newly hired leaders with more experienced ones;
• part in seminars, meetings, presentations.

Stages of formation

There are the following stages of work with the personnel reserve:

1. Search for candidates based on the submitted documents, direct interviews, evaluation of the results of labor activity, verification of the compliance of the declared qualities with the requirements, etc. Those interested in career growth, who are better professionally trained, are considered more promising.
2. Assessment of the professional knowledge, skills and experience of the applicant. Often carried out in the form of certification. Competence, orientation to the future, readiness to resolve conflicts and reasonable risk, organizational and managerial abilities, personal qualities and potential capabilities of the applicant are taken into account.
3. Formation of lists based on the results of evaluation and comparison of candidates. The reserve is operational (applicants who are ready to start working immediately or in the near future are enrolled) and strategic (for positions that will become vacant in the near future).

Selection and preparation of candidates

The selection of candidates begins with filling out a questionnaire. Of these, the composition of participants is formed for the assessment: group or individual interviews (interviews). Based on the results of the selection, a candidate may be nominated to the reserve staff for one or more positions. After that, you can start training, so that in the event of an open vacancy, this person can immediately close this position. Based on the results, individual training plans are drawn up, indicating activities aimed at developing the qualities necessary for successful work in the position. Internships may be provided to acquire relevant experience or advanced training in accordance with the chosen specialization.

Organization of competitions for positions

Information about is open, is in the public domain, both for employees of the enterprise, and for all interested and interested persons. An appropriate order is issued on the holding of the competition, which is placed on a medium where a potential candidate can see it (for example, on the official website on the Internet).

Organization of work with a personnel reserve in a physical culture and sports organization (on the example of the stadium BOU DOD SDUSHOR "Dynamo")

graduate work

1.3 Talent pool planning

Personnel reserve planning is organically built into the organization's overall personnel planning system.

Personnel planning is actually target planning, firstly, of the needs in the field of personnel, and secondly, of 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 every organization to have, at the right time, in the right place, in the right quantity and with the right qualifications, the kind of personnel necessary to solve its problems.

Personnel planning includes, first of all, the planning of the need for personnel, i.e. forecasting the situation that may arise in the future regarding personnel.

It is, first of all, about analyzing the situation that has developed 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 a strategy for the promotion, dismissal and replacement of employees in advance in accordance with the goals and objectives of the organization. As part of personnel planning, personnel reserve planning is also carried out to fill managerial positions.

Talent pool planning aims to predict personal promotions, their sequence and accompanying activities. Work with the reserve is planned and carried out for short (1-2 years) and long-term (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 nominate the most promising employees, as well as timely use of additional measures to cover staffing needs (external recruitment) .

First of all, when planning a personnel reserve, all key positions that have a special impact on the organization's activities are determined. As a rule, these are managers not only of the highest, but also of the middle and lower levels. It is important for the organization to know who holds 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 depend 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 be aware of how the organization will change over the coming years. In most cases, it is impossible to accurately determine the future composition of the staff, 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 personnel reserve, it is necessary to determine:

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

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 group of them.

The result of these works is the determination of 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 near and long term. It is influenced by the emergence of additional management positions, the formation of vacancies associated with retirement, staff reductions, the presence of an already prepared reserve, the intensity of the departure of employees for various reasons from its composition. The size of the reserve also depends on the willingness of people to take the vacated positions.

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

The optimal number of personnel reserve is calculated as follows:

the company's need for management personnel for the short term or longer term (up to five years) is identified;

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

the approximate percentage of leaving the personnel reserve of individual workers is determined, for example, due to failure to fulfill an individual training program, in connection with departure to another area, etc.;

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

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

Thus, personnel officers carry out a quantitative analysis of the distribution of personnel at a given point in time and determine potential changes in the reserve. Depending on the received data, the optimal quantitative composition of the personnel reserve is determined.

Planning a personnel reserve includes not only determining the organization's potential need for personnel, but also an analysis of the structure of the reserve that exists at a given time.

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

Principles of formation and sources of personnel reserve:

1) The principle of the relevance of the reserve - the need for filling positions must be real.

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

3) The principle of the candidate's prospects - orientation towards professional growth, education requirements, age limit, length of service in the position and career dynamism 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 professional requirements that the head of a particular department, service, workshop, section, etc. must meet, as well as the characteristics of the requirements for the personality of the candidate, based on analysis of the situation in the unit, type of organizational culture, etc. .

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

executives of the apparatus, subsidiaries of joint-stock companies and enterprises;

chief and leading specialists;

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

young professionals who have successfully completed an internship.

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

For full-fledged work with the personnel reserve, it is necessary to develop a personnel reserve regulation, which establishes 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 to the quantitative and qualitative composition of the reservists. To get 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, establishing the frequency of reporting, determining the circle of persons responsible for their compilation 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 activities of the organization, changes in its organizational and managerial structure for the near and long term.

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

changes in the improvement of the structure of governing bodies;

emergence of new divisions;

staff turnover by positions and opening vacancies;

approximate retirement from the reserve.

At the second stage, a specific job structure of the reserve is determined. It is advisable to create it for all management positions of the company and its divisions, especially 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 - top, middle and bottom - 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 leaders at each level;

forecasting the need for managerial personnel in the near and long term as a result of changes and improvements in the administrative apparatus, the emergence of additional administrative positions, and downsizing;

the number of potential vacancies associated with retirement;

expected disposal for various reasons from the reserve.

As a result, the value of the current and prospective need for the reserve is determined. It is desirable to have at least two candidates for each position in the reserve (the second is always necessary to avoid accidents and stimulate the improvement of the first). But it is difficult to work with a large reserve, and the low probability of being appointed to a position reduces motivation.

At the fourth stage, a set of requirements for candidates is formed. These requirements are divided into basic, due to the specifics of the organization (competence, personal qualities, skills), and additional. Additional requirements are often a minimum total seniority, experience as a leader or specialist in the relevant units (research, headquarters, 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 of 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 compliance of candidates with the requirements of the position (workplace), their personal wishes and objective inclinations to managerial activities. At the same time, one must take into account 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 advancement, 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, and the level of interest. The number of promising personnel includes persons who are interested in career growth and with a probability of more than 0.5 can be appointed to senior positions; then it is established which of them has a great chance of becoming a leader, and the employee's data are studied in detail - first, personal data, then the rest.

At the sixth stage, the selection of persons credited to the reserve takes place (with the conclusion of relevant agreements). The decision is usually made after an interview, which reveals the desire to work in a leadership position, the ability to plan one's work, solve problems in a short time, preparedness, qualifications, and so on. For dominant personalities promotion to the reserve is of great motivating value.

In practice, the following selection principles are followed:

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 patronage;

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

The age of candidates for the reserve depends on the position. In accordance with domestic practice, men under 45 and women under 40 are included in the reserve (usually for medium management positions - up to 30 years). In the US, for middle managers, it is 25-30 years, a maximum of 35 years. The regulation of the manager's age is necessary where, without a competitive selection mechanism, it is difficult to determine clear criteria for effective performance and the results required from an employee.

When enrolling in the reserve, first of all, they take into account how a person copes with the current work (this is controlled by direct supervisors and is based on an individual work plan). For managers, it refers to the extent to which the goals of the organization or unit are achieved; for specialists - about diligence, creativity, complexity and timeliness of tasks.

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

Evaluation is carried out in the form of an exam, interview or by an expert on the basis of the average degree of manifestation of the required qualities in them.

The eighth stage of the formation of the reserve is the decision by the first person to include the 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 personnel deployment in the fourth quarter.

In making the final decision, the following are taken into account:

professional characteristics of 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 training;

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

prospects (remaining time until retirement);

performance indicators;

ability to learn;

necessary business skills.

If we sum up the results in 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 (an employee is taken from his ranks and trained according to his own retraining program);

support and promotion of their employees - 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 “tailored” for the company, knows the policy and features of relationships well and quickly adapts to a new position.

the cost of time and money for the selection and training of personnel;

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

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

Creating a talent pool is useful for any organization, however, it is most justified in companies where there is a high turnover of staff. In particular, retailers, where the sales staff changes quite quickly. Such companies are forced to have a serious recruiting department or constantly apply to recruitment agencies. Creation and adjustment of work of a personnel reserve allows to save on personnel selection.

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 personnel reserve relevant:

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

for retail companies with high turnover and fast job growth,

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 personnel reserve will also differ:

work with specialized educational institutions or the cultivation of potential employees. Suitable for a company with narrow specifics. Actions: company representatives select from among students and then monitor them during training (performance, specific or in-depth subjects are added), after graduation, 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: monitoring the work of an employee, identifying potential, assessing risks, conducting selection events with further professional training for promotion (maximum to an operational manager or middle manager), or an internship in a new position under the supervision of a mentor and, as a result, transfer, or refusal to translation - training is not individual;

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

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