Formation of a personnel reserve: step-by-step instructions

Concept

The personnel reserve should be understood as a list of persons who are capable of performing the functions and tasks of specialists in a certain position of a higher rank due to their abilities, knowledge and skills.

To be included in the reserve, an employee must have high knowledge and ambition for professional advancement. Such promotion should be understood as occupying leadership positions, which requires the candidate from the reserve to meet certain requirements and characteristics.

The personnel reserve includes internal and external reserves

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

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

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

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

The external personnel reserve is formed from:

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

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

The importance of personnel reserve

The purpose of the personnel reserve is stated in legislation at the federal level. For example, the order of the Government of the Russian Federation “On approval of the federal program “Training and retraining of the reserve of managerial personnel”” speaks of the need to train qualified managers for all areas, especially government bodies, which is associated with the socio-economic changes taking place in the state. After the adoption of this document, some more bills were added that defined and supplemented the process of creating personnel reserves in government agencies and bodies. Such orders have been developed for many ministries (Ministry of Internal Affairs, Ministry of Agriculture, Ministry of Transport, Roskomnadzor, etc.)

The importance of the personnel reserve is multifaceted and for specific organizations that expect to operate for a long time and have growth prospects, they care about reducing personnel risks, especially in managerial positions.

HR goals

The purposes of creating a reserve are:

prompt resolution of problems associated with the departure of key managers;
significant savings in financial and time costs for searching, selecting and training personnel;
professional growth of employees;
increasing employee loyalty and motivation to work (including the lack of fear among “reservists” of the difficulty of fulfilling upcoming duties and suddenly assigned tasks);
developing in employees an understanding of their own value for the employer;
preparing specialists for future changes in the organization;
the opportunity to “polish” your personnel, which will meet the requirements of your organization;
reducing staff turnover;
retention of promising personnel in the company.

The process of forming a personnel reserve is quite complicated. It requires the involvement of not only the head of the company and the personnel department, but also other specialists (lawyers, psychologists, trade unions, etc.). In this connection, issues of personnel reserve are resolved, as a rule, collectively with the help of a special body (or commission).

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

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

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

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

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

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

Basic documents

Such a regulation on the formation of a personnel reserve should include the following sections:

goals and objectives of the personnel reserve;
principles of creation;
list of positions for which the personnel reserve is formed;
order of formation;
candidate selection criteria;
training program;
criteria for deduction from the reserve;
analysis of the efficiency of working with reserves.

This provision may also contain information about sample documents that must be drawn up in the process of working with the reserve.

General provisions

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

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

Types of personnel reserve

Candidates must fully meet the requirements for the position for which they are placed on the reserve. However, this also includes those who have a high potential for further professional advancement, but have less experience or are not sufficiently prepared. As a rule, 2 candidates are selected for each position.

By type of activity, a development reserve and a functioning reserve are distinguished. In other words, a reservist can choose between two career paths - professional and managerial.

Based on the time of appointment, a group of candidates currently nominated for a higher position and a group of candidates for the next one to three years are formed in the personnel reserve.

The personnel reserve can be internal and external. Creating an internal one is a more studied process that requires less financial costs. Such a reserve is more often used in practice.

External reserve involves attracting candidates from outside.

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

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

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

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

How is it formed

The current system of forming a personnel reserve represents painstaking work to identify promising employees (or recruit them) as the most suitable and meeting the requirements of management positions.

The system has certain rules. The order of formation is as follows:

form a body that deals with these issues;
develop internal regulations, that is, a document in which it is necessary to reflect all procedures for creating a reserve;
create mechanisms for implementing the developed rules.

Proper creation of such a system is the key to successful optimization of the company’s headcount.

Youth reserve

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

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

Step-by-step formation scheme

Let's consider the stages of forming a personnel reserve, which involve a certain sequence of stages:

analysis of the current situation:
assessment of the need for new managers or specialists for the next 1-3 years;
compiling a list of positions for the new reserve;
determining the availability of existing replacement specialists;
specifying the list of specialists;
analysis of the effect of the reserve that was created earlier.

The selection of the necessary candidates for inclusion in the reserve occurs in the following stages:

analysis of employee questionnaire data;
conducting an interview;
monitoring the employee’s behavior in his relationships with other colleagues;
assessment of performance indicators that characterize his work activity, as well as the results of his performance of specific tasks;
conducting employee certification;
identifying the compliance of the identified qualities with the requirements of the position;
comparison of results for different candidates;
compiling a list of a new reserve with a list of candidates for the position.

This list has its own characteristics:

one person can appear in several sections at the same time: for the near and distant future, as well as for different job options;
collecting the maximum amount of information about the candidate, for example, personal data, certification results, potential assessment, feedback from colleagues, etc.;
drawing up recommendations for a professional development program.

The list obtained in this way is approved by the head of the organization.

Further work is structured as follows:

reviewing the register of candidates from time to time;
replenishing the list if necessary;
exclusion from the list of employees who no longer meet the requirements;
adjustment of employee training programs;
analysis of the effectiveness of using the registry, forecasting and changes.

Formation technology

There are several sources for obtaining information about the candidate:

job interview;
information sheet of the employing organization;
personal consultation;
Regulations on personnel reserve.

A job interview can take place in a businesslike or less formal manner. Based on its results, a personnel employee can apply to include a particular person in the reserve.

Information about the upcoming “recruitment” can be found:

on the official website of the enterprise;
on the employment center website.

The position is available to all current employees. The text contains the basic procedure and conditions for inclusion in the composition. The content of the Regulation consists of three main parts.

Introductory:

concept of personnel reserve;
its principles;
goals and objectives;
sources of formation.

Main:

reserve calculation;
requirements for candidates;
identification of candidates;
establishing training programs;
analysis and evaluation, etc.

Final:

conclusions;
date of approval;
manager's signature.

Sample documents, diagrams, schedules, lists of responsibilities, etc. are attached to the Regulations.

Documents for download (free)

Regulations on personnel reserve (sample)

The formation technology consists of several stages:

Nomination of an employee. The person’s age, work experience, education, knowledge, psychological characteristics, etc. are taken into account. Self-nomination is also possible, when an employee proposes his candidacy.
Evaluation of candidates. An analysis of personal documents (on education, questionnaires, certification, advanced training, etc.) is carried out, and an interview is carried out. An employee can be in either an operational or strategic position.
Preparation (additional training, internship or temporary replacement).
Formation of the composition.

An employee may be excluded from the composition, either on his own initiative or by decision of the commission.

Calculation of the need for specialists

Personnel needs are:

quantitative - compliance of the numerical indicator of employees at the enterprise with the planned one;
quality – compliance with the level of professional training.

There are several ways to calculate the “depth” of the reserve:

Service standards method. The number of specialists is determined according to established standards.
Method of expert assessments. Personnel requirements are determined by experienced management. It comes in two types: simple and extended. In the simple form, the need is determined by the manager, in the extended form - by experts.
Calculation of requirements, which is calculated by adding the basic and additional requirements. Wherein:

the basic need is calculated according to the volume of production and production standards;
additional demand is calculated as the total, adjusted for the retirement rate (the value of the latter is in the range from 2 to 4 percent);
the total need is determined according to staffing schedules (taking into account the automation of work processes).

The choice of method is the prerogative of the employer, taking into account all influencing factors: the state of the labor market, features of the technological process, changes in legislation, personnel policies of competitors, etc.

Criteria for inclusion of candidates

When creating lists, the following criteria are taken into account:

experience;
professional quality;
education;
additional education and retraining;
quality of service;
recommendations;
results of testing and other studies.

For certain positions, additional requirements are put forward, which are specified in the local Regulations, Art. 8 Labor Code of the Russian Federation.

Personnel assessment process

Main types of personnel assessment:

systemic, which is carried out by clearly defining all the characteristics of assessment (process, frequency, criteria, measurement methods);
unsystematic.

The main assessment procedures are as follows:

preparing an assessment - involves collecting preliminary information;
directly assessing the employee through the creation of expert groups that assess the level of knowledge, skills, abilities and results of the employee’s work;
the assessment stage, which includes a commission meeting in the following order: inviting an employee and his supervisor, reviewing materials, listening to interlocutors, discussing the results, drawing up a conclusion, drawing up a protocol;
the decision-making stage, after which a conclusion is formed taking into account the conclusions and proposals of the commission; at the same stage, recommendations are made on the need to promote the employee to a higher position.

How the competition is held

We should also talk about holding a competition for the personnel reserve. The procedure for this procedure is also clearly regulated by the company’s internal documents. To carry out such a procedure, special competition commissions are formed in the organization:

to conduct a competition to fill a vacant position;
for holding a competition to form a reserve.

The competition procedure can be started only if there are at least two applicants for the personnel reserve. Otherwise, the competition is considered invalid.

Main stages of the competition:

submission of a memo by the head of the unit to the chairman of the competition commission;
preparation of all necessary documents for the competition;
an announcement about it is published 20 days before the competition;
documents are being accepted from applicants;
minutes of the meeting of the competition commission are drawn up;
conducting a competitive test by testing participants, as well as issuing a competitive task;
the evaluation of applicants in the competition is carried out;
the selection of the contestant is carried out;
all necessary documents for its acceptance are drawn up.

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

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

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

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

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

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

Features of the state civil service

In order to promote the development of the public service system, as well as improve the procedure for the formation and effective use of the reserve of managerial personnel, a Commission under the President of the Russian Federation on issues of civil service and the reserve of managerial personnel is being formed.

The period of planning and formation of the personnel reserve of the state civil service usually takes from one to three years. The length of stay of individual specialists in the personnel reserve is also on average three years, but with long-term plans of the organization it can reach five years.

Regardless of the timing of the implementation of the “reserve” project and the financial capabilities of the organization, work with the personnel reserve must be carried out among interested parties in an open form (information must be available to employees), this environment must be competitive (several candidates must be selected for a leadership position at once).

The results of professional activity are a very important selection criterion, since they can be used not only to judge the effectiveness of the candidate’s work, but also to evaluate the benefit of enrolling him in the reserve. Such non-material encouragement for a specialist, such as inclusion in the personnel reserve, will serve as a clear example for other employees and motivate them to achieve high work results.

This set of requirements is not exhaustive and can be formed depending on the needs of the organization now and in the future, on the level of staff turnover, as well as on the social, age and other characteristics of the personnel. It is important to understand that excessively strict selection can lead to discrimination against employees.

To manage the personnel reserve, special internal regulations are usually issued. For example, a regulation on the formation of a personnel reserve or a regulation on working with a personnel reserve. At an early stage of implementation of this project, such a document is intended to consolidate:

the procedure for forming a reserve;
tasks that are solved by creating a reserve;
duties and responsibilities of officials forming the reserve;
order and system of work;
replenishment of the reserve and changes in its composition;
reporting system on personnel work and the procedure for maintaining this reporting.

Such a document will emphasize the importance of the work, the seriousness of management’s intentions, and attentive attitude towards employees.

Along with the regulations on the formation of the personnel reserve, a list of positions in the personnel reserve of the state civil service is compiled, which, among other things, determines the number of candidates for the reserve position. Most organizations have talent development programs, retention programs, and reserve lists in case vacancies are filled. At the same time, it is necessary to remember that employees enrolled in the personnel reserve must not only know about this, but also clearly understand their prospects and the requirements that will be presented to them in the event of a real promotion.

Training of “reservists” can take the form of advanced training, obtaining a second higher education, taking courses or internships. A good addition is experience exchange meetings, where employees will share their knowledge and impressions.

At the same time, it is necessary to pay attention to the fact that the expectation of return from specialists reserved and trained for a certain position is meaningless if work with the personnel reserve is not connected with the organization’s strategy, is not supported by the entire corporate culture, if intermediate testing and analysis of staff turnover among employees are not carried out low loyalty, lack of readiness to learn. But if everything is different, the personnel reserve will certainly become a good motivating factor both for employees and for the organization itself.

In accordance with current legislation, constant work with the reserve is provided, the purpose of which is to prepare a worthy successor to management employees and ensure the continuity of generations. The forms and methods of working with reserves are determined by the head of the organization or its structural unit and the requirements of the position.

Benefits from forming a personnel reserve

There are several advantages of working with a personnel reserve.

Firstly, there is a financial benefit due to minimizing the costs of recruiting, assessing and adapting new employees.

Secondly, significant time savings, since vacant positions are filled quite quickly.

Thirdly, the guaranteed availability of qualified personnel, selected and trained according to a program that takes into account the specifics of a particular business entity.

Fourthly, providing assistance in the career growth of subordinates, thereby achieving their loyalty to the employer and reducing staff turnover - workers do not want to leave a company that promises such prospects.

Fifthly, a guarantee of the competitiveness and stability of a business entity. increasing the productivity and effectiveness of its activities.