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

Revealing the essence of the concept

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

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

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

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

Goals

The formation of a personnel reserve has the following goals:

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

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

Work program

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

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

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

Work technology

There are a number of sources of information:

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

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

This act traditionally consists of the following sections:

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

The main tasks are provided:

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

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

When forming a reserve, the following criteria are provided:

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

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

Basic principles

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

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

Positive sides

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

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

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

Youth reserve

MKR (Youth Personnel Reserve) is a functional system for developing knowledge, practice and experience among young people that are in demand in the labor market. To accumulate intellectual and practical skills, university students are given the opportunity to acquire knowledge and necessary skills by participating in trainings, master classes and other events. In particular, 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. Opportunity to undergo internship and receive all necessary knowledge during internship periods allows you to quickly obtain efficient and highly qualified specialists.

The concept of state reserve

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

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

Features of the reserve in the civil service

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

Municipal reserve

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

The main priority areas for the formation of the reserve:

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

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

Features of the government reserve

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

Conclusion

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

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

6.4.1. Structure, principles and procedure for forming a reserve

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

In this regard, the main efforts in personnel policy are concentrated on creating a well-trained reserve of candidates for the positions of leaders of the new formation, capable of mastering new site work and ensure effective solutions to the challenges they face. At the same time, the emphasis is on creating a reserve of not generally trained candidates, but on leaders of a very specific type and level of management, taking into account new approaches to organizing the work of government structures and the economic management apparatus.

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

, employee career plans.

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

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

- a group of employees of an organization who have the potential to occupy leadership positions in the future and are identified as a result of a formal selection process. The organization carries out targeted work to develop and prepare employees included in this group to take on new positions. The presence of a reserve allows you to prepare candidates for newly created and vacant positions in advance on a planned, scientifically and practically sound program, effectively organize the training and internship of specialists included in the reserve, and rationally use them for various directions

and levels in the management system.

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

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

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

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

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

3. Identification of candidates for the reserve.

4. Making a decision on inclusion in the reserve.

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

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

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

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

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

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

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

The commission includes:

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

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

Chairman of the trade union organization;

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

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

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

Formation of a personnel reserve for promotion;

Analysis of the placement of management personnel and specialists;

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

Work with heads of structural divisions.

6.4.2. Planning and organizing work with the personnel reserve

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

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

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

The system of this work includes:

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

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

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

Travel to other organizations in order to study positive experience;

Participation in teaching work in the professional development system;

Participation in inspections of production activities of organizations and their divisions;

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

Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. It requires elaboration of the entire chain of promotions, transfers, and dismissals of specific employees. The basis for planning a personnel reserve for promotion to management positions in an organization is a detailed accounting of management positions, including those that will become vacant in the near future, and compiling a list of candidates for replacement for each position.

IN Personnel reserve plans can be drawn up in the form of job replacement schemes, which have various forms depending on the characteristics and traditions of various organizations. domestic organizations

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

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

Expert sheet This survey

Legend:

1 point - this quality is practically absent,

7 points - the quality is maximally expressed.

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

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

Table 6.5

Requirements for the position of department head

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

Table 6.6

Structure of the work plan with the reserve of management personnel

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

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

The main criteria when selecting candidates for the reserve are:

Appropriate level of education and training;

Experience of practical work with people;

Organizational skills;

Personal qualities;

State of health, age.

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

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

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

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

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

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

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

Table 6.7

Responsibilities of the intern and internship supervisor

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

Rice. 6.8. Scheme of organization of work with reserve

6.4.3. Control over work with reserve

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

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

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

Personnel reserve - this is a group of managers and specialists who have the ability to perform managerial activities, meet the requirements of a position of a particular rank, have been selected and have undergone systematic targeted qualification training.

Working with reserve, like many other technologies personnel work, is complex (Fig. 8.2).

Rice. 8.2. The relationship between personnel management and areas of work with the reserve

Types of reserve

Several typologies of personnel reserve can be distinguished (by type of activity, speed of filling positions, level of preparedness, etc.). Depending on the goals of personnel work, you can use either one or the other typology.

By type of activity.

Development reserve - a group of specialists and managers preparing to work in new directions (with the diversification of production, the development of new products and technologies). They can choose one of two career paths - professional or managerial career.

Functioning reserve - a group of specialists and managers who must ensure the effective functioning of the organization in the future. These employees are focused on a leadership career.

By appointment time:

group A- candidates who can be nominated to higher positions at the present time;

group B- candidates whose nomination is planned in the next one to three years.

Principles of formation and sources of personnel reserve

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

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

The principle of candidate prospects - focus on professional growth, educational requirements, age limit, length of service in the position and career dynamics in general, health status.

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

Sources of personnel reserve Managerial positions may include:

senior employees of the apparatus, subsidiaries of joint stock companies and enterprises;

chief and leading specialists;

specialists who have appropriate education and have proven themselves in production activities;

young specialists who have successfully completed an internship.

17. Working conditions and discipline as the basis for motivation and stimulation of personnel

The process of using various incentives to motivate people is called stimulating. Stimulation plays an important role in an enterprise as effective motivators or main carriers of employee interests. It is fundamentally different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be achieved.

Motivation and stimulation of personnel have a significant impact on the development of such important characteristics in employees labor activity, such as quality of work, effectiveness, diligence, diligence, perseverance, conscientiousness, etc.

We list the general incentives that encourage a person to work better:

• Respect;

  Self-affirmation;

  Sense of belonging to the organization;

  Pleasant work environment;

  Praise;

  Flexible work schedule;

  Self-awareness as a team member;

  Opportunity to contribute ideas and suggestions;

  Opportunity to learn;

  Career;

  Companionship;

  Recognition of merit;

  Remuneration;

  Possibility to work from home;

  Independence;

• Creative atmosphere;

  Gratitude for overtime work;

  Feeling confident at work;

  Collaboration with other people;

  Established workflow;

  Management trust.

Stimulation as a method of influencing work behavior is mediated through its motivation. With incentives, incentives to work occur in the form of compensation for labor efforts. The division of incentives into “material” and “moral” is arbitrary, since they are interrelated. For example, a bonus acts both as an act of recognition towards the employee and as an assessment of his merits, and not just a material reward for the results of work. Sometimes employees' orientation toward communication, belonging to a particular community, and prestige are stronger than the orientation toward monetary reward.

Material methods of stimulating labor

The choice of rational forms and systems of remuneration for personnel is of the utmost socio-economic importance for each enterprise in the conditions of market relations. Forms and systems of remuneration for workers create at all levels of management the material basis for the development of human capital, rational use of labor and effective management of personnel of all categories. Remuneration of personnel for work or compensation to employees for their efforts plays a very significant role in attracting labor resources to enterprises, in motivating, using and retaining the necessary specialists in an organization or firm.

An ineffective or unfair remuneration system can cause employees to become dissatisfied with both the size and methods of determining and distributing income, which ultimately can lead to a decrease in labor productivity, product quality, violation of labor discipline, etc.

The connection between employee remuneration and the actual results of the production activities of certain organizations is carried out using the forms and wage systems they use. They determine the mechanism by which each employee’s remuneration depends on the performance of their work. In any organization, the labor expended by a specific performer can be expressed by the amount of working time worked or the volume of products produced, work performed or services rendered. Depending on the economic indicators in which the costs or results of labor are measured, it is customary to distinguish between time-based and piece-rate forms of remuneration for personnel.

With time-based payment, the amount of the employee’s remuneration depends on the actual working time worked, and with piece-rate payment, on the volume of work and services performed.

In modern practice, mixed wage systems are often used - one part of the remuneration of each employee depends on the results of the group’s work (usually variable), and the other on individual characteristics (fixed, official salary).

Most managers believe that unless they can offer a solid salary or generous bonuses, people will become lazy and lack incentives. But you should be more concerned not about why you should pay high salaries, but about providing your employees with fair remuneration. Justice is adherence to the principles of correctness, impartiality, and honesty.

Additional payments for working conditions . Unfavorable working conditions, if they are practically impossible to improve, must be compensated for the employee, primarily through increased rest time, additional free food at work, preventive and therapeutic measures. Additional pay for shifts is established for work on evening and night shifts. Additional payments for the level of employment during the shift are introduced mainly for multi-machine operators, adjusters and repair personnel. Also, additional payments are established when combining professions (functions).

Allowances. Increases for productivity above the norm in the form of piecework may take place if the reason for exceeding the norm was the employee’s ability for this work exceeding the average level.

In addition to salary, there is another means of motivation - in-house benefits: the company pays for medical services, insurance in case of long-term disability, full or partial payment of employee travel expenses to and from work, provision of interest-free or low-interest loans to its employees, granting the right to use of company transport, food during work and other expenses.

Such forms as participation in profits and share capital are becoming increasingly important in generating income. This can be explained not only by the desire for social harmony, but also by the possibility of evading taxes, which are becoming increasingly important in a market economy and are pushing employers to look for ways to avoid paying them.

Another type of remuneration that a manager can dispose of at his own discretion is bonuses. They can be either planned ( annual awards by a certain date), and unscheduled, related to the employee’s performance and being a special incentive, since unexpected encouragement helps the employee feel important (bonuses for the employee’s birthday, bonuses related to the organization receiving additional profit, etc.). When distributing part of the profit among employees, both types of motivation are used: a feeling of involvement in the affairs of the company is evoked through material rewards. Tying bonuses to business results allows employees to see the connection between their work and the company's achievements, and, therefore, the size of their bonus.

Non-material methods of labor stimulation

The problem of incentives to work is very relevant. A modern manager must constantly note the employee’s value to the team, his creative potential, positive aspects, good qualities, and the results achieved. This assessment should be as objective as possible, based not on general impressions, but on specific, accurate indicators and data.

Since the development of an incentive system in market conditions in Russia is one of the most important reserves for company management, it should be remembered that material factors do not always come to the fore and cannot be the only form of remuneration for work. The main thing is the attractiveness of work, its creative nature. It is precisely this attractiveness that a manager should create by constantly updating the content of the work of each subordinate.

Non-material incentives are very diverse and are divided into three groups: social, moral, socio-psychological. Using them in combination, you can achieve high efficiency.

Social incentives are associated with the need of workers for self-affirmation, with their desire to occupy a certain social position, with the need for a certain amount of power. These incentives are characterized by the opportunity to participate in the management of production, labor and teams, and make decisions; prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, employees are expected to be given a say in a number of issues and are delegated rights and responsibilities.

Moral incentives to work are associated with a person’s needs for respect from the team, for recognition as a worker, as a morally approved person. Recognition can be personal or public.

Personal recognition implies that particularly distinguished employees will be noted in special reports to the top management of the organization. They can be presented personally to the manager. They are guaranteed the right to sign documents in the development of which they took part. On the occasion of holidays and anniversaries, such employees are personally congratulated by the administration.

Public recognition is expressed in the wide dissemination of information about the achievements of employees in large-circulation newspapers published by organizations, at special stands (“Honor Boards”), and in awarding particularly distinguished people with special signs and certificates. Often public recognition is accompanied by prizes, valuable gifts, etc.

Moral incentives include praise and criticism.

Social and psychological incentives stem from the special role that communication plays in human life. It is communication that is the fundamental need and condition for normal human life. Therefore, a comfortable climate in the team, which ensures normal communication, allows a person to realize himself, is an excellent incentive for an employee to feel satisfied at work.

There is a dialectical relationship between material and non-material incentives. Thus, wages (material incentive) influence the employee’s assessment and self-esteem, thereby satisfying his needs for recognition, respect from others, self-esteem, self-affirmation, i.e. the material incentive acts simultaneously as a social, moral, and psychological one. But if you use only a material incentive without using moral, social, creative incentives, then the entire incentive system will cease to fully perform its inherent functions, which will lead to the predominance of economic incentives to the detriment of social, moral, psychological and ethical ones.

Thus, material and non-material incentives mutually complement and enrich each other

Labor discipline is obligatory for all employees of an organization to obey the rules of conduct determined in accordance with labor legislation, local regulations, and an employment contract.

One of the most important local regulations for an organization that regulates the rules of conduct is the Internal Labor Regulations. The need to maintain labor discipline is due to its cooperation. Uniting workers to achieve common labor goals requires ensuring coherence and reliability in work, which can only be ensured by strict compliance with organizational rules of conduct.

The growing importance of labor discipline for an enterprise is due to the influence of a number of factors: the increasing complexity of production relations requires increased clarity and accuracy in organizing the interaction of all production links; the objective requirement for increased labor productivity leads to an increase in the price of a unit of working time and, accordingly, to more efficient use of it.

Economic losses due to low labor discipline are expressed in the following: in lost working time due to absenteeism, tardiness, early leaving work, in lost working time associated with the dismissal of workers for violations of labor discipline and the hiring of new unadapted workers to the organization, in a decrease in collective labor results due to the low interchangeability of workers, breakdowns and downtime of equipment, and the release of defective products due to violations of production technology.

The main types of labor discipline are: labor discipline - strict adherence by the enterprise personnel to the established internal labor rules and norms of behavior, technological discipline - exact fulfillment of all requirements of the production process technology, modes and methods of its implementation, production discipline - timely execution of production tasks and orders of the manager; careful attitude towards equipment, tools and other material assets of the enterprise; compliance with labor safety rules.

Labor discipline is based on three motivating sources and has three forms of implementation: forced discipline - influence on an employee of the enterprise administration using economic and moral-psychological methods of coercion, voluntary discipline - internal awareness by employees of the need to comply with norms and rules of behavior, self-discipline - self-persuasion, presentation to yourself with high demands that must be fulfilled.

Ways and methods of strengthening labor discipline: persuasion - the widespread use of educational measures both on the part of the administration and on the part of the work collective, the use of the power of example, rewards for work - the administration encourages workers who conscientiously perform their job duties (declares gratitude, gives a bonus, awards valuable gift, etc.), disciplinary sanctions - application by the administration of disciplinary sanctions (reprimand, reprimand, dismissal) for non-fulfillment or improper fulfillment by an employee through his fault of the work duties assigned to him.

The theory of personnel management in an organization is a system of knowledge about the role human factor in the organization as an integral socio-economic system. The process of identifying personnel management as an independent science in the world was basically completed in the 60-70s of the 20th century. The evolution of approaches to personnel management in general is presented in sufficient detail in the works of M. Armstrong, A.P. Egorshin, A.Ya. Kibanov, Yu.G. Odegov. and others, who, as a rule, consider the development of the management system in an enlarged manner, at a strategic level, without delving into a detailed study of individual areas of work with human resources. Studying the development of these areas, highlighting their features and parameters at each stage will allow us to comprehend and structure the theory of personnel management as a whole in more detail. No exception in part detailed description stages of development, in relation to a particular organization, is also the management management system. Considering the special significance of this area of ​​work in any organization, the study of the origin, formation and achievement of the high-tech state of this system is an urgent task of the modern theory of personnel management.

Despite the sufficient elaboration of the methodology for succession management, management of the personnel reserve of managers in modern literature on personnel management, as well as a significant number of examples of managing the personnel reserve of managers, implemented in practical work AE-services of various enterprises, a lack of description and experience of consistent development of the management system itself, as well as its components, was revealed. As a rule, authors considering RBM issues provide a sequence of stages of directly working with the reserve. In addition to the indicated examples, Kibanov A.Ya. The work provides the stages of the system of career-professional promotion of line managers.

One of the options for describing the stage-by-stage construction of a control system is the proposal of V.V. Ekomasov. (Belaya Dacha group of companies, Moscow), expressed in the formulation of tasks for each stage of working with the reserve. He, like most authors, proposes to divide the entire system of working with the personnel reserve into four stages and build the system in accordance with the goals and objectives of the company, adapting or modifying them in accordance with the specific situation on the market, the financial capabilities of the company and its development strategy. When implementing a system for working with the personnel reserve in each specific company, appropriate additions and changes are made to it; Some of its sections are expanded, and some, on the contrary, are reduced to the necessary minimum. The author points out that the implementation of only individual points of this scheme without the subsequent construction of an integral system of working with the personnel reserve may not give the expected effect and subsequently lead to both moral and material losses for the company.

According to V.V. Ekomasov, one of the main tasks of the first stage in the formation of the Kyrgyz Republic is to build an effective system of working with “reservists”. At the second stage, the main task is to develop a system of competitive selection for positions to be filled, and the competition is held depending on the needs of the company, both among external specialists and among its employees. At the third, most difficult stage, the task is set to develop the professional skills and knowledge of the “reservists” that they need to successful work in a reserved position, and assessing the effectiveness of work with the Kyrgyz Republic. Its ideal solution is to develop a corporate education program, part of which is the training of personnel reserve specialists. The task of the fourth stage is the so-called “break-in of reservists” or the construction of a system for the “reservists” to acquire practical experience in the reserved position, after which the “reserve” must be able to cope with the tasks of the “reserve” for a long time and perform the entire range of work for this position. However, the author describes the tasks in a fairly comprehensive manner, without indicating individual aspects of the construction of the control system.

The lack of systematized information on the stages of development of the management system was the basis for conducting research in this area. Due to the fact that the author of this work was directly involved in the creation of most of the elements of the current management system of one of the enterprises, which contains a sufficient number of elements for full functioning, the analysis of the evolution of this system was carried out on the basis of studying the management of the personnel reserve of the enterprise in question.

Research and analysis of the phased development of the management system made it possible to identify the stages of its formation and formation, as well as the components of this system. Three main stages have been identified: initial, formation and stable functioning (Table 2.6, Fig. 2.4). It should be noted that certain areas of the system existed in various stages of development in a modified form before the transition to market relations. This paper presents an analysis of the development of QMS from the beginning market relations in the Russian Federation until now.

Table 2.6

_

Figure 2.5. Stages of development of the personnel reserve management system

The change in individual parameters according to the degree of development can be described in more detail, for example, the parameter “Selection to the personnel reserve” contains 5 stages of development/improvement:

• 1 stage- selection based on the wishes of the manager (personal and family connections).
• 2 stage- selection based on personal qualities by the manager.
• 3 stage- selection based on personal and professional qualities by the manager.
• 4 stage- selection based on assessment of personal and professional qualities by the personnel service.
• 5 stage- selection based on assessment of personal and professional qualities by the personnel service, taking into account existing qualifications for occupying a position in ENR-system.

At the stage of stable operation, training in the Kyrgyz Republic is divided into mandatory (having the necessary qualifications in accordance with the requirements of RosTechNadzor) and training in management skills, including classroom training (management, quality management, planning, remuneration, labor legislation), distance learning, self-education, various trainings, work in temporary target groups. There is a better formation of the personnel reserve due to the tightening of criteria, the clear positioning of the personnel service as the main organizer of this process (the creation of a separate unit, increasing the role of assessment procedures, eliminating the formal approach when conducting audits of work with the personnel reserve and interaction with line managers in departments, regular monitoring of this activity). In terms of structuring the personnel reserve in connection with the trends in the formation of large holding structures, along with the creation of a strategic reserve of the first head of the enterprise, it is necessary to form a holding company for the head offices of companies at enterprises.

It should be noted that the components of the management system presented above could not develop parallel to the development of the system itself and evenly among themselves. However, fixing the development of most of them at one stage or another contributed to the attribution of the system to a certain stage and the correct setting of goals for improving the system, which is relevant specifically for this stage development.

Thus, along with the other listed characteristics of the management system, which make it possible to classify this system as the highest stage of development, the main one is a comprehensive (multidimensional) quantitative assessment of the effectiveness and monitoring of the condition of this system. The possibility of improving RBM through the use of structured quantitative information and solving the problems discussed in section 2.9.1 necessitates the study of existing approaches to assessing the state of such systems, given in theoretical works and special literature in the field of the issue under consideration.

In conditions of fierce competition in the business sphere, the one who has a powerful management resource always wins. Truly talented leaders can make sound management decisions and develop innovative strategic plans. Special attention within the human resources of the organization, the management team deserves. Therefore, it is important to form a personnel reserve and work with it.

When is it necessary to form a personnel reserve?

The personnel reserve should be formed not only due to the current movement of personnel, but also due to the need to follow the organization's development strategy, because when planning a business, the manager determines the list and amount of resources necessary to achieve strategic goals. And in this case, human resources, namely specialists and managers who are ready and capable of performing important tasks for the company, play a decisive role.

A group of organization employees who have achieved positive results in their professional activities and were selected to a special team based on the results of an assessment of knowledge, skills, business and personal qualities is a personnel reserve. The positions for which a personnel reserve is created are mainly managerial ones. After completing training, representatives of this group can be nominated for any leadership position if the need arises.

The formation of a personnel reserve is most often relevant in cases where:

1. The company is developing successfully and rapidly. New areas of work are opening up and there is an urgent need for new, competent leaders who are able to lead them.
2. There are difficulties in attracting external top managers due to the complex specifics of the organization’s activities, in which new managers must already have a certain set of starting knowledge.
3. The organization wants to retain young professionals who demonstrate high results in their work and are committed to professional development in this organization.
4. The company needs to create a strong leadership team, whose representatives will have a good knowledge and understanding of all work technology, be aware of the specifics of a specific business environment, and will be able to quickly and effectively solve assigned tasks.

6 rules for effective work of the personnel reserve

What needs to be done for the personnel reserve system to work effectively, the editors of the General Director magazine said.

For what purposes is a personnel reserve created in an organization?

1. Achieving the company's strategic goals. The main strategic goals of any organization are:

• making a profit from core activities;
• gaining leading positions in the market;
• formation of a positive image.

It is impossible to solve these problems without a good team of top managers and highly qualified specialists. Therefore, the goal of the personnel reserve, in turn, is to achieve the strategic missions described above in the shortest possible time.

2. Increasing the level of readiness of company personnel for organizational changes. Any company regularly undergoes changes in its organizational plan. It is simply necessary to train and retrain personnel to form a personnel reserve in such conditions. To increase employee loyalty to changes of various kinds, additional training can be organized, the area of ​​responsibility can also be expanded, and so on.

3. Ensuring continuity in management. To ensure continuity within management, the “reservist” must be well trained; in addition, he must initially perform his duties in the presence of the reserved employee, and only then fully replace the employee in his absence. A large number of large Russian companies are faced with a certain problem: key management personnel are well into retirement age and, in the absence of an appropriate replacement, continue to perform their duties. This situation is especially critical in the field of engineering, energy, and design work. The urgency of the problem is also made by the fact that these employees are carriers of unique information, and when they unexpectedly leave and the personnel reserve is not formed, production may suffer irreparable losses.

4. Increasing the motivation of company employees. Any organization that is developing quite dynamically can offer its specialists the opportunity for professional growth. It is this kind of movement career ladder is the main motivating factor for employees. Thanks to the created personnel reserve, this movement can be made more manageable and planned. The process of moving and assigning any employee should be as transparent as possible so that employees have the opportunity to set a specific goal for themselves, as well as determine ways to achieve it.

5. Improving the financial position of the company. This goal can be achieved thanks to a permanent composition of employees, high motivation of each employee individually and all personnel as a whole, regular professional training and high labor productivity. It is no secret that the dismissal of, for example, a sales manager can lead to the loss of several clients at once, which, in turn, negatively affects the overall image of the organization and the business processes themselves. At the same time, searching for employees through recruitment agencies in an emergency mode leads to significant financial and time losses. In this regard, it is extremely important to have a personnel reserve.

Types of personnel reserve

It is customary to distinguish between two types of personnel reserve.

External personnel reserve. This type of personnel reserve, as a rule, is the basis of the resumes of those specialists who suit the organization according to the requirements put forward for employees and who can be invited for an interview when a suitable vacancy becomes available. A serious disadvantage of this type of personnel reserve is the rapid obsolescence of information in databases, because potential employees could have already found a job or changed their city of residence, or perhaps even changed the direction of their activity. This data will be valuable only when they work on collecting information for a long time, constantly updating the contents of the reserve. It is most optimal to maintain such databases for the selection of rare, expensive specialists.

In rare cases, an external one may be a group of specialists who are periodically involved in solving certain problems within the framework of the organization’s projects. In the future, they may be invited to work permanently.

Internal personnel reserve. This type of personnel reserve is a group of employees of an organization who have a high potential for occupying management positions and are capable of rapid development.

The types of personnel reserve described above also have their own subtypes, for example, operational and long-term.

The internal operational personnel reserve for filling management positions consists of employees who are already deputy managers or top managers and can start working without additional training.

The prospective talent pool consists of employees who have the potential to perform their job duties, but require additional training. After upgrading their qualifications, such workers can fill available vacancies.

Where to start forming an organization's personnel reserve

The preparation of the personnel reserve should be carried out systematically and accompanied by systematic work. First of all, it is necessary to analyze the problems existing in the organization regarding personnel management (assess staff turnover, conduct social and psychological studies of personnel, and so on). The assessment will allow you to identify not only formal staff turnover, but also determine a list of problematic positions, as well as draw up a socio-psychological portrait of the resigning employee. Such data, in turn, will make it possible to determine the causes of the current situation and outline priority tasks, as well as ways to solve them.

Sometimes it is worth inviting external HR experts. This often allows you to look at many actual problems from the outside or change the HR strategy. It is thanks to a detailed and high-quality analysis of problem areas within the framework of personnel management that it will be possible to create a personnel reserve that will meet the organization’s objectives in the future. this moment.

It is customary to highlight two models for forming a personnel reserve.

1. Make a forecast of expected changes in the organizational and staffing structure. In this case, the reserve is formed in accordance with the need to fill vacant positions for a certain period of time (usually 1-3 years).
2. Determine the key needs of positions in the organization and create a reserve for all management specialists, regardless of whether they are planned to be replaced.

When choosing a model, you should rely on priority tasks, as well as financial and time resources. If you choose the first option, the process will be less expensive and more efficient in terms of implementation time, and with the second option, it will be more reliable and holistic. At the same time, the second model also involves predicting likely changes. This procedure can be carried out as one of the stages of the process of forming a personnel reserve.

What are the criteria for selecting a personnel reserve?

Typically, selection for the personnel reserve is carried out according to the following criteria:

1. Age. The optimal age of employees included in the personnel reserve to replace middle managers is 25-35 years. This circumstance is due to the fact that it is at this age that an employee most often thinks about self-realization and makes long-term career plans. In this case, joining the personnel reserve will be a good motivation for professional growth. At the same time, the personnel reserve for replacing senior managers should be formed from employees over 45 years of age.
2. Education. This criterion reflects the likely level and professional orientation of the candidate's education. To replace a middle manager, it is recommended to form a personnel reserve of people with senior vocational education. For the position of senior manager, specialists with higher education in the field of management, economics or finance.
3. Experience working in a company in a basic position. Most companies include in the personnel reserve only those candidates who have some experience in a given organization. Other enterprises focus only on professionalism, regardless of where the candidate’s work experience was gained. This criterion reflects the basic principles of the organization’s corporate culture and must comply with the norms accepted within it.
4. Results of professional activity. A “reservist” must be a valuable employee and have a track record of stable professional results and achievements. Otherwise, including him in the personnel reserve will be the wrong decision, since it will be purely formal.
5. The candidate's desire for self-improvement. This criterion is very important when selecting personnel reserve participants. If a candidate has no desire to develop and is limited from a professional point of view, this will prevent inclusion in the reserve even if he fully complies with the basic requirements of the position that this specialist could fill.

The criteria listed above are not the entire list. This or that company can supplement it or reduce it, based on the tasks that need to be solved thanks to the personnel reserve. When the basic selection criteria have been determined and the list of positions has been compiled, you can proceed directly to the formation of a personnel reserve, having previously determined the procedure for this procedure.

Creating a personnel reserve: 4 stages

Stage 1.Determining the need for reserve.

Before you begin to form a personnel reserve, you need to clearly determine the degree of its need. To do this, it is necessary to analyze the development prospects of the organization, allocate the resources necessary for replacement, and also work on the issue of improving the process of promoting employees up the career ladder without including them in the reserve. Then you should determine the speed at which positions are being vacated and understand how many personnel are currently available to replace them. Once the need for a personnel reserve has been identified, it is necessary to analyze the degree of saturation of the reserve for specific positions, the level and rate of replacement of these places. In this case, all possible prospects for a certain period (for the next 3, 5, 7 years) should be taken into account. When identifying the nature and size of the talent pool, it is important to take into account those basic positions that the company cannot do without, as well as positions that will only be filled in the event of force majeure.

Stage 2.Formation of a reserve list.

At the second stage, the target audience of potential candidates for a place in the personnel reserve should be determined and a list of these candidates should be compiled in accordance with specific positions. In addition, for each position you need to create a detailed list of criteria that the candidate must meet. Once you determine how well candidates currently meet the previously selected criteria, you can create an individual training schedule for each employee included in the personnel reserve. When selecting employees, you should pay attention to information about personal characteristics, professional competence and career plans. You also need to take into account the candidate’s potential capabilities and his main motives regarding work activities.

Stage 3.Coordination of the reserve plan with its direct participants.

The next stage is direct communication with candidates for positions. The plan for forming a personnel reserve should be clear to both the managers themselves and the candidates, so that representatives of both parties can assess the prospects and risks. After approval and making the necessary amendments, a final list of reservists is compiled.

Stage 4.Candidate preparation.

Personnel reserve training is carried out in several ways:

• internship under the supervision of a senior employee;
• internship in the planned position, but in another company;
• studying at a university, taking courses.

The final method is determined based on the objectives. The training program for employees included in the personnel reserve most often consists of:

• general theoretical training;
• individual practice;
• exercises for the social and psychological adaptation of the employee.

How does inclusion in and exclusion from the personnel reserve occur?

Company employees can be included in the personnel reserve in the following ways:

• due to the consideration of an application from a candidate for inclusion;
• thanks to the recommendation of the boss (self-nomination);
• through nomination based on the results of annual assessment procedures, including additional assessment actions.

At the time of enrollment in the personnel reserve, each applicant must have assessment results in accordance with the Regulations “On Personnel Assessment”, and they must be recent (no older than 12 months from the date of submission of the application for inclusion). If this assessment was not carried out or is outdated at the time of submission of the application from the candidate, then the procedure should be repeated before the employee is enrolled in the reserve. The implementation of such assessment procedures is necessary to ensure the appointment of candidates who are ready for this, taking into account their individual characteristics, strengths and weaknesses.

In order to exclude a company employee from the personnel reserve, there must be some reason. This could be a one-time or repeated failure to complete official tasks, passing the assessment procedure at an unsatisfactory level, or regular failure to fulfill the development plan that was drawn up for the candidate.

The individual development plan of the applicant must be agreed upon with the head of the personnel training department and includes those activities that are focused on the development of the employee’s professional competencies and his personality.

3 main principles on which work with the personnel reserve is based

Publicity. Any information that contains information about the personnel reserve, methods of its formation and the employees included in it must be available to all employees of the organization. Only with this approach will a personnel reserve system be created and be able to function normally, increasing the motivation and loyalty of staff.

Competition. The principle of competition implies the presence of several candidates for one leadership position.

Activity. To successfully form a personnel reserve, all persons involved in this process must be as interested, proactive and active as possible. This especially applies to line managers, responsible for nominating candidates for the personnel reserve.

Training and development of the company's personnel reserve

Based on the results of assessments of candidates for inclusion in the personnel reserve, it is necessary to draw up a development schedule, as discussed above. Such a document is developed by the personnel department staff and approved by the head of the organization’s personnel service. In addition, this document must be agreed upon with the head of the training and personnel development department and with the immediate supervisor of the reservist.

Activities prescribed in the plan may be:

• rotation in the horizontal direction;
• mentoring system;
• various internships, trainings and various seminars;
• work as part of project teams and so on.

It is worthwhile to dwell in more detail on these types of events:

Self-study. This process takes place in full accordance with the developed development plan; for this purpose, such self-learning tools are used as:

• professional literature;
• external webinars;
• various video materials;
• materials from the corporate electronic library collection.

Seminars and trainings usually carried out in accordance with the general personnel development schedule. Such a document is usually drawn up for a calendar year. If necessary, special training can be added, including not only internal training programs, but also training courses from external suppliers.

Rotations in the horizontal direction allow:

• expand the candidate’s professional horizons;
• acquire new experience, knowledge and skills, as well as improve the skills of the candidate, department and organization as a whole.

The period of stay of a reservist in a new place as a result of horizontal rotation is determined by the matrix of requirements that apply to the position being filled.

Internship involves acquiring work experience or advanced training in a chosen area of ​​activity. The duration of this process is reflected in the individual development plan and depends on the goal being pursued.

Mentoring system involves a process that is regulated by special Regulations. In this case, the mentor is selected on the basis of the employee’s individual development plan, approved by the curator of the personnel reserve system.

Only those reservists who are included in the operational personnel reserve can temporarily replace the main manager. At the same time, representatives of not only the operational reserve, but also the strategic internal reserve can participate in the work of project groups, if the personnel committee decides so.

Managing talent pool without mistakes: 7 mistakes of managers

Error 1.Everyone is equal. Most managers believe that all employees must be treated equally. In connection with this attitude, the very idea of ​​​​forming a reserve seems wrong and unworthy of attention to them. Such managers waste not only time, but also money, until they recognize that there are both more and less valuable specialists for the company. At the same time, more valuable employees deserve more attention from management. Only after realizing that highlighting the best is quite natural and even correct, does it become possible to form the most effective personnel reserve.

Error 2.Situational. Sometimes it happens that the personnel reserve in an organization is formed by “raids”, as the corresponding mood appears among the company’s managers, as well as as monetary and time resources accumulate. Given this approach, it is inappropriate to talk about an effective personnel reserve. In order for the reserve to be beneficial, the process of its formation must be continuous.

Error 3.Reserve as a threat. Some middle managers view the very idea of ​​forming a talent pool negatively, perceiving all candidates as a threat to themselves. To avoid this state of affairs, the person who is responsible for creating the reserve should convey to such managers the full amount of information about their prospects.

Error 4.By patronage. Often, managers form a talent pool from their favorites in the hope that when they become managers, it will be easier to work with them. However, such views and actions greatly demotivate the rest of the company’s employees, and sometimes even become the reason for their dismissal. To avoid such a situation, you should describe in detail the procedure for forming a personnel reserve and strictly adhere to it.

Error 5.Not by choice. When an employee is of interest to a manager as a potential future head of one of the departments, as a rule, there is a desire to include him in the personnel reserve. However, not all employees aspire to become top managers, and it is very important not to put pressure or coerce, even if a person has the necessary level of knowledge and professionalism. First of all, you should rely on the wishes of the employees themselves. You can try to find a compromise, but if this fails, it is better to just leave the subordinate alone.

Error 6.On your own territory. When an employee who is part of the talent pool is a trainee for a future management position, the current manager may try to withhold some important information from the reservist. Firstly, to protect your know-how, and secondly, so that the beginner does not notice errors in his work. It is unlikely that such an internship will be effective and useful. Most likely, it will reduce the motivation of the reservist. Therefore, it is very important that the person responsible for the formation of the reserve carefully monitors all processes and acts as an intermediary between the employee and his manager.

Error 7.Inflated reserve. The formation of a personnel reserve should be carried out taking into account the true need for certain specialists today and with an eye to the future. In this case, you should not follow the rule “the more, the better.” It is important to understand that if a reservist does not see real prospects for his growth and development within a given company, then he will not be motivated to learn and master new knowledge.