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

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

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

The system of this work includes: studies in the system of advanced training for executives with and without interruption from production; internship in a position for which a specialist is enrolled in the reserve; temporary replacement of absent managers for the period of their business trips and vacations; trips to other organizations to study positive experience; participation in teaching work in the advanced training system; participation in inspections of the production activities of the organization 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 plan for working with the organization's management personnel reserve includes the following sections: determining the need for management personnel; selection and study of management personnel; acquisition of the reserve, review, coordination and approval of the reserve; work with the reserve of management personnel; control over the preparation of a reserve of management personnel; determining the readiness of the reserve of management personnel for appointment to positions.

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

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

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

Organizations have developed a certain procedure for selection and enrollment in the personnel reserve group:

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

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

for each employee (trainee), an internship supervisor (main) and a supervisor for each stage of the internship are approved, who draw up an individual internship plan at each stage;

supervisors 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 trainee 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.

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

Training a talent pool is a strategic priority for most developing companies. The presence of competent, trained specialists ready for promotion to key positions for the organization guarantees the personnel security of the business and confidence in the future.

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

Stage 1. Identification of key (target) positions for reserve training.

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

Stage 3. Profiling of target positions.

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

Stage 5. Development of regulations on personnel reserve.

Stage 6. Selection for the personnel reserve (search and evaluation of candidates)

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

Stage 8. Evaluation of the results of training of reservists.

Stage 9. Planning further work with reserve.

Let's look at each stage in more detail.

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

Actions:

1. Analysis of organizational structure and staffing table enterprises.
Goal: determining the staffing level of the company's structural divisions.
Important: when preparing a reserve, it is necessary to plan for filling the vacant positions that arise in the event that reservists are appointed to higher positions. The organization should not allow personnel voids to arise, especially if we're talking about about narrow specialists and rare professions, representatives of which are difficult to find on the foreign market.

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

3. Expert analysis of managerial positions by the company's senior management.
Goal: identifying the highest priority leadership positions in terms of their contribution to business results and prospects for vacating the position.

Criteria for expert analysis of positions (example):
- Contribution to achieving the company’s business results.
- Prospect for release (low prospect - the position is not planned to be released in the next 3-5 years (employee retirement, promotion or rotation is not planned)
- Number of employees subordinate (presence/absence of deputies, staffing levels of the department/department). Departments that are understaffed have a shortage of potential reservists.

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

Stage result: positions requiring priority formation personnel reserve.

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

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

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

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

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

Stage 3. Profiling target positions.
Conducting an analysis of key positions and drawing up a competency map (position profile).
Goal: to determine the basic requirements for professional and business qualities, knowledge and skills that an employee must have to succeed in a particular position.
Additionally: define additional criteria for selecting candidates for the reserve (age, work experience, etc.)

Information sources:
- Job Descriptions to target positions;
- Regulations and business plans of divisions;
- Results of interviews with TOP management and holders of target positions.

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

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

One of the common mistakes when implementing a personnel reserve program is that it is developed and discussed by a very narrow circle of people (usually company management + representatives of the HR department) and reaches employees already finished form as a kind of innovation “brought down from above”, mandatory for implementation. This causes a natural defensive reaction in most staff and dramatically reduces the effectiveness of the program.

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

Informing. It is important for employees to be aware of the development, launch and operation of a talent pool training program. First of all, they need to find out the goals and objectives of the program, understand how it can be useful to the enterprise as a whole and personally to each employee. Insufficient information to staff about the innovation may give rise to negative rumors, fears and lead to non-acceptance of the reserve program by some employees.

Involvement. In order to avoid the emergence of false ideas and expectations from the reserve training program, in addition to informing, it is necessary to purposefully involve personnel in discussing the project, provide the opportunity to openly express their opinions about the program, ask questions and make suggestions.

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

Actions:

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

2. Development of a plan for information support of the program.
First stage– preparatory (1-2 months before the launch of the program). Informing employees about the goals and objectives of implementing the program, its benefits for the enterprise and employees. The task is to form a common understanding of the importance of the program among employees, to overcome possible resistance and skepticism towards the innovation by informing staff in a timely and complete manner.

Second phase– main (launching the program and its functioning). Informing employees about the progress of the program. The goal is to maintain staff attention to the program and eliminate the emergence of negative rumors and misconceptions.

Third stage– final (results of the program for the period). Informing staff about the results of the program, the achievements of its participants (the best mentors, the best reservists), the appointments of reservists and the further work of the program. The goal is to highlight the effectiveness of the program and emphasize the compliance of the goals and objectives with the results obtained.

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

Stage 5. Development of regulations on personnel reserve.

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

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

Secondly, the position, being an official document of the enterprise, emphasizes the importance of the personnel reserve for the company and the seriousness of management’s intentions towards innovation. Documenting management's intentions automatically increases the status of the project for many employees, which is useful to remember.

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

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

Stage 6. Selection for the personnel reserve (search and evaluation of candidates).

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

Employees whose candidacies have been declared for enrollment in the reserve undergo a standardized selection procedure, the purpose of which is to identify the managerial potential of the employee and his readiness to undergo the training program. It is advisable to carry out the selection in 2 stages:

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

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

Work experience at the enterprise
- At least 3 years.
Pass/fail

Availability of targeted positions at the enterprise , for which a personnel reserve is required (from the employee’s business area)
Yes/no

Absence disciplinary sanctions during work (during the last 3 years of work in the organization)
Yes/no

Employee performance for the period (previous + current year)
Productivity is high/growing;
Performance is average;
Performance is low/declining.
Professional achievements: yes/no.

Main selection. The assessment of managerial potential (professional and business qualities) is carried out in accordance with the compiled position profile for each position.

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

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

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

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

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

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

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

Development of basic management skills
- “4 functions of a manager: Planning, Organizing, Control, Delegation”;
- “Management decision-making skills”;
- “Motivation of subordinates”;
- and etc.

Development of management thinking
- “Systems thinking skills”;
- “Finance for non-financial managers”;
- « Creative thinking in business";
- and etc.

Manager's personal effectiveness
- “Effective communication skills”;
- “Teamwork skills”;
- “Team leadership”, etc.;

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

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

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

Development in the workplace – gaining new experience without interrupting the main production activities;

Developmental assignments – solving work problems aimed at developing the employee’s managerial competencies;

Participation in development projects – formation of project groups from among reservists and other employees to achieve production goals and develop the management potential of reservists;

Temporary substitutions – gaining new managerial experience when a reservist temporarily performs the duties of a superior manager;

Learning from the experiences of others (working with a mentor) – gaining the necessary experience from a more experienced colleague or manager in joint work;
and etc.

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

Options:
– regular bonus for mentoring (monthly/quarterly);
– encouragement of mentors whose reservists have demonstrated top scores preparation based on the results of the development program (or during the interim assessment).

Useful if necessary conduct internal training for mentors skills of transferring experience and assisting in the development of reservists.

4. Monitoring the effectiveness of training of reservists.
Conducting regular interim meetings of reservists and their mentors with personnel service employees to assess progress in development. Timely adjustment of the reservist’s individual development plan if necessary.

Stage result: development of the required competencies of reservists.

Stage 8. Evaluation of the results of training of reservists.

1. Conducting a comprehensive assessment of the quality of training of reservists.
Directions of assessment:

Evaluation of production results – how the labor productivity and effectiveness of the reservist changed based on the results of training (increased/decreased/remained unchanged);

Evaluation of the results of completing the general training program and individual development plans – how much have the reservist’s professional and managerial qualities improved compared to the initial assessment indicators (during selection);

Evaluation of project work results – what results were obtained as a result of the implementation of development projects, determining the contribution of the reservist to achieving the result.

Evaluation methods:
- Analysis of production results and achievements of the reservist;
- Receipt feedback from the reservist's mentor;
- Re-evaluation of the reservist (see stage 6, paragraph “Main selection”);
- Analysis of the results of project activities.

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

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

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

Stage result: reservists have been identified high level readiness to fill vacant leadership positions.

Stage 9. Planning further work with the personnel reserve.

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

2. Planning and organizing adaptation activities for a reservist when entering a new position.
- Drawing up an adaptation plan for a new position;
- Assigning a mentor from among senior managers to the reservist for the period of adaptation/probationary period to provide the necessary support.

3. If there are no open targeted vacancies at the end of the reservist training program, planning measures to retain promising employees at the enterprise.

For what?
Reservists who successfully complete the training program and improve their professional level often “grow out” of their current position. This fact and the lack of career advancement can seriously reduce an employee’s motivation and, in extreme cases, cause them to leave the company in search of more opportunities. promising work. To minimize this risk, it is useful to plan a program to retain reservists in the organization.

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

Expanding the employee’s functional responsibilities, expanding his area of ​​responsibility and level of decision-making (if possible, adding some managerial functions, for example, managing a responsible project);
- Salary supplement;
- Providing additional social benefits;
- Organization of temporary replacements for managers (during vacation, business trips, illness, etc.);
- Opportunity to become a mentor for less experienced employees;
and etc.

In any case, when choosing retention methods, it is also necessary to take into account individual employee needs (for example, for some employees the material component is more important, and for others obtaining a higher status in the company, etc.)

Stage result: promoting trained reservists to vacant target positions, preserving the personnel potential of the enterprise by retaining promising employees in the personnel reserve.

I sincerely hope that the recommendations given in this article will help you correctly plan the work of creating a personnel reserve in your company and will allow you to avoid standard mistakes during the implementation of the planned program. Good luck!

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I will be glad to discuss with you the topic of creating a personnel reserve in the organization and exchange practical experience!

Chapter 1. Working with the personnel reserve as essential element personnel management systems 5

The essence and goals of working with the personnel reserve 5

Methods for selecting candidates for the personnel reserve 10

Selection and preparation of candidates for reserve 12

Organization of specialist competitions 17

Description of objects and research methods 20

Results of Study 21

Working with reserve 24

Conclusion 29

List of references used: 31

Appendix 31

Introduction

In modern conditions, one of the most important areas for improving the personnel management system is working with the personnel reserve. Today, every organization needs a clear construction of a system for forming a personnel reserve.

The relevance of this topic is emphasized by the following reasons. There are trends towards integration in all areas of activity. Companies are growing, merging, creating an extensive network of branches, where the need for managers and specialists who can head new departments and areas is increasing. Old management systems and old management personnel are becoming obsolete, and there is a lack of young promising employees at enterprises capable of replacing them. In many organizations, a situation has arisen where specialists do not see opportunities for further personal growth and leave it. Until recently, in almost all organizations, the search and selection of candidates took place not on the basis of the company’s development plans, but when a “burning” vacancy arose.

Timely identification and successful training of personnel to work in various positions is today the most important factor for success in competition. Therefore, modern companies create special systems for forming a personnel reserve. This task is strategically important. The relevance of the study is due to the fact that structural restructuring of the economy is impossible without the creation of an effective mechanism for managing the development of its personnel potential and the scientific study of staffing methods.

Many political and scientific figures of the past addressed this topic, for example, Weber M., Marx K. When writing course work I used the methods of analyzing scientific works and articles by such authors as Lanovenko E.A., Shekshnya S.V., Kostenko I.A. and others, as well as the results of the research work of the Assessment center.

The purpose of this work is to conduct a study on working with the personnel reserve in a commercial organization in modern conditions.

As part of this goal, it is necessary to solve the following tasks:

Analyze theoretical sources on personnel policy, work and the formation of a personnel reserve;

Determine the conceptual framework of this topic;

Study the methods of selecting candidates, the main stages of forming a reserve;

Describe the process of selecting suitable candidates for vacant positions;

Research in practice the work with the personnel reserve in a specific organization;

Based on the information received, develop recommendations for working with the personnel reserve.

The subject of the study is working with the personnel reserve for the position of manager in an organization.

The object of the study is the Siberian Networks company in Novosibirsk.

Research methods. The following research methods are used in the work: analysis of documents, bibliography, analysis of the results of the business game “Recruitment”, testing, conversation, interview, observation of the work of the personnel service.

The practical significance of this study lies in determining the prospects and further development of the work of personnel services in the field of personnel reserve in organizations.

The structure of the course work: introduction, two chapters: theoretical and practical, conclusion, bibliography and appendix. The first chapter “Working with the personnel reserve as the most important element of the personnel management system” includes the following sections: the essence and goals of working with the personnel reserve, principles of working with the personnel reserve, stages of its formation, methods for selecting candidates for the reserve, selection and preparation of candidates, organization specialist competitions.

The second chapter “Working with the personnel reserve as the most important element of the personnel management system” contains: a description of the objects and methods of research, research results and conclusions and recommendations for working with the personnel reserve in the Siberian Networks company in the city of Novosibirsk

Chapter 1. Working with the personnel reserve as the most important element of the personnel management system

The essence and goals of working with the personnel reserve

The point of working with a personnel reserve is that the movement of personnel in a company should not be chaotic; on the contrary, it should be as predictable and planned as possible, and also fit into the general concept of the progressive development of the company’s organizational structure and strengthening its personnel potential. The most important function is the relatively rapid increase in the professional experience of personnel. With its help, timely and stable maintenance of the required professional experience, staffing of the organization with trained managers and reserve specialists can be carried out.

1 Lanovenko E.A. Working with the personnel reserve // ​​Journal “Human Resources Directory”, No. 9-11, September-November 2003.

2 Tsakunov A.F. Brother-in-law in the region: the personnel reserve is used to expand the business // Vedomosti dated August 12, 2003

3 Turchinov A.I. Professionalization and personnel policy: problems of development of theory and practice - M. - “Flint”, -1998. pp. 128-130.

4 Basakov M.I. Documents on the personnel of the enterprise. – “Mart” Rostov-on-Don, -2001. – pp. 207-208.

5 Book materials used: Shchekin G.V. Fundamentals of personnel management: Textbook. -3rd ed., revised. and additional – Kyiv: MAUP, 1999.- P. 131-139.

6 Shekshnya S.V. Personnel Management modern organization. – M., -2002. page 76.

7 Egorshin A.P. Personnel Management. -Nizhny Novgorod. – 2001. p. 83.

8 Egorshin A.P. Personnel Management. -Nizhny Novgorod. – 2001. p. 86.

9 Kostenko I.A., Personnel management in new economic conditions. – Upper Volga, - 2003. pp. 207-211.

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

graduate work

1.3 Succession planning

Personnel reserve planning is organically integrated into the organization’s overall personnel planning system.

Personnel planning is actually targeted planning, firstly, of personnel needs, and secondly, of activities that must be carried out to create, develop, and release personnel.

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

Personnel planning includes, first of all, planning for personnel requirements, i.e. predicting situations that may arise in the future regarding personnel.

We are talking, first of all, about analyzing the situation in the organization, as well as determining the prospects for its development, on the basis of which personnel planning becomes possible. Personnel planning allows you to build a strategy in advance for the promotion, dismissal and replacement of employees in accordance with the goals and objectives of the organization. As part of personnel planning, personnel reserve planning is also carried out to fill management positions.

Personnel reserve planning aims to predict personal promotions, their sequence and accompanying activities. Work with the reserve is planned and carried out for short (1 - 2 years) and long (5-10 years) periods.

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

First of all, when planning a personnel reserve, all key positions that have a special impact on the organization’s activities are identified. As a rule, these are not only senior managers, but also middle and lower management. It is important for an organization to know who occupies these positions because the contribution of these employees to the achievement of organizational goals is very high. The number and specific composition of key positions depend on the size and specifics of the organization.

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

When planning a personnel reserve, it is necessary to determine:

the degree of actual availability of reserves for certain positions;

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

The result of this work is the determination of the organization’s current and future reserve needs.

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

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

The optimal number of personnel reserves is calculated as follows:

the enterprise’s need for management personnel for the near or longer term (up to five years) is identified;

the actual number of trained personnel is determined this moment reserve of each level, regardless of where one or another employee enrolled in the reserve was trained;

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

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

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

Thus, HR staff conduct a quantitative analysis of the workforce at a given point in time and identify potential changes in the reserve. Depending on the data obtained, the optimal quantitative composition of the personnel reserve is determined.

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

4. Principles and process of forming a personnel reserve.

Principles of formation and sources of personnel reserve:

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

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

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

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

Sources of personnel reserve for management positions can be:

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.

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

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

The process of forming a personnel reserve.

The process of reserve formation and work includes several stages.

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

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

changes to improve the structure of governing bodies;

the emergence of new divisions;

staff turnover in positions and opening vacancies;

approximate removal from the reserve.

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

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

the actual number of trained managers at each level;

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

the number of potential vacancies associated with retirement;

expected disposal by various reasons from the reserve.

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

At the fourth stage, a set of requirements for candidates is formed. These requirements are divided into basic, determined by the specifics of the organization (competence, personal qualities, skills), and additional. Additional requirements Often there is a minimum total length of service, experience as a manager or specialist in the relevant departments (research, staff, etc.), as well as in temporary project groups. Sometimes we are talking about the state of health, the presence of entrepreneurial practice. The employee must be notified of all requirements that will be presented.

At the fifth stage, candidates are searched by studying questionnaires, characteristics, certification results, conversations, ongoing observations, taking into account the candidates’ compliance with the requirements of the position (workplace), their personal wishes and objective inclinations to management activities. At the same time, it is necessary to take into account that not everyone can be a leader, do not be afraid of “spots” in the biography, take into account family circumstances. Required special program identifying employees with high potential for growth and advancement, which is characterized not by the degree of preparedness at the moment, but by opportunities in the long term, taking into account age, education, personal qualities, and level of interest. The number of promising personnel includes persons who are interested in career growth and with a probability of more than 0.5 can be appointed to leadership positions; then it is established which of them has a great chance of becoming a leader, and the employee’s data is carefully studied - first the questionnaire, then the rest.

At the sixth stage, the selection of persons enrolled in the reserve takes place (with the conclusion of appropriate agreements). The decision is usually made after an interview, which reveals the desire to work in a leadership position, the ability to plan one’s work, solve problems in a short time, preparedness, qualifications, etc. For dominant individuals, promotion to the reserve has great motivating significance.

In practice, the following selection principles are adhered to:

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

“openness” of the list, enrollment of the maximum number of capable people into the reserve;

exclusion of privileges and patronage;

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

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

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

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

The assessment is carried out in the form of an exam, interview or expert assessment based on the average degree of expression of the required qualities.

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

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

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

professional characteristics of the subjects;

opinions of immediate supervisors and colleagues;

degree of interest in remaining in the reserve;

personal, professional and innovative potential;

the likelihood of vacancies;

nature of preparation;

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

prospects (time remaining until retirement);

performance indicators;

ability to learn;

presence of necessary business qualities.

If we summarize the results when forming a personnel reserve, then the advantages can be considered:

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

saving time (filling vacancies as soon as possible);

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

support and promotion of your employees - personnel value policy (works also as motivational factor: employees do not want to leave a company where concrete prospects for career growth are visible);

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

the employee is “tailored” to the company, knows the policies and peculiarities of relationships well, and adapts to a new position faster.

costs of time and money for personnel selection and training;

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

Another hidden nuance is that when forming a reserve, resistance may arise from department heads and other employees for whose positions new candidates are applying. They fear for their place and may sabotage the process.

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

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

For which companies is the personnel reserve relevant:

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

for retail companies where there is a high turnover and rapid growth in positions,

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

Depending on the needs of the company, the specifics of creating a personnel reserve will differ:

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

working with ordinary specialists. Suitable for retail and fast-growing companies. Actions: monitoring the employee’s work, identifying potential, assessing risks, conducting selection events with further professional training for promotion (maximum to operational manager or middle manager), or internship in a new position under the supervision of a mentor and, based on the results, transfer or refusal translation - training is not individual;

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

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

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

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

a) Assessment of the candidate’s managerial abilities.

The purpose of the assessment: to determine the presence or absence of an employee’s managerial abilities, to determine at what level of development the abilities are, and what is the peculiarity of the candidate’s personality as a manager.

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

b) Assessing the employee's potential.

The purpose of the assessment: to determine the presence or absence of the employee’s potential for further development of abilities (i.e., to determine the level of expression of abilities, if any), in the development of specific competencies that are necessary for your SD.

1.5 Formation of a personnel reserve abroad

We have a lot to learn from Western companies and organizations in the field of planning and training of personnel reserves. Their managers and HR departments make it a priority to organize this continuous, carefully structured process.

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

But before we talk about the principles of training a personnel reserve in Western companies and their successful experience in this direction, it is necessary to understand some differences between the conditions existing in Russia and in the West.

Firstly, if in countries with established traditions of doing business, company managers have long realized the need to create a personnel reserve, then for Russian employers its preparation has not yet become a truism.

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

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

Creating a personnel reserve reduces the company's costs associated with searching and hiring personnel in order to fill a particular vacant position. The necessary personnel are created and “grown” within the company. Employees of the company “see” their possible career ladder, that is, they feel the prospect of development in this company, and thus fewer prerequisites are created for looking for another job.

The functioning of the enterprise becomes more efficient and makes it possible to quickly fill vacant positions.

Chapter 2. Analysis of the needs in the personnel reserve of the BOU DOD SDYUSHOR "Dynamo"

2.1 General characteristics of BOU DOD SDYUSHOR "Dynamo"

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

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

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

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

· initial training - 3 years of study;

· initial specialization - 2 years of study;

· educational and training - 3 years of study;

· improving sports skills - 3 years of training.

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

· intra-school tournaments, including the School Championship;

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

· Club Championship Football Championship of the city of Omsk and Omsk region;

· Omsk Region Cup in football and mini-football;

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

· Russian Children's Football League Championship;

· Russian Football National League Cup;

· Cup of Russia;

· international tournaments.

Every year, gifted football players are selected for specialized classes. Today, on the basis of the Omsk educational institution "Secondary School No. 77", a specialized class has been opened with in-depth study and mastering the techniques and tactics of the basics of playing football. The built class model allows each football player to receive sports training at the level of his capabilities, taking into account physical development.

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

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

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

Short name: KOU DOD "SDYUSSHOR "Dynamo".

School like entity has a Charter, a personal account opened with the Ministry of Finance of the Omsk Region, a seal of the established form, stamp, forms with its name.

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

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

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

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

The main tasks of the School Council are the implementation public policy on issues of additional education, the direction of the school’s teaching staff for improvement educational work, introduction into practice of the achievements of pedagogical science and advanced pedagogical experience.

medical and support staff;

parents;

The personnel composition is represented by the following groups of persons:

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

· Dynamo Stadium is located in the Central Administrative District of Omsk. Address: st. International,

· 4. Public transport stop - CDC "Mayakovsky". To organize the educational and training process, a hall and two football fields with artificial turf are used;

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

· ANO SKTsOP "Avangard" is located in the Leninsky administrative district of Omsk. Address: 25 Let Oktyabrya str., 4. Public transport stop - "River Port". Training takes place on a football field with artificial turf;

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

· average secondary schools cities of Omsk No. 6, 10, 26, 28, 34, 48, 61, 77, 78, 81, 82, 86, 87, 95, 96, 101, 144, 147, 150, 151; Non-profit educational institution "School "Alpha and Omega".

Open study groups football in the following districts of the Omsk region: Azovsky, Bolsherechensky, Isilkulsky, Maryanovsky, Muromtsevo, Nizhneomsky, Russkopolyansky, Tevrizsky and Cherlaksky. Educational and training sessions are held in sports complexes, on football fields with artificial and natural surfaces.

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

Actual and postal address: 644043, Russian Federation, Omsk, Internatsionalnaya street, 4.

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

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

1. Administrative staff - 6 people;

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

3. Service personnel - 16 people.

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

Teachers with awards and honorary titles - 52%.

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

1. director of a sports school;

2. Deputy Director for educational work;

3. Deputy Director for educational and sports work;

4. Deputy Director for Sports and Mass Work;

5. Deputy Director for administrative and economic work.

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

Before you begin reserve formation procedures, you should:

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

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

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

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

1. in the next few years, a change in the structure of the management apparatus of this organization is not expected; accordingly, the number of administrative positions remains unchanged;

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

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

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

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

Accordingly, at the moment, at the Dynamo Sports School, the actual number of trained employees to form a personnel reserve is 30 people, since out of 54 teachers, 22% have the highest qualification category, and 37% have the first category.

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

Thus, in the course of our analysis, we determined that personnel composition The organization we are considering is represented by several groups of individuals. The level of provision of a reserve for nomenclature positions is zero, since work on the formation of a personnel reserve in this organization has never been carried out. However, in this organization there is internal resource in the form of teacher-trainers, from whom, after certain procedures, a personnel reserve can be formed to fill leadership positions.

Chapter 3. Development of a program for the formation of a personnel reserve of the BOU DOD SDYUSHOR "Dynamo"

3.1 Procedures for selecting employees of the organization to form a personnel reserve

The necessary components of the criteria for enrolling candidates in the reserve are the employee’s desire and his ability to grow in management. It is of fundamental importance to have both of them at the same time. A person may have excellent qualifications and have qualities that make him a potential leader, but if his life plans do not include plans for career and managerial growth, then being in the reserve is not advisable.

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

Stage 1.

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

Table1 . Situations for choosing a profession

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

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

Thus, the number of applicants for inclusion in our personnel reserve has been reduced to 24 people

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

Table2 . Qualification requirements for professional knowledge and skills necessary to perform job responsibilities

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

In the course of studying the results of the latest certification of the group of employees in question, we determined that all employees have the education necessary for leadership positions. However, according to such characteristics as “Knowledge” and “Skills”, only 10 employees showed a positive result.

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

This competency profile usually serves as the measure against which the employee is assessed. This approach is usually recommended when selecting candidates for the operational personnel reserve.

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

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

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

Table3 . List of competencies to determine whether a candidate for the reserve meets the requirements for reserved positions

Type of competence	List of qualities	Characteristic
Professional	Professional erudition	Deep and thorough professional knowledge
	Broad outlook	Knowledge beyond the profession
	experience	Experience in the sports industry is taken into account
	Network competence	Knowledge of motivation, resources, understanding of processes occurring in the industry
	Portfolio of connections	Collaboration with various participants in business processes
Management	Leadership	The ability to captivate people, direct them to achieve a goal, regulate relationships in a team
	Ability to plan work	Ability to balance the time and resources required for the work performed
	Ability to distribute work	The ability to give tasks taking into account the personal capabilities of workers and their workload. Ability to delegate your rights
	Ability to control work	Ability to verify timeliness and accuracy of assignments
	Demanding of others	The ability to demand from others high-quality and timely completion of tasks and established routines
	Self-demanding	Making high demands on yourself
Social	Communication skills	The ability to win people over and inspire confidence in them. The ability to quickly find the right tone depending on the mood and character of the interlocutor
	Ability to understand others	The ability to listen, understand the situation, understand and accept the arguments of another person
	Kindness, humanity	Sensitivity, attentiveness to people, respect for their opinions, their dignity
	Ability to get along with people. Ability to create favorable relations a team	The ability to properly build relationships with others, put up with other people’s opinions, way of thinking, character
	Willingness and ability to resolve conflicts	The ability to create relationships that positively influence the success of professional activities
	Consistency, balance	The ability to control your feelings, evenness in behavior
	Reliability	Unity of word and deed, commitment to fulfilling promises
	Responsibility	The ability to take responsibility for the results of one’s own activities and the activities of the team
	Moral stability	Resistance to the temptation of profit, commercial risks, etc.
Functional (smart characteristics)	Analytic mind	The ability to thoroughly analyze facts and phenomena and highlight the main thing
	Flexibility of mind	Plasticity, the ability to change plans, ways of solving problems in accordance with changing objective circumstances
	Memory ready	Ability to quickly and accurately retrieve required material from memory
	Resourcefulness	Ability to quickly find a way out of a difficult situation
	Rationalism	The ability to think sensibly and logically, make thoughtful, rational decisions
	Foresight, insight	The ability to see the prospects of one’s work, anticipate the economic and social consequences of decisions made, and predict the development of events
	Innovation	The ability to discard conventional, standard methods that have become unprofitable, the desire to look for new, original solutions
	Intuition	Ability to accept correct solution in case of shortage necessary information or in the absence of time to comprehend it
Functional (level of labor activity)	Performance, purposefulness, energy	The ability to constantly work hard, set oneself and solve complex problems
	Passionate about work	Deep interest in your activities
	Enterprise	Demonstration of resourcefulness, practicality, ingenuity
	Personal organization	Composure, the ability to organize your activities in accordance with your goals. Ability to take independent, active action
	Productivity	High labor productivity
	Determination	Courage in decision making, ability to make decisions quickly and carry them out
	Independence	Ability to make responsible decisions and act on one's own initiative, without outside help or direction
	Perseverance	Persistence in overcoming difficulties that arise
	Volitional stability	Resistance to external pressure, conditions causing nervous tension, excitement

The results of assessing professional competence should be presented in a visual form, for example, in the form of a score based on criteria.

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

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

Table4 .

7 - excellent, exceeds the necessary requirements;

6 - sufficient level of competence, no additional training required;

5 - good level, little preparation required;

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

3 - potential presence of expressiveness of competence;

2 - serious preparation is required;

1 - competence is not expressed.

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

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

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

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

4. operational zone - more than R+D - pronounced human qualities that are clearly manifested in professional activities. The entry of signs into this zone determines the specialist’s readiness for managerial work.

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

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

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

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

3.2 Procedure for working with persons included in the personnel reserve

In our research, we were able to identify a group of promising employees from whom we can form a personnel reserve for the organization in question. However, in the future, it is also necessary to work with employees of the already formed reserve. By analyzing and summarizing many programs for working with the personnel reserve, we propose our own program that can be implemented in the Dynamo Sports School for Children and Children.

At this stage, the task is to develop the professional skills and knowledge of reservists that they need to successfully work in a reserved position and evaluate the effectiveness of working with the personnel reserve. To solve it in ideal An education program is being developed, part of which is the training of personnel reserve specialists. Such a program may include trainings and seminars, conferences and internships, as well as a second higher education.

For each reservist, they are compiled individual plans development, which includes a plan for career development and those skills that need to be additionally mastered to occupy the position for which he was approved as an understudy.

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

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

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

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

· strengthening positive image reservists;

· giving reservists a certain status that increases their prestige in sports and educational institutions.

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

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

For vocational training The following methods can be used:

· individual training under the guidance of a senior manager;

· internship in a position in your own and (or) another institution;

· study at a university and (or) courses depending on the planned position.

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

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

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

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

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

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

· identification of key competencies, the presence of which ensures the success of the department/institution/industry;

· regular audit of competencies;

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

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

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

· formation of a reserve of employees with the necessary level of key competencies to potentially fill management positions at various levels of the hierarchy;

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

Periodic assessment can be used to monitor the results of development of the personnel reserve. The main emphasis of the assessment is on assessing progress in the level of management knowledge and skills of reservists, namely, on how the employee develops his potential.

The results of the progress assessment allow you to make changes to the employee’s development plan or make a decision about the futility of his further preparation for a leadership position.

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

For greater objectivity in assessing candidates and analyzing career development opportunities, you can enter a performance evaluation sheet. It reflects in points:

· employee performance;

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

· ability to solve problems;

· growth prospects.

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

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

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

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

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

Those responsible for the formation of a personnel reserve at this stage will have to solve a number of psychological problems that may arise both among reservists and reserved workers; in order to avoid conflict, they should influence workers in two directions:

· the person being reserving must be explained the meaning of creating a reserve for his position, given the opportunity to feel like a mentor, emphasize the importance of his work not only for a specific institution, but also the industry as a whole, and explain that preparing a reserve is necessary for sustainable development;

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

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

Thus, we have defined procedures for selecting employees of an organization to form a personnel reserve, which include several stages. At each stage, the number of applicants for the personnel reserve is invariably reduced. At the final stage, we only have five of the most promising candidates left, from which it is advisable to form a personnel reserve in the future.

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

Conclusion

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

Creating a personnel reserve reduces the company's costs associated with searching and hiring personnel in order to fill a particular vacant position. The necessary personnel are created and “grown” within the company. Employees of the company “see” their possible career ladder, that is, they feel the prospect of development in this company, and thus fewer prerequisites are created for looking for another job. The functioning of the enterprise becomes more efficient and makes it possible to quickly fill vacant positions.

2. In accordance with the second task, we studied methods for selecting candidates and the main stages of forming a reserve. It was found that creating a personnel reserve is a painstaking work that is carried out in several stages. This process involves employees applying to occupy a management position in the future, personnel workers, and heads of departments.

3. According to the third task, we carried out an analysis of the needs in the personnel reserve of the BOU DOD SDYUSHOR "Dynamo". We found that work on forming a personnel reserve in this organization has never been carried out. However, in this institution there is a human resource in the form of teacher-trainers, from whom a personnel reserve can be formed to fill leadership positions.

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

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

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