HR Director of Belaya Dacha Group of Companies

In recent years, there have been worrisome for the heads of organizations and personnel services trends that in the near future can lead to extremely negative consequences for companies that are not ready to meet changes “fully armed”. We are talking about changes in the qualitative composition of applicants for vacancies of managers at all levels. The market has become "secondary" - that is, for the selection of highly qualified managers, it is increasingly necessary to use technology selection personnel named among personnel officers"headhunting". Currently, this method is still mainly used for the selection of top managers. But if the organization does not create a specific system for working with staff, then in the near future it will be necessary to look for workers in this way. It is about creating an enterprise personnel reserve and systems for dealing with it.

It should be noted that Western companies have a positive experience in this matter, and the promotion of employees through the ranks is part of their overall strategy. personnel politicians. In Russian organizations, things are somewhat worse. At the same time, it is impossible not to recognize the fact that the leading domestic companies are gradually beginning to implement certain parts of the system for working with personnel reserve.

On the one hand, the concept personnel reserve is not something new and advanced for Russia - back in Soviet times, state-owned enterprises had an annual reporting form that reflected the status of work with personnel reserve. On the other hand, it can be said with confidence that at present there is no systematic work with a group of "reservists" at state enterprises, and if it is, it is of a declarative nature, since "reservists" do not always have the opportunity to take the position in the reserve of which they stay for many years.

In large Russian non-state companies Creation personnel reserve due to several reasons. The main reason is the competition between companies for highly qualified specialists, which leads to the risk of untimely replacement of a vacancy in the event of the departure of a key employee.

What is the personnel reserve for?

The creation of a personnel reserve is necessary for a better provision of the company with trained employees who, if necessary, are ready to conduct not only their own area of ​​work, but also others in related areas. The presence of trained specialists in the personnel reserve allows the company to significantly reduce the cost of recruiting and adapting new employees, as well as to build a system of investments in personnel development, which in turn significantly increases the non-material motivation of employees and contributes to their retention in the company. In addition, the presence of a trained personnel reserve can significantly reduce the company's risks in case of illness of key employees or other unforeseen circumstances.

What tasks are set in the formation of a personnel reserve?

The entire system of work with the personnel reserve can be divided into four stages and build a system in accordance with the goals and objectives of the company, adapting or modifying them in accordance with the specific situation on the market, the financial capabilities of the company and its development strategy. I would like to emphasize that the proposed scheme contains only enlarged recommendations. When implementing a system of work with a personnel reserve in each particular company, appropriate additions and changes are made to it; some of its sections are expanded, and some, on the contrary, are reduced to the necessary minimum.

It is also necessary to note that the introduction of only individual points of this scheme without the subsequent construction of an integrated system of work with the personnel reserve may not give the expected effect and subsequently lead to both moral and material losses for the company.

One of the main tasks first stage in the formation of a personnel reserve is to build an effective system of work with "reservists". To solve it, it is necessary to determine the needs for filling vacant positions for the planned period of time and develop principles for the selection of "reservists". It should be noted here that the planning period can have a different duration: in the companies I know, it ranges from 1 year to 5 years; most companies use 3-year planning.

On second stage the main task is to develop a system of competitive selection for positions to be filled, and the competition is held depending on the needs of the company, both among external specialists and among its employees.

On third , the most difficult stage the task is to develop the professional skills and knowledge of "reservists" necessary for them to successfully work in a reserved position and evaluate the effectiveness of working with a personnel reserve. To solve it, ideally, a corporate education program is being developed, part of which is the training of personnel reserve specialists. Such a program, depending on the needs of the company, may include trainings and seminars, conferences and internships, as well as a second higher education or an MBA (Master of Business Administration) program.

Task fourth stage - the so-called "running in reservists" or building a system for acquiring practical experience for "reservists" in a reserved position. This includes the replacement of the "reserved" employee in the absence of him at work for various reasons, the acquisition by the "reserve" of the experience of communicating with the subordinates of the "reserved". Ideally, after passing the cycle of practical training, the period of which is determined for each position individually, the "reservist" should be able to cope with the tasks of the "reserved" for a long time and perform the entire range of work for this position.

How to solve the assigned tasks?

Consider the activities that need to be carried out to solve the problems of the first stage. I note that there are no standard recipes in the principles of forming a personnel reserve. This is due to large differences between enterprises, the degree of staff turnover, as well as the gender, age and social composition of employees.

A positive effect from working with a personnel reserve can be achieved only if the creation of a reserve is an integral part of an integral system of work with the company's personnel. However, there is a certain set of standard activities and procedures that are carried out in any company interested in having reserve employees.

On first stage for full-fledged work with the personnel reserve, it is necessary to develop a Regulation on the formation of a personnel reserve, which establishes the basic principles and procedure for the formation of a personnel reserve, the terms of reference of officials responsible for the formation of a personnel reserve. It is also advisable to reflect in this document the issues of organizing work with the personnel reserve, the procedure for replenishing the personnel reserve and making changes to the quantitative and qualitative composition of the “reservists”. To get a complete picture of the current state of work with the personnel reserve, it is necessary to provide a reporting system for responsible officials.

In parallel with the Regulations on the formation of a personnel reserve, a List of positions to be reserved is compiled and a specific number of "reservists" for each position is determined. Both of these local regulations are prepared by the personnel management service and approved by the head of the organization.

In addition to the above documents, it is necessary to develop and approve reporting forms, establish the frequency of submission of reports, and also determine the circle of persons responsible for compiling and summarizing them. In the same block of work, a form for the list of personnel reserve, a plan for the training and development of reservists, a report on career advancement of employees in the reserve are being developed.

For problem solving second stage the Regulations on the formation of a personnel reserve should provide for mechanisms for the competitive selection of specialists. The number of candidates for positions that are subject to reservation, as a rule, involves employees who have some experience in the company. But situations are not ruled out when it is advisable to look for a "reservist" in the external labor market. Competitive selection of candidates is used in most Russian and foreign companies and is recommended as a selection mechanism that gives the most complete picture of the professional and personal guidelines of a candidate for "reservists". In order to make the selection mechanism the most objective, companies invite both internal specialists and external consultants to participate in the work of the competition committee.

To increase the efficiency of the competitive selection, it is desirable to involve in it the maximum possible number of employees who potentially meet the requirements of the group of reserved positions.

It is recommended to include employees of the company not older than 50 years into the list of participants in the competition for admission to the reserve of senior managers. It is advisable to include lower-level managers in the group of reserved positions for middle managers.

It should be noted here that these tips are exclusively advisory in nature and cannot serve as a basis for refusing to enroll an older employee in the personnel reserve. At some large Russian industrial enterprises, there are employees of retirement age in the personnel reserve. This is due to the fact that many technologies were developed in the Soviet era and have remained unchanged to this day, and it is this category of employees that has the necessary experience and knowledge to work on this equipment. The only danger of the existence of such a reserve is that the “reservists”, due to age characteristics, may wish to retire for a well-deserved rest.

Sufficient difficulties in the implementation of the activities of the second stage are due to the geographical location and the city-forming status of individual enterprises. Many large industrial enterprises were founded in the "clean field" and then cities grew up around them, in which 80% of the population was directly or indirectly connected with the "industrial giant". This location currently causes certain difficulties in recruiting personnel, since the economic difficulties of the early 1990s caused a significant outflow of the population from previously economically active regions, and the shortage of local personnel has to be increasingly filled by attracting outside specialists, which in turn entails a rise in the cost labor force and requires the provision of a certain social package to employees. If, for example, specialists move to Moscow willingly, then the cost of a Moscow or St. Petersburg specialist when moving to a region can increase by several thousand dollars.

To determine the personal composition of "reservists", both objective data (for example, work results) and indirect methods for determining professional and personal qualities (for example, interviews, business games, expert assessment, etc.) can be used.

It is allowed to form a personnel reserve for groups of reserved positions of managers in the form of a closed competition. In this case, the person responsible for the formation of the reserve for this group independently determines the composition of candidates and organizes the selection of "reservists".

For problem solving third stage the organization is forming a general system of corporate training and development of employees, which includes a number of activities aimed at developing the professional business and personal qualities of employees. Its construction, at times, is associated with significant material costs, and therefore, the unit responsible for its development should approach this issue deliberately, taking into account the most promising business development trends, external and internal factors that may affect the effectiveness of the employee development system, both in short term, as well as in the medium and long term.

The employee development system should include not only various educational programs, but also activities aimed at:

• development of the "reservists" the necessary qualities to work in a reserved position;
• strengthening the positive image of "reservists";
• giving the "reservists" a certain status that increases their prestige in the company.

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

Payment to an employee of a second higher education and an MBA is also not only a stimulating factor, but also helps to secure the employee in the company at least for the entire period of study.

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

Fourth stage serves to test the knowledge and skills of "reservists", as well as to gain practical experience in a reserved position. At this stage, a significant role is played not only by the acquired new knowledge and the opportunity to apply it in practice, but also by the will of the company's management to attract "reservists" to active work. Here, the most important thing is the ability of the administration to “consider” the employee, not to let him feel that he has become more educated, more experienced, able to solve more complex tasks, and the company is not able to apply all this “baggage” within himself, to let him realize himself on a new turn in the corporate ladder. If such an employee is not oriented in time, then the probability that he will start looking for a new job due to dissatisfaction becomes close to 100%. A company in which such miscalculations happen regularly can safely call itself a "forge of personnel", since such specialists are most often taken away by competitors, promising, among other "mountains of gold" and significant career opportunities. Often an employee, in a fit of resentment against the company, decides to move to another employer, without going into the details of the proposed job, but after hearing the expected combination of phrases about great prospects at the interview.

At this stage, one should also not forget about the relationship that the reserved worker has with the “reserve”. It is no secret that it is always difficult for a boss to realize that a person is preparing to take his place, who may be no worse, but better than him in some respects. If the reserved employee is close to retirement age, then the conflict may even become more complicated. In this situation, employees should be influenced in two directions:

1) the reserved person needs to explain the meaning of creating a reserve for his position, give him the opportunity to feel like a mentor, emphasize the importance of his work for the company and explain that the preparation of the reserve is necessary for the sustainable development of the company;

2) the “reservist” needs to 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 the company’s management is sure that he transfers the work in this position into the “safe hands” of a trained person who is ready for innovations and the ability to bring "fresh blood" to the work of not only its structural unit, but the entire company as a whole.

Undoubtedly, the “restraint” of young energetic employees with healthy ambitions, who have completed the personnel reserve training program and are “rushing into battle” causes significant difficulties. The most effective way to solve this problem is to appoint a "reservist" to the newly introduced position of deputy reserve. It should be noted that at the fourth 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 the company's management and personnel service to the positive changes that occur with the employee during the period of training "reservists". Otherwise, employee demotivation is inevitable, and it will eventually lead to the employee entering the labor market.

What goals does the company pursue by creating a personnel reserve?

Achievement of the company's strategic goals . For any company or firm, the strategic goals are: making a profit from the main activity, gaining a leading position in the market and creating a positive image. Their achievement is impossible without a trained professional team of managers and highly skilled workers. The presence of a personnel reserve allows us to achieve these goals in the shortest possible time.

Increasing the level of readiness of the company's personnel for organizational changes. Every company is constantly undergoing organizational change. Training and retraining of the organization's personnel are the main sources of replenishment of the personnel reserve. To increase the level of readiness of personnel for changes, additional training of employees in related specialties, reorientation to other areas of activity, expansion of the area of ​​responsibility, etc. are carried out.

Ensuring continuity in management. To ensure continuity in management, it is necessary to train a “reservist” for a long time, as well as to fulfill the duties of a reserved employee, first in his presence, and then in the absence of an employee. Many large Russian enterprises are now faced with a situation where key executives are at a deep retirement age and, in the absence of an appropriate replacement, continue to perform their duties. This situation is especially acute among designers, chief engineers, chief power engineers and technologists. Moreover, the situation is aggravated by the fact that these specialists are carriers of unique information, and in the event of their unexpected departure and the absence of a reserve, losses for production may be irreparable.

Increasing the motivation of company employees. In any dynamically developing company, the process of internal movement of personnel is characterized by certain features and has its own patterns. It is the possibility of internal movement up the career ladder that is a powerful motivating factor for many employees. The creation of a personnel reserve is designed to make the process of moving planned and manageable. It is important to achieve maximum transparency in matters of appointments and movements, so that employees can see the goal and how to achieve it.

Improving the financial position of the company. This goal is achieved due to the presence of a constant composition of employees, their high motivation to work, constant professional training and, as a result, high labor productivity. It's no secret that the departure of a sales manager from a company sometimes leads to the loss of several clients, which can significantly affect both the company's image and the business as a whole. An urgent search for employees through recruitment agencies leads to significant losses of both finances and time.

The most significant groups of personnel for the company are subject to reservation in the first place. Such employees can be represented in all categories - from top managers to workers. Considering the general demographic situation, the most dangerous for large industrial enterprises may be problems with highly skilled workers, which are further exacerbated by labor migration problems. Therefore, already today, considerable attention must be paid not only to the search for top managers, but also to the training of middle and lower managers (foremen, team leaders), as well as to develop an in-house training system that will raise the prestige of working professions. If we talk about the classification of categories of workers, then we can conditionally divide the categories of reserved workers into five large groups:

1) top managers;

2) middle managers (including engineering and technical workers);

3) lower managers;

4) production workers (or main ones);

5) auxiliary workers.

What is necessary for successful work with a personnel reserve?

To successfully work with a talent pool, first of all, it is necessary for the company's management to understand the goals and objectives of its creation, the realization that this component of work with personnel can be largely costly and not bring visible dividends in a short time. It is necessary that it understands that the personnel reserve is a long-term investment in personnel, which bears fruit only with a painstaking and careful attitude to the principles and tasks of its formation.

Also, for successful work, it is necessary to carry out work with the "reservists" to explain the directions (including promising ones) of the company's activities, its strategy of behavior in the market and create a set of corporate values ​​among the "reservists". It is advisable to regularly acquaint employees with the assessments of the current management system, conduct business games and trainings to create a favorable microclimate in the team, and try to provide reservists with the opportunity to make proposals for the development of a business development strategy.

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

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

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

Reserve types

There are several typologies of the personnel reserve (by type of activity, rate of filling positions, level of preparedness, etc.). Depending on the goals of personnel work, you can use either one or the other typology.

By type of activity.

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

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

By appointment time:

group A- Candidates who can be nominated for higher positions at the present time;

group B- Candidates who are planned to be nominated in the next one to three years.

Principles of formation and sources of personnel reserve

Reserve relevance principle - the need for filling positions must be real.

The principle of compliance of the candidate with the position and the type of reserve - requirements for the qualification of a candidate when working in a particular position.

Candidate perspective principle - orientation towards professional growth, education requirements, age limit, length of service in the position and career dynamics in general, state of health.

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

Sources of personnel reserve leadership positions can be:

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

chief and leading specialists;

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

young professionals who have successfully completed an internship.

17. Working conditions and discipline as the basis for motivating and stimulating staff

The process of using various incentives to motivate people is called stimulation. Incentives play an important role in the enterprise as effective motivators or the main bearers of the interests of employees. It is fundamentally different from motivation. The essence of this difference is that stimulation is one of the means by which motivation can be carried out.

Motivation and stimulation of personnel have a significant impact on the development of such important characteristics of their work as the quality of work, efficiency, diligence, diligence, perseverance, conscientiousness, etc. among employees.

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

• Respect;

  Self-affirmation;

  Feeling of belonging to the organization;

  Pleasant working environment;

  Praise;

  Flexible work schedule;

  Self-awareness as a team member;

  Opportunity to submit ideas and suggestions;

  Opportunity to learn;

  Career;

  Companionship;

  Merit recognition;

  Reward;

  Possibility to work at home;

  Independence;

• Creative atmosphere;

  Gratitude for overtime work;

  Feeling confident at work

  Collaboration with other people;

  Established workflow;

  Leadership trust.

Stimulation as a method of influencing labor behavior is mediated through its motivation. When stimulated, the incentive to work occurs in the form of compensation for labor efforts. The division of incentives into "material" and "moral" is conditional, since they are interrelated. For example, a bonus acts both as an act of recognition in relation to an employee and as an assessment of his merits, and not just a material reward for the results of work. Sometimes the orientation towards communication, belonging to a certain community, and prestige are more pronounced among employees than the orientation towards monetary reward.

Material methods of labor stimulation

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

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

The relationship of remuneration of employees with the actual results of the production activities of certain organizations is carried out with the help of the forms and systems of wages used by them. They determine the mechanism of dependence of the remuneration of each employee on the effectiveness of labor activity. In any organization, the labor expended by a particular contractor can be expressed in terms of the amount of working time worked by him or the volume of products produced, work performed or services rendered. Depending on the economic indicators in which the costs or results of labor are measured, it is customary to distinguish between time-based and piecework forms of remuneration for personnel.

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

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

Most executives believe that if they can't offer a solid salary or a hefty bonus, people will be lazy and not incentivized enough. But you should be more concerned not about how to pay high salaries, but about ensuring that your employees are fairly remunerated. Justice is the observance of the principles of correctness, impartiality, honesty.

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

Allowances. Surcharges for productivity above the norm in the form of piecework earnings may take place if the reason for overfulfilling the norms was the employee's ability to do this work exceeding the average level.

In addition to salary, there is another means of motivation - intra-company benefits: payment by the company for medical services, insurance in case of long-term disability, full or partial payment of the cost of the employee's travel to and from the place of work, providing their employees with interest-free loans or loans with a low level of interest, granting the right use of company transport, meals during work and other expenses.

Increasing importance in the formation of income is acquiring such forms as participation in profits and equity. This can be explained not only by the desire for social harmony, but also by the possibility of evading taxes, which are becoming increasingly important in a market economy and are pushing employers to look for ways to avoid paying them.

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

Non-material methods of labor stimulation

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

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

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

Social Incentives associated with the need of workers for self-affirmation, with their desire to occupy a certain social position, with the needs for a certain amount of power. These incentives are characterized by the ability to participate in the management of production, labor and the team, to make decisions; prospects for career advancement, the opportunity to engage in prestigious types of work. Consequently, it is assumed that employees are given a voice in solving a number of problems, they are delegated rights and responsibilities.

moral incentives to work are connected with the needs of a person in respect from the team, in recognition of him as an employee, as a morally approved person. Recognition can be private or public.

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

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

Moral incentives include praise and criticism.

Socio-psychological incentives stem from the special role that communication plays in human life. It is communication that is a fundamental need and a condition for normal human life. Therefore, a comfortable climate in the team, which ensures normal communication, allows a person to fulfill himself, is an excellent incentive to a sense of employee satisfaction in work.

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

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

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

One of the most important local regulations for the organization regulating the rules of conduct are the Internal Labor Regulations. The need to observe labor discipline is due to its cooperation. The unification of workers to achieve common labor tasks requires ensuring coherence and reliability in work, which can only be ensured by strict adherence to organizational rules of conduct.

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

Economic losses due to low labor discipline are expressed as follows: in the loss of working time due to absenteeism, lateness, early departure from work, in the loss of working time associated with the dismissal of workers for violations of labor discipline and the admission of new unadapted workers to the organization, a decrease in the collective results of labor due to the low interchangeability of workers, in breakdowns and downtime of equipment, in the production of defective products due to violations of production technology.

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

Labor discipline is based on three incentive sources and has three forms of implementation: coercive discipline - the impact on the employee of the enterprise administration using economic and moral and psychological methods of coercion, voluntary discipline - internal awareness by employees of the need to comply with norms and rules of behavior, self-discipline - self-persuasion, presentation to high demands to be met.

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

Consultant

In the fierce competition that is inherent in almost any type of business, the one who has a powerful managerial resource has a head start. Indeed, talented leaders are capable of making the right decisions and developing innovative strategic plans. Therefore, companies should pay great attention to a special group of positions - the management team.

This process involves the formation of a personnel reserve of managers and tireless work with it.

Enterprises are:

Reserve of potential managers (employees for promotion) is a certain number of employees who, due to their professional and personal qualities, can at any time be transferred to a planned managerial position.

Formation of a personnel reservemanagement team- this is one of the most important strategic activities of the company, which is a set of measures for the selection and training of potential managers.

Who can become part of the organization's talent pool?

• Employees of the company who have successfully passed the certification and are recommended by their immediate superiors for promotion
• The personnel reserve of the enterprise may include young professionals who have managed to show themselves well in business
• Employees working at the enterprise who remotely receive education in higher or specialized secondary specialized educational institutions
• Deputy current leaders

Trainings on the basics of management and involvement for young professionals are conducted by Aleksey Shirokopoyas, Expert in the development of managerial competencies. Trainer-consultant. Editor in Chief .

8-926-210-84-19. [email protected]

There are two ways to form a personnel reserve of an organization: traditionally or in a modern way.

Traditional vision the formation of a personnel reserve of an enterprise involves the preparation of a specific replacement for a specific position. For example, the shareholders of a large regional manufacturing company decide to change the “alien” top managers for local workers. To do this, the latter are properly trained and educated.

Modern system formation of the personnel reserve of the organization is a painstaking "work with talents". Among the employees of the enterprise, the most promising and talented are identified, and their development is carried out at their current workplace. At the same time, their greatest strengths are identified, after which it is decided in which leadership position they will bring the greatest benefit.

In the vast majority of cases, companies use the traditional method of creating a managerial talent pool, as it is less time-consuming and costly.

However, no matter which method you decide to use, it is mandatory to observe the following set of principles:

• The principle of planning- it is necessary to take into account the objective need of the company for new leaders in the context of constant changes in the economic conditions of activity.
• Unity principle- The training of managers for all positions should be of the same quality.
• Continuity principle- the development of a specialist who will become a worthy leader should be long-term and continuous. In some cases, this lasts for several years. It assumes constant self-education, honing skills on the spot, as well as attending useful events (courses, trainings, etc.) off-duty.
• The principle of "the more the better"- do not be afraid to include "unnecessary" employees in the personnel reserve of the organization, beware of missing a truly talented subordinate. However, there are certain quantitative limits: no more than three people should be recorded for one “middle-leading” position.
• Principle of transparency and open list- provide an opportunity for any employee who wants to become part of the company's management personnel reserve, if he really meets the formal criteria. It should also be possible to “return” to the list of candidates for those who left it.
• The principle of "not creating a caste of untouchables» — entry into the organization's senior personnel reserve should not be a reason for special preferences. These people should not arrange a preferential or privileged mode of work. We are talking exclusively about favorable conditions for professional growth.
• Top Management Involvement Principle- the current bosses must necessarily work with the "younger" generation.
• The principle of confidentiality and ethics- be careful with the appointment of a head from the personnel reserve of the enterprise. The remaining members in it should not feel out of work.
• The principle of publicity- assumes that the public of the company can at any time check how the qualities of the organization in the personnel reserve correspond to the selection criteria.

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

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

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

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

What should be the management of the personnel reserve of the organization?

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

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

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

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

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

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

• Mobility of an employee (his readiness to change his place of work and place of residence at any time)
• Ability to withstand severe psychological and physical stress.
• Willingness to get rid of previously performed functions.

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

Then comes the second stage - the creation of a plan for the release of managerial vacancies. For this, a combination of such indicators as the age of current leaders, health status, personal interests, and professional prospects is analyzed. The resulting plan will become the basis for the preparation of the personnel reserve of the enterprise.

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

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

Criteria for selection to the personnel reserve of the organization

• Correspondence of the totality of individual characteristics of each applicant to the image of the ideal leader of this section. It is better to use in this case tools such as deep versatile individual testing, since the method of subjective assessment is not always effective, and the method of expert assessment will violate the principle of confidentiality.
• Available results of current activities. To do this, use information from the employee's personal file, as well as data from the evaluation of his work.
• The degree of readiness of the candidate to assume a leadership position. This process should take place using the intuition and experience of personnel officers, other methods are ineffective.

All potential reservists go through a two-stage rigorous selection process. At each stage, applicants are evaluated from different points of view.

1. First, clearly unsuitable candidates are screened out. To identify them, complex tests are carried out that can determine how ready a person is for further development and personal growth.
2. At the second stage, the best candidates are selected from the candidates remaining after the first. They analyze his abilities, skills, talents, as well as development potential even deeper.

All selected reservists are conditionally divided according to the following principle:

• Those who objectively can become leaders due to their existing qualities and professional qualities.
• Those that have enormous potential for development.

If a person falls under both categories, then he is enrolled in the so-called "near personnel reserve of the enterprise." Those who have only one of these characteristics - in the "distant personnel reserve of the organization", which is more expensive for the company due to the need for various training programs and events.

In the process of forming a personnel reserve, the following mistakes can be made:

• Insufficient balance in the structure of the personnel reserve (some levels of management are missing among those enrolled in the reserve)
• The lack of worthy projects that will enable reservists to demonstrate their qualities.
• Wrong motivation of candidates for the personnel reserve of the organization.

In the process of working with the selected best reservists, they develop in three directions: they improve their professional and industry skills, acquire managerial knowledge, and gain the necessary situational experience.

A person who has the honor to be a member must constantly feel the attention of the leadership to the process of his growth. The development of all reservists must be comprehensive and comprehensive.

Companies that have mastered all the requirements for creating a personnel managerial personnel reserve of an enterprise do not have problems with changing managers at any level. Their development is characterized by the succession of successful strategies along with the introduction of fresh innovative ideas.

is an important component of the effective work of the unit. Management of the personnel reserve of the enterprise should be provided only to qualified specialists in the personnel issue.

In the context of a global shortage of qualified personnel, the task of forming and managing a talent pool becomes relevant for most large companies. Like any process of personnel management, work with a personnel reserve is effective only when it is carried out in a comprehensive manner. In this case, the information system becomes an indispensable assistant to the personnel service.

There are two main methodological approaches to providing a company with personnel at the expense of internal reserves:

Own personnel reserve management;
- Creation of a talent pool.

Both of these approaches are aimed at, on the one hand, minimizing the losses associated with the departure of key employees; on the other hand, to use the internal human resources of the company as efficiently as possible; on the third hand, to manage the motivation of promising employees through targeted work on their professional development and career growth.

With a built-in system of work with personnel, both the personnel reserve and the talent fund can serve as regular sources of recruitment. You can evaluate the effectiveness of using these tools using the Acquisition Cost Efficiency report.

Talent management

The concept of personnel reserve management involves the nomination of a "reservist" as a potential candidate for one or more positions and management of his preparation so that in the event of a vacancy in this position, an employee from the reserve can be automatically promoted to this position.

To solve these problems in 1C: and personnel management 8 CORP, the following features are provided:

Profiling the position and describing it through the relevant competencies;

Creation of a reserve for a key position and a description of the requirements for candidates for the reserve;
- evaluation of candidates with a comparison of the set of qualities of the candidate and those requirements that are necessary for the reserved position;
- assigning the candidate the status of "reservist" with assigning him to a specific position or several positions for which he can be considered;
- formation of the composition of the reserve from the company's employees, candidates, other individuals (for example, employees of competing companies);
- comparison of candidates for one position and selection of the most appropriate for work in the reserved position;
- conducting a “what if” analysis of personnel reshuffles based on personnel reserve data.

Using 1C: Salary and personnel management 8 CORP., an employee of the personnel service can:

Create a position for which it is necessary to provide a personnel reserve;
- describe the competencies that are necessary for the reservist to meet this position (the competencies may differ from those required for this position in the current mode);
- describe the formal requirements for reservists (gender, age, length of service in the company, etc.).

Based on these requirements and the data available in the company's employee database, the information system automatically proposes a list of employees most suitable for promotion to the personnel reserve for this position.

1C: Salary and 8 KORP allows you to select for the reserve not only employees holding full-time positions in the company, but also candidates from outside with whom the company is working and for whom the company's database contains the necessary information (for example, specialists working under a civil contract, students on an internship, candidates for open vacancies, etc.).

If necessary, summary information on an individual in the reserve can be printed.

The personnel reserve allows you to make additions and manually edit the list of reservists. An employee of the personnel service can, based on his own considerations or additional information not taken into account in the system, add an additional employee to the list or delete the one who was entered automatically.

If an employee is removed from the list of reservists, the manager responsible for this decision can enter comments into the information system about the reason for the removal, which will then be automatically saved in the database, in the employee's personal data card.

The personnel reserve allows not only to add a candidate to the reserve, but also to show a possible sequence of personnel reshuffles after the selected reservist takes the vacant position, to display a list of possible replacement candidates for all reshuffles.

The talent pool report allows you to analyze the positions of the talent pool.

talent management

The concept of managing the talent pool (talent pool) involves the creation of a single fund of candidates with certain qualities that can be "grown" to a specific position if necessary. This approach does not require preliminary selection to the reserve for a specific position and the assignment of a reservist to this position.

As well as for the personnel reserve, 1C: Salary and personnel management 8 CORP. allows you to include in the talent fund not only employees who occupy full-time positions in the company, but also candidates from outside with whom the company is working.

To manage the talent fund 1C: Salary and personnel management 8 CORP provides employees of the personnel service with the following features:

Random selection and comparison of candidates from the talent pool with the requirements for a specific position;
- comparing the characteristics of candidates with the requirements of the vacant position to identify the maximum compliance with the position for which the vacancy is open.

Based on this information, an employee of the personnel service can build purposeful work with a candidate selected from the talent fund and plan the necessary activities for his professional development.

1C: Payroll and personnel management 8 KORP. allows you to maintain a list of persons included in the talent fund, as well as see summary information on the candidate placed in the talent fund.

A candidate may be removed from the talent pool, with information about the reason for the removal retained.