1.3 Формирование кадрового резерваК

1.3 Формирование кадрового резерва
Кадровый резерв - это группа руководителей и специалистов, обладающих способностью к управленческой деятельности, отвечающих требованиям, предъявляемым должностью того или иного ранга, подвергшихся отбору и прошедших систематическую целевую квалификационную подготовку.
Формирование кадрового резерва проводится по результатам работы аттестационных комиссий; оценок знаний кандидатов, полученных ими в ходе обучения в системе повышения квалификаций; заключений по итогам стажировок, тестирований и т.п., с учетом физического состояния кандидатов, их способности переносить дополнительные нагрузки. Планирование кадрового резерва ставит целью прогнозирование профессионального продвижения, его последовательности и сопутствующих мероприятий. Для этого должна быть проработана вся цепочка продвижений, перемещений и увольнений конкретных работников в организационной структуре управления. Ежегодно руководитель службы управления персоналом организации должен проводить подготовительную работу по выявлению кандидатов кадрового резерва и составлять предварительный список резерва кадров на выдвижение [14].
Основными критериями при подборе кандидатов в резерв кадров служат:
▪ требуемый уровень образования и профессиональной подготовки;
▪ опыт практической работы с людьми;
▪ организаторские способности;
▪ личностные качества;
▪ возраст и состояние здоровья[20].
Различаются следующие типы резерва:
. По виду деятельности:
▪ резерв развития - группа специалистов и руководителей, готовящихся к работе в рамках новых направлений (при диверсификации производства, разработке новых товаров и технологий). Данные сотрудники могут выбрать одно из двух направлений карьеры - либо профессиональную, либо руководящую.
▪ резерв функционирования - группы специалистов и руководителей, которые должны в будущем обеспечить эффективное функционирование организации. Данные сотрудники ориентированы на руководящую должность.
. По времени назначения:
▪ группа А - это кандидаты, которые могут быть выдвинуты н вышестоящие должности в настоящее время.
▪ группа Б - это кандидаты, выдвижение которых планируется в ближайшие 1-3 года.
Принципы формирования резерва:
. Принцип актуальности резерва. При применении этого принципа должна учитываться реальная потребность в замещении должностей, и резерв на должности должен формироваться из расчета, что сотрудники, зачисленные в него, имеют реальный шанс продвинуться на должность.
. Принцип соответствия кандидата должности и типу резерва. При применении этого принципа должны учитываться требования к квалификации кандидата при работе в определенной должности.
. Принцип перспективности кандидата. При применении данного принципа должны учитываться:
▪ ориентация на профессиональный рост;
▪ требования к образованию;
▪ возраст;
▪ стаж работы в должности и динамичность карьеры в целом;
▪ состояние здоровья.
При отборе кандидатов в резерв для конкретных должностей надо учитывать не только общие, но и профессиональные требования, которым должен отвечать руководитель того или иного отдела, службы, цеха, участка и т.д., а также специфику требований к личности кандидата, основанную на анализе ситуации в подразделении, тип организационной культуры и т.д. [15].
Этапы работы с резервом:
. Анализ потребности в резерве. До начала процедуры формирования резерва должны быть выполнены следующие работы:
▪ прогноз изменения структуры аппарата;
▪ совершенствование продвижения работников по службе;
▪ определение степени обеспеченности резервом номенклатурных должностей;
▪ определение степени насыщенности резерва по каждой должности или группе одинаковых должностей (сколько кандидатур из резерва приходится на каждую должность или их группу).
Итогом выполнения указанных работ является определение текущей и перспективной потребности в резерве. Оптимальная численность резерва кадров рассчитывается следующим образом:
. Выявляется потребность предприятия в кадрах управления на ближайшую или более длительную перспективу (до пяти лет).
. Определяется фактическая численность подготовленного в данный момент резерва каждого уровня независимо от того, где проходил подготовку тот или иной работник, зачисленный в резерв.
. Определяется примерный процент выбытия из резерва кадров отдельных работников, например, из-за невыполнения индивидуальной программы подготовки в связи с выездом в другой район и др.
. Определяется число руководящих работников, высвобождающихся в результате изменения структуры управления, которые могут быть использованы для руководящей деятельности на других участках.
Эти показатели корректируются в течение всего периода работы с ним.
Управление карьерой включает:
▪ помощь в познании сотрудниками своих потребностей и интересов (желаемой должности, уровня доходов и пр.) и потенциальных возможностей, на основе чего и с учетом перспектив организации формулируются основные цели карьеры;
▪ самостоятельное (или с помощью руководителя и при консультации специалиста по работе с персоналом) определение вариантов продвижения как в данной фирме, так и за ее пределами, а также необходимые для этого меры;
▪ планирование профессионального развития (учебы, стажировок и др.) и должностного перемещения (повышения, ротации) менеджеров;
▪ организацию обучения (в том числе основам самоуправления карьерой), оценки, адаптации и профессиональной ориентации, конкурсов на замещение вакансий менеджеров;
▪ активизацию карьерных устремлени

Результаты (английский) 1:

1.3 formation of a personnel reserveTalent pool is a group of managers and professionals with the ability to management activities that meet the requirements of a post rank subjected to selection and systematic target qualification training.Formation of a personnel reserve is carried out according to the results of attestation commissions; assessments of the candidates ' knowledge, obtained in the course of retraining system; conclusions on the results of the tests etc, internship, taking into account the physical condition of the candidates and their ability to carry additional loads. Planning personnel reserve aims to promote professional forecasting, its sequence and related activities. This should be worked out the whole chain of promotions, transfers and terminations of certain employees in the organizational structure of the Office. Annually, the head of the personnel management of the United Nations must carry out preparatory work to identify candidates of a personnel reserve and prepare the preliminary list of cadre nomination [14].The main criteria in the selection of candidates in reserve personnel include:▪ the required level of education and training;experience of practical work with people;▪ organizational abilities;▪ personal qualities;▪ age and health [20].Distinguishes between the following types of reserve:. By activity:▪ development reserve-the team of specialists and leaders prepared to work within the framework of the new directions (with the diversification of production, development of new products and technologies). Data staff may choose one of two career directions, either professional or leadership.▪ operation reserve-team of specialists and managers who must, in future, to ensure the effective functioning of the organization. Data staff focused on leadership.. By the time of the appointment of:▪ a group is applicants that may be put forward by Mr higher positions at present.▪ Group b is the nomination of candidates, which is planned in the next 1-3 years.Principles of formation of the reserve:. The principle of relevance of the reserve. When applying this principle must take into account the real need for replacement and the provision for posts posts should be that employees enrolled in it, have a real chance to move to the post.. The principle of conformity of candidate positions and reserve. When applying this principle must take into account the candidate's qualifications requirements when working in certain positions.. The principle of the prospect candidate. When applying this principle should be taken into account:▪ orientation towards professional growth;▪ education requirements;▪ age;▪ work experience and dynamic career as a whole;▪ health.When selecting candidates for specific posts should be considered not only common, but also professional requirements that must be met, the head of a Division, services, shop, plot, etc., as well as the specificity of the identity of the candidate, based on an analysis of the situation in the OU, type of organizational culture, etc. [15].The steps for working with the reserve:. Analysis of the need for reserve. Prior to the formation of the reserve must be performed the following work:▪ forecast changes in the structure of the apparatus;▪ improving the promotion of employees;▪ defining the degree of availability of reserve item;▪ determination of the degree of saturation of the reserve for each post or group of identical posts (how many candidates from the reserve accounts for each post or group of them).The result of these works is to identify current and future needs in reserve. The optimum number of reserve personnel is calculated as follows:. Identifies the need for enterprise management personnel in the short or longer term (up to five years).. Is determined by the actual number trained reserve currently every level regardless of where a trained employee who enrolled in the reserve.. Estimated percentage of drop-outs is determined cadre of individuals, for example, due to the failure of an individual training programme for departure in another district, etc.. The number of senior staff released as a result of the restructuring of the Office, which can be used for leadership positions at other sites.These figures are adjusted during the entire period of its operation.Career management includes:▪ assistance in understanding their needs and interests of the staff (a desirable position, income level, etc.) and potential, on what basis and taking into account the perspectives of the organization formulates the basic career goals;▪ an independent (or using the head and in consultation with HR specialist) definition of promotion as options in this company and outside, as well as the necessary measures to that end;▪ planning professional development (training, internships, etc.) and official move (raising, rotation) managers;▪ training (including the basics of career self-management), evaluation, adaptation and professional guidance, competitions for vacancies of managers;▪ the revitalization of career ustremleni

Результаты (английский) 2:

1.3 Formation of a personnel reserve
personnel reserve - a group of managers and professionals with the ability to management activities that meet the requirements of a position of rank, underwent a systematic selection and past the target qualification training.
Formation of a personnel reserve is carried out on the results of the evaluation committees; assessment of knowledge of candidates received by them in the course of training in continuing education; conclusions on the results of training, testing, etc., taking into account the physical condition of the candidates and their ability to carry additional loads. Planning personnel reserve aims to predict professional advancement, its sequence and accompanying events. To this must be worked out the whole chain promotions, transfer and dismissal of specific employees in the organizational structure of management. Every year, the head of service personnel management must carry out preparatory work to identify the talent pool of candidates and draw up a preliminary list of personnel reserve for the nomination [14].
The main criteria in the selection of candidates for the reserve cadres are:
▪ the required level of education and training;
▪ practical experience with people;
▪ organizational skills;
▪ personal qualities;
▪ age and state of health. [20]
The following types of reserves:
. By activity:
▪ reserve development - a group of professionals and executives preparing for the work of the new directions (at diversification of production, development of new products and technologies). These employees can choose one of two directions career - either professional or leadership.
▪ reserve operation - a team of specialists and managers, who have in the future to ensure the effective functioning of the organization. These employees are oriented to a managerial position.
. By the time of the appointment:
▪ Group A - a candidate who could be nominated Mr. higher positions now.
▪ Group B - a candidate, the nomination is planned in the next 1-3 years.
The principles of the reserve :
. Principle of Relevance reserve. In applying this principle should be considered a real need for a post, and reserve positions to be formed on the basis that employees enrolled in it, have a real chance to advance to the position.
. The principle of conformity of the candidate positions and type of provision. In applying this principle should be considered requirements for the qualification of the candidate at work in a certain position.
. The principle of prospective candidates. In applying this principle should be considered:
▪ focus on professional development;
▪ educational requirements;
▪ age;
▪ work experience in the position and dynamic career as a whole;
▪ health.
In the selection of candidates for the reserve for specific positions should take into account not only common, and professional requirements to be met by the head of a department, service department, section, etc. as well as specific requirements for the individual candidate based on an analysis of the situation in the unit, the type of organizational culture, etc. [15].
Stages of work with a reserve:
. Analysis of the need for reserve. Prior to the commencement of the formation of the reserve must be carried out the following activities:
▪ forecast of changes in the structure of the device;
▪ improving the promotion of workers at work;
▪ a degree of security reserve nomenklatura positions;
▪ determine the degree of saturation of the allowance for each post or group of identical posts (many candidates from the reserve accounts for each position or group).
The result of the above works is to determine the current and future needs in reserve. The optimum number of personnel reserve is calculated as follows:
. Identify the needs of the enterprise in personnel management in the short or longer term (five years).
. determines the actual number of trained currently allowance each level, regardless of where he trained a worker, unreserved.
. Determine the approximate percentage of disposals from the personnel reserve of individual employees, for example, because of the failure of individual training programs in connection with the departure to another area, etc..
. determines the number of executives, released as a result of changes in the management structure, which can be used for leadership positions at other sites.
These figures have been adjusted for the entire period of working with him.
Career Management include:
▪ help employees in understanding their needs and interests (the desired position, income and so forth.), and the potential, on what basis and from the perspectives of the organization with the main goal of a career;
▪ independent (or with the help of the manager and in consultation specialist HR) identification of options for advancement in this company, and beyond, as well as the necessary measures;
▪ planning professional development (training, internships, etc.) and Transitions (raising, rotating) managers;
▪ organization of training (including the basics of career self-management), assessment, adaptation and professional orientation, competitions to fill the open position;
▪ activation career aspirations

Результаты (английский) 3:

the formation of a pool of staff
pool is a group of managers and professionals with the ability of management to meet the requirements.as the position of a rank of selection and have systematic task qualification training.the management is on the basis of the results of evaluation committees; the evaluation knowledge of candidates obtained in the training system, improve the qualifications; opinions on the internshiptesting and etc. according to the physical condition of the candidates, their ability to absorb the additional workload. planning management aims to forecast the professional progress.its sequence and related activities. it should be established the chain movement, movement and removal of specific employees in the organizational structure of the office.each year, the head of hr management organization should carry out the preparatory work to identify candidates personnel reserve and compile a preliminary list of reserve personnel