Summary "in reserve"

It would seem that in general logistician with a specialiston staff? One manages traffic flow, and the second - human. Loads are concentrated in the warehouses, and the people? Some of them are not even aware that information about their career path are stored in the data bank of the company or recruitment agency, and at any moment can be retrieved and presented to the prospective employer. And although the crisis has forced to suspend the recruitment of new staff and promotion of old, HR professionals have not had time to forget the painful shortage of personnel, finally got the opportunity to choose and save resume "in reserve". They do this in the hope that one day the company will once again be to grow and develop, but their efforts were not in vain.

On the bench

Although the labor market situation has changed, and now the conditions dictated by the employer, the deficit for a number of job positions that are strategically important for the company, is still preserved. It is for them and it is necessary to form the personnel reserve. These are the key employees that determine success in achieving business goals. Even if these positions are closed, the loss of a hasty withdrawal of such specialists will be quite high.

However, to date, engaged in the identification of "spare" stars unnecessarily get involved in improving their skills experts do not advise. During the crisis, the unit associated with the active development, you can either minimize or postponed until better times. If you now actively prefer to development, you will need to create the opportunity to implement the knowledge and potential. Otherwise, the situation may arise that your reserve "burn out." As a result, he will be looking for any other employer to implement yourself, or it will serve as a demotivating factor and will affect the level of productivity. It is better to attract budding employees to discuss production problems in the working group or to introduce a graduation project as a quality assessment tool completing the course followed by the possibility of realization. In addition, this approach does not involve substantial costs, which is especially important in times of crisis. After all, traditionally the main item of expenditure (not less than 70%) when working with the talent pool was expensive training "spare" staff.

Also, one of the obvious risks - a reaction to the company's employees work in the reserve. Often, managers at various levels exist insurmountable fear for his place in the company of their competence, as for the replacement of their positions are preparing more professional candidates. Sometimes it can grow even in the open sabotage of the work of the reserve managers.

In this case, there are different approaches to dealing with the internal talent pool in the company. You can work with a reserve behind the scenes, closed, in discussing the "narrow circle" of employee development and promotion. You can work with reservists publicly. And if the company wants to create a talent pool and to work with them systematically, it is better to choose an affordable and transparent approach of its formation.

However, the period of the crisis, experts recommend a closer look at the opportunities and the ability to work of employees - in order to subsequently take their development. And all the energy is now directed to the formation of no internal and external provision. Even despite the fact that among eycharov prevailing opinion is now looking for a job "ballast" - incompetent and no outstanding employees. Many companies are in a panic fired indiscriminately, and now in the labor market was a lot of qualified specialists. Then these people will already be in the afternoon with fire not find.

Temporarily overboard

Traditionally, talent pool always realize certain internal resource that can be used to replace one or another vacant post, more management. When the deficit on the labor market was particularly noticeable, specialists in recruitment have become engaged in the formation of an external talent pool of candidates who, for whatever reason, at this stage did not meet the requirements. So the notion of "external talent pool."

In fact, an external talent pool is a database, which stores information about the candidates who might be interested in the company, subject to availability of suitable vacancies. But the opportunity at any time to call for the right people is fraught with difficulties, which can make the picture less rosy. Of the twenty resume in two years it will be possible to find the coordinates of about 12-15 people. Of these, only three or four would agree to come to the meeting to listen to the proposal. One or two more candidates will be able to recommend to those who refused to come in for an interview. The whole procedure, including searching the outdated contacts, phone calls and interviews will take at least 25 hours of work with no guarantee of a positive result.

At the same time the most grateful reservists were, are and will be university students, from time to time can be involved in the implementation of simple instructions. Their main advantage: during their studies they are actively looking for work.

As in the formation of internal personnel reserve, there are various approaches to working with an external reserve. "Closed" scheme of work - suggests a simple collection of resumes of candidates, potentially interesting companies, and their structuring, and "open" - occurs when interviews are conducted for the future and the candidates give their consent to their entering into the personnel reserve of the company. In this case, most often (and this is confirmed by the feasibility of such approaches) to the first scheme resorted small companies working in narrow market segments. And the second - large retail chains and companies working in the field of catering, seeking to attract the largest possible number of potential candidates.