Personnel reserve: from creation to development - free course from the Russian School of Management, training, date: December 6, 2023.

Consultant on organizational development, strategic and operational management, personnel training. Expert in setting up business processes.

Ph.D., consultant on management, training and personnel development. Has practical experience in the development and implementation of HR technologies in retail business.

Corporate University
• The place of the Corporate University (CU) in the organization's development strategy.
• Corporate University, Training Center or Training Department – ​​choosing a business model for your organization. The value of CG for business. Training strategy and policy (external providers and internal trainers). Principles and indicators of CG formation.

Introduction of a corporate culture that motivates development. Internal PR tools
• Value-based approach to managing team activities.
• Framework for corporate culture.
• Mission, values, vision of the company as a management tool.
• Corporate cultural code.
• Types of corporate cultures.
• Transformation of corporate culture through the life cycle of the organization.
• Formation of corporate culture.
• Internal PR. Tools of corporate propaganda.
• Organizational ideology.
• Assessing the effectiveness of measures to create a corporate culture
• X and Y work motivation. Evolution of approaches. Generation theory.
• 10 factors of motivational organization of work. Modern techniques.
• Kaleidoscope of management practices.

Place of assessment in the personnel development system. Assessment center. Personnel reserve
• Place of assessment in the system of training and development of personnel.
• Interrelation of the management system – motivation system – training and development system.
• Purposes of conducting personnel assessment.
• Selection of an assessment procedure depending on the purpose.
• Selection of criteria for evaluation procedures.
• Requirements for the expert group. Features of employee motivational behavior during the assessment period. Communication in assessment. Information support (PR) in the company during the assessment and work with staff resistance.
• Methods for assessing competencies.
• Competency interviews: types, strategies, attributes of a good interview. Concept of STAR example.
• 360 degree method: stages of implementation, features of developing questionnaires, interpretation of results and writing reports.
• Assessment Center (Assessment Center).
• Key principles for conducting an assessment center.
• Stages of preparation and implementation of the assessment center. A package of documents for conducting an assessment center.
• Development of an assessment center program. Types of exercises used in AC.
• Observer position and basic observation skills.
• Summing up the results of assessment procedures.
• Interpretation and use of employee assessment results in the organization. Types of assessment reports.
• Feedback on assessment results.
• Personnel development based on assessment results. Making management and personnel decisions: opportunities and risks.
• Development of an individual development plan (IDP) for an employee.
• Personnel reserve and career management.
• Basic career planning activities and types of personnel movements. Stages of assessment and selection of reservists.
• Features of the development of the personnel reserve of managers: the transition from specialist to manager. Stages of working with reserves.

Development of employee potential. Talent-management. Knowledge Management
• Principles of “Talent Management” in recruiting and selecting employees. Creating a motivational environment. Application of coaching and mentoring technology for talent development.
• Knowledge management and core competency management. Planning for the development of key competencies. Assessment of the level of intellectual capital. Relationship between human resource management strategy and knowledge management strategy. Creation of a knowledge management system based on corporate training.

Change management when working with personnel
• Human resource and changes: features of perception and development.
• The theory of generations in the context of communication and work with change.
• Resistance to change. Conflicts when implementing changes. Prevention and overcoming.
• Willingness to change at the company level. Creating an environment of change.
• Effective implementation of changes.
• Involvement in the process of developing changes. Agents of change.
• Modeling of changes, pilot projects. Assessing the effectiveness of changes. Pitfalls of statistics and evaluation of results.
• Roadmap for supporting changes across generations. Company experience.
• Cascading information on changes. Management training.
• Assessing the effectiveness of implementing changes. Features of conducting surveys.
• Matrix of communications and change support tools.
• Creation of an effective communication environment. Principles of building effective communication: language, channels, form, time.
• Communication matrix when implementing changes.
• Selection and implementation of key HR tools that support the system of changes (training and development, personnel reserve, material and non-material motivation.