Recruiting

In small companies, there is usually no talent pool
We found that 45% of companies maintain an internal talent pool and only 35% maintain an external talent pool. Another 35% of companies do not yet have an internal personnel reserve, but its creation is planned. 31% of companies that do not yet have plans to create an external talent pool have plans.

The smaller the number of the company, the less often it maintains a personnel reserve. This applies to both external and internal reserves.
The internal reserve is more often focused on creating a "pool" of possible line managers and heads of departments, and the external reserve - leading specialists.

How the internal personnel reserve is maintained
Most often, an internal personnel reserve is maintained in order to select candidates for the positions of line managers and heads of departments and departments. In other words, this is a way to “grow” a leader from ordinary employees. But in half of the cases, the internal personnel reserve is maintained with an eye on the positions of specialists and leading specialists.
In 67% of those companies where an internal personnel reserve is maintained, there is a special personnel assessment system, on the basis of which a person is included in the personnel reserve. In the same proportion of companies, the internal talent pool is maintained openly, that is, employees know about it. In other cases, the internal personnel reserve is formed behind the scenes - only employees of the personnel department know about it.

The main beneficial effects of maintaining an internal talent pool are called avoiding a crisis situation in the event of a key employee leaving (since there is already a replacement candidate inside), additional motivation for employees to work better and more efficiently (this happens when the internal talent pool is maintained openly and employees know under what results they can apply for a higher position), as well as reducing the cost of recruiting and adapting new employees.
However, according to the survey participants, maintaining an internal personnel reserve has not only benefits, but also risks. However, they concern only cases when the personnel reserve system is conducted openly. So, if an employee is “in reserve” for too long (and knows about it), and there are no opportunities for him to move up the career ladder in the company, this can demotivate him. The employee begins to perceive this situation as if he is not valued in the company, and is looking for career opportunities on the side. Indeed, due to the fact that he was included in the personnel reserve, he knows that he deserves a greater position, but he sees that he cannot get it at his current position.

The second big risk: the fears of the leaders that the “reservists” will “hook” them, because of this, the tense situation in the team.
External talent pool
An external talent pool is the formation of a stock of suitable candidates for possible future vacancies from specialists who do not work for you.

As our survey showed, most often the external reserve includes those who have already applied for vacancies in the company, but for various reasons were not hired (for example, because, according to their skills and experience, they turned out to be candidate No. 2 after the ideal candidate No. 1 or not managed to agree on the terms). Keeping such candidates in mind for the future is the right tactic. After all, they have already shown interest in your company, and you have already appreciated their skills. Returning to these candidates can save you resources—both time and money. In addition, after the time that has passed since the first contact with them, these specialists could grow professionally and become exactly those who you need at the moment.
In second place in terms of the method of forming an external reserve is the search for candidates in the resume database according to certain parameters.

In third place are employees of competing companies.

Most often, an external personnel reserve is conducted to close the positions of leading specialists and mid-level specialists. This helps reduce recruitment time in the future should a vacancy arise.
The database is updated periodically. But few people do it with a certain regularity - usually on a case-by-case basis.
If you have not yet engaged in the formation of a personnel reserve, then it's time to think about it. Why scatter the contacts of suitable candidates that you have already found?

    In small companies, there is usually no talent pool
    We found that 45% of companies maintain an internal talent pool and only 35% maintain an external talent pool. Another 35% of companies do not yet have an internal personnel reserve, but its creation is planned. 31% of companies that do not yet have plans to create an external talent pool have plans.

    The smaller the number of the company, the less often it maintains a personnel reserve. This applies to both external and internal reserves.
    The internal reserve is more often focused on creating a "pool" of possible line managers and heads of departments, and the external reserve - leading specialists.

    How the internal personnel reserve is maintained
    Most often, an internal personnel reserve is maintained in order to select candidates for the positions of line managers and heads of departments and departments. In other words, this is a way to “grow” a leader from ordinary employees. But in half of the cases, the internal personnel reserve is maintained with an eye on the positions of specialists and leading specialists.
    In 67% of those companies where an internal personnel reserve is maintained, there is a special personnel assessment system, on the basis of which a person is included in the personnel reserve. In the same proportion of companies, the internal talent pool is maintained openly, that is, employees know about it. In other cases, the internal personnel reserve is formed behind the scenes - only employees of the personnel department know about it.

    The main beneficial effects of maintaining an internal talent pool are called avoiding a crisis situation in the event of a key employee leaving (since there is already a replacement candidate inside), additional motivation for employees to work better and more efficiently (this happens when the internal talent pool is maintained openly and employees know under what results they can apply for a higher position), as well as reducing the cost of recruiting and adapting new employees.
    However, according to the survey participants, maintaining an internal personnel reserve has not only benefits, but also risks. However, they concern only cases when the personnel reserve system is conducted openly. So, if an employee is “in reserve” for too long (and knows about it), and there are no opportunities for him to move up the career ladder in the company, this can demotivate him. The employee begins to perceive this situation as if he is not valued in the company, and is looking for career opportunities on the side. Indeed, due to the fact that he was included in the personnel reserve, he knows that he deserves a greater position, but he sees that he cannot get it at his current position.

    The second big risk: the fears of the leaders that the “reservists” will “hook” them, because of this, the tense situation in the team.
    External talent pool
    An external talent pool is the formation of a stock of suitable candidates for possible future vacancies from specialists who do not work for you.

    As our survey showed, most often the external reserve includes those who have already applied for vacancies in the company, but for various reasons were not hired (for example, because, according to their skills and experience, they turned out to be candidate No. 2 after the ideal candidate No. 1 or not managed to agree on the terms). Keeping such candidates in mind for the future is the right tactic. After all, they have already shown interest in your company, and you have already appreciated their skills. Returning to these candidates can save you resources—both time and money. In addition, after the time that has passed since the first contact with them, these specialists could grow professionally and become exactly those who you need at the moment.
    In second place in terms of the method of forming an external reserve is the search for candidates in the resume database according to certain parameters.

    In third place are employees of competing companies.

    Most often, an external personnel reserve is conducted to close the positions of leading specialists and mid-level specialists. This helps reduce recruitment time in the future should a vacancy arise.
    The database is updated periodically. But few people do it with a certain regularity - usually on a case-by-case basis.
    If you have not yet engaged in the formation of a personnel reserve, then it's time to think about it. Why scatter the contacts of suitable candidates that you have already found?

     
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