The Company implements activities for preparation and formation of the pool of talented employees who can, if necessary, occupy executive positions in the Company’s group. The presence of talents pool is one of the resources that determine the successful development of the Company and competitiveness in modern conditions.
Talent management system is built on two approaches, including:
- Planning successors to key positions of the Company (planning period – from 1 to 5 years), formation of career plans and individual development plans for the preparation of a candidate to fill a planned position;
- Identification of high-potential and promising employees of the Company, their development in the workplace, which they now occupy, using them as agents of change and a resource for the development of the organization.
The main source for identifying high-potential and promising employees of the Company is the procedure for the final (annual) performance evaluation, which results in the formation of the Talent Map (9 box).
At the moment, the Company has developed and approved the Succession Program for key positions of the Company, as well as TOP-25 talented employees of the Company’s group.
The Company pays great attention to the development and training of the personnel reserve. Meetings with members of the Board of Directors of the Company are held on an annual basis with a view to introduction, development and motivation of prospective employees of the Company. In the current year, 8 employees of the Company, members of the personnel reserve, completed long-term training under the MBA program (Master of Business Administration).
In addition, the Company’s subsidiaries implements activities on creation of Human Resources Reserve and succession planning. The number of personnel reserve across the Company’s group at the end of 2016 was 708 people.