«Building an efficient team of like-minded professionals, creating a favourable environment for self-development, implementing a comprehensive talent agenda as well as promoting a corporate culture built on the principles of professional and personal responsibility and initiative are the key factors of sustainable long-term development of our company» – says Nina Korsakova, the manager of VENTS human resources department.
Despite a number of challenges due to external factors our company still performed quite strongly and finished the year with a positive momentum. We all put our hearts and minds to take the production facility to a whole new level. However, we are nowhere near slowing down as we remain true to the path of sustainable development and improvement.
Today the company is focused on reaching the current goals and meeting all the commitments to the fullest. In addition to that we are constantly exploring opportunities for offering our employees more competitive compensation plans and seeking ways of boosting their motivation. At the moment our primary goal is creating a framework of financial incentives which would benefit sharing the organizational objectives by all our employees and making them feel as important as their individual ones. Our company provides additional performance-based bonuses awarded for making a valuable contribution into resource-saving activities and taking part in such projects as "Lean production" and "Continuous improvement for confidence in the future".
The company's personnel policy is aimed at strengthening its positions in worldwide markets. We strive to set industry-wide trends in personnel management. To that effect we have developed a comprehensive program of youth initiatives to increase their interest in engineering and blue-collar jobs. Events such as career days and promotion events for specific professions which help seek and recruit young talent are integral elements of the program. Young blood can be a game changer for our industry which is still haunted by stereotypes. First and foremost we ought to finally strip big factories of their old image of a talented and dignified person's last resort. We ought to offer valuable incentives that will not only help young talent survive through traineeship, but also provide the security for long-term professional growth with the company. This can be done through involvement in exciting technical projects and offering opportunities for professional growth and career development.
By and large the qualifications of our staff are in line with the current productions levels of our facilities. However, we realize the importance of helping our workers acquire new professional and managerial skill sets to meet the stringent quality requirements set out in international standards, reach target production levels, raise the efficiency of labour and reduce the costs of production.
One of the biggest priorities of our human resources policy for next year is building an efficient corporate system for training and developing our personnel and implementing the latest innovations in management that could help us create world-class research-intensive solutions and implement them in high-quality energy-efficient products. A considerable emphasis will also be placed on streamlining our teams in terms of age and performance, stimulating technical innovation and bottom-up initiative and encouraging mastering allied trades and modern equipment. And last, but not least, we shall focus on reaching and keeping a perfect balance of experienced qualified staff and young professionals on our team to make it as strong as ever.
