EVP and Culture Alliance Viktor Barteniev Head of
EVP and Culture Alliance Viktor Barteniev Head of Recruitment, Selection and Employer Branding NIS Gazprom Neft
Self introduction Viktor Barteniev. Head of Recruitment, Selection and Employer Branding at NIS Gazprom Neft Previously More than 10 years in HR and recruitment on various roles. Love my job and my company. Married and a proud father of two 7 years old tweens
Roots … Each company has an employer brand…. .
NIS is proud with… 0 0. pl t 0. 0 in p en 0 24 SD opm R vel de Our colleagues are from 17 countries of the world. More than 200 youngsters every year 11, 000 Employees 41. 0 0 RSD 0. 000. 0 in S Investm 00 erbi ents a
Roots … …. . even if they don’t have any activities designed to influence it “Brett Minchington”
The Great Mission! Start managing our Employer Brand create a true EVP
Why do we do it? We struggle with getting right talent at the right time We need to transform and walk together with the world To ensure talent has a true understanding of the experience of working at NIS
Challenges to be concurred To DO Board Buy-in Budge t . . . Reput ation Expert -Team Comm unicati on Do. Ing Blo. Cker. S Don. E
Challenges to be concurred To DO Reput ation Do. Ing Comm unicati on Don. E Board Buy-in Budge t . . . Blo. Cker. S Expert -Team
The Expert. Team
Ivan Markovic The Expert. Team Sector for RS and EB Recruitment and selection Automation of processes Employer Branding Manager
Challenges to be concurred To DO Do. Ing Blo. Cker. S Don. E Reput ation Board Buy-in Budge t . . . Expert -Team Comm unicati on
Wait, wait…. Let’s go back…to the roots.
• Are you building your EVP and EB on the right roots ? • Will you manage to create meaningful and true EVP with the existing culture ? • What about influence of the existing culture on your employer brand Business results ? EVP
Challenges to be concurred To DO EB agenda Re def pro ine ce ses s Sur s vey Reput ation Cu lt che ure ck EV cre P atio n . . . Comm unicati on Do. Ing Blo. Cker. S Don. E Board Buy-in Budge t Expert -Team
FLEXIBILITY PURPOSE CARING ENJOYMENT CULTURE ALIGNMENT FRAMEWORK RESULTS ORDER AUTHORITY SAFETY STABILITY INTERDEPENDENCE How do we check the culture ? INDEPENDENCE LEARNIN G
There is no good or bad culture. “Spencer Stuart”
RESULTS ORDER PURPOSE LEARNING Focused on achievement and winning; feels like a race or competition. Focused on stability and rules; feels like a smoothrunning machine. Focused on compassion and higher purpose; feels like a balanced ecosystem. Focused on exploration and creativity; feels like an adventure or journey. AUTHORITY SAFETY CARING ENJOYMENT Focused on strength and dominance; feels like an arena or battlefield. Focused on planning and caution; feels like a vault or safe haven. Focused on relationships and mutual trust; feels like a big family. Focused on fun and excitement; feels like a party or celebration.
What we went through till now Team of 2 Established EB approach: • Candidate Experience, • Employee Experience, • Community Relations • Communication TOP management by-in Budget assurance Diagnosed Culture and it’s impact on business Target culture developed EVP established Road map of processes reengineering is set
1) To do list highligh ts: • Adjust the EVP towards different target groups/Create the action plan to support each EVP element/ follow – up!!! • Culture transformation and kick off / project team to be defined/ follow up!!! • Re-born the values/ Engage/Comunicate/engage…
Key lessons learned • Continuous stake-holder management is a must • Communication is a key • Use expertize • Choose right teams • Challenge everything, including yourself
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