Personnel Committee. Any injuries, even minor ones, should be reported

If a company develops in accordance with its values, this means that its employees are guided by certain principles and attitudes - a kind of standard of behavior. Let's talk about how corporate values ​​are supported by internal HR processes at Severstal OJSC.

In 2009, the General Director of Severstal OJSC set top managers the task of actively implementing the company’s new vision, mission and values. This was due to the need to achieve the strategic goal - entering the top five global industry leaders in terms of EBITDA by 2015 and rapid transformation of the company in an unstable external market situation.

The corporate values ​​model was developed in 2008 based on the experience accumulated by divisions and enterprises, as well as an analysis of the values ​​shared by the top 10 and top 50 executives of the company. Of course, the model took into account not only the vision of top management, but also the opinion of ordinary employees, since in previous years various internal sociological studies of the company’s corporate culture were carried out, on the basis of which the value systems of divisions and individual large enterprises were formed. After the formation of a common value model, the head of the company personally met and discussed it with key heads of divisions and largest enterprises, as a result of which some clarifications and additions were made to it.

Company information

The vertically integrated mining and metallurgical company Severstal was founded in 1993. Currently, the structure of the OJSC consists of three divisions and production enterprises located in six countries (Russia, USA, Ukraine, Latvia, Poland, Italy). The number of personnel in 2012 was about 70 thousand people.

Among the wide range of traditional means of supporting and developing values, special attention was paid to HR tools and “weaving” the values ​​model into all personnel management processes: attraction and selection, adaptation, annual assessment, goal setting, training and development.

Attracting and selecting personnel in accordance with values

Even at the stage of getting to know potential employees - students of specialized universities - company specialists organize informational meetings in educational institutions, and within the framework of specialized exhibitions and conferences - seminars, during which they talk not only about the industry and the structure of the company, but also about its values.

The task of the employees of the personnel attraction and development department is to make sure that any recruitment agency cooperating with Severstal OJSC is familiar with the company’s value system and attracts candidates who correspond to it.

Corporate recruitment tools are also built on company values, such as attention to clients, efficiency and efficiency, safety, teamwork, respect for people.

The methodology developed by HR specialists for assessing compliance with values ​​during an interview makes it possible to assess whether a candidate has certain behavioral patterns. In addition to employees of the personnel selection department, line managers are trained in the use of these techniques (training in basic recruitment tools is included in the mandatory management training program, in particular in the “Achieve More Together” program, intended for middle-level production managers).

Thanks to the widespread use of these tools at all levels, the desire to initially understand whether a particular candidate is a good fit for the company has become a common and natural focus for internal recruiters when recruiting employees. For example, when selecting workers, testing is used; and when selecting all other categories - an interview based on competencies.

The company's top managers agree that when recruiting personnel, compliance with the company's values ​​is more important than the level of professional qualifications.

Introducing new employees to the company’s values ​​during the adaptation stage

During the adaptation period of an employee in the company, his immediate supervisor and the HR manager responsible for this unit act in accordance with the adaptation process algorithm (Annex 1).

On the first day of work, the employee is invited to take an introductory course about the company and the “Our Values” course. To do this, he receives a link by email or disk from his immediate supervisor. The course “Our Values” is interactive, consists of addresses from top 10 level managers, educational test tasks and cases offered for analysis (Appendix 2). After studying it, which takes about two to three hours, the employee receives a complete understanding of the corporate value model, illustrated with clear examples.

A story about the company’s values ​​is an obligatory part of the onboarding conversation that the immediate manager conducts with the employee. There is a sample conversation in the training video, which is used to develop adaptation skills among managers. After completing the probationary period, the manager evaluates the new employee in terms of achieving the set goals and compliance of his behavior with the company’s values.

Periodic assessment of employee behavior

Severstal OJSC uses three main personnel assessment tools:

  • annual “Dialogue on Goals”;
  • system of personnel committees;
  • 360 degree feedback.

These tools apply to all levels of management, and the “Dialogue on Goals” and simplified 360-degree assessment also apply to specialists. Each of these tools has a different purpose and methodology, but they are all based on the five values.

"Dialogue about goals"

The Goal Dialogue tool is used for all categories of employees up to the Top 4000 level in production departments, as well as for specialists in non-production functions.

During such a dialogue, the manager and employee evaluate the implementation of last year's goals and formulate goals for the future. A mandatory part of the process is a discussion of whether the employee's behavior in the past period was consistent with the company's values ​​and what he needs to pay attention to in the next year. To make it easier for both participants in the process to navigate the values ​​and their indicators, the dialogue about goals provides a special hint in the form of a separate bookmark (like a page in an electronic system or an additional sheet in Excel).

As a result, the employee’s individual development plan is supplemented with activities that will help him adjust or develop the necessary qualities, and the manager, based on the results of the dialogue about goals, forms a certain matrix in which performance and compliance with values ​​are equivalent criteria for classifying an employee as “problematic” or “at risk.” in its place" (Appendix 3).

An employee who does not demonstrate alignment with values, even if his performance exceeds expectations, cannot claim a high assessment of his potential, movement and advancement in his career.

Personnel committees

Personnel committees are meetings of managers at the level of the top team of a company, division, function, division, which allow a collegial, and therefore most objective, decision to be made on assessing the performance of employees and further work with them (including inclusion in the personnel reserve as applicants for specific positions), agree on special measures for the development of reservists.

The personnel committee meets twice a year and lasts from four to eight hours. At the meetings, all managers of the next (subordinate) level, as well as reservists of lower levels, are considered.

When discussing employees at a meeting of the personnel committee, the results of feedback (“360 degrees”) on values ​​and competencies, as well as a performance matrix (including an assessment based on values) compiled by the employee’s immediate supervisor are used primarily.

The personnel committee helps to avoid subjectivity in assessments, makes the “system of coordinates” more transparent (since at its meeting specific examples of employee behavior are discussed and analyzed), and allows you to plan high-quality activities for the development of an employee, if he needs it. This approach guarantees the assessment of all personnel on a single scale and collective decision-making instead of the subjective assessment of an individual manager.

Feedback

The company has a number of initiatives aimed at developing a culture of open dialogue between departments, colleagues, superiors and subordinates. Particular attention is paid to the competent use of feedback, both in the form of a simple management tool - a one-on-one conversation between a manager and a subordinate, and using a comprehensive “360-degree” feedback method.

The introduction of a new culture of behavior and relationships based on values ​​requires daily encouragement of correct patterns of behavior and correction of deviations on the part of colleagues, managers, clients / service providers, etc. Only in this case, values ​​acquire the nature of behavioral norms and cease to be formal.

At Severstal, all managers at the “Top 10”, “Top 50”, “Top 300”, “Top 1000” and “Top 2000” levels (from the General Director to the head of the site) undergo an assessment using the “360 degree” method annually, as well as specialists and functional experts. The questionnaire is constructed as a list of behavioral competencies that describes compliance with values ​​or violation of them. Evaluators are asked not only to evaluate colleagues on a special scale, but also to note what exactly, in their opinion, is the cause of deviations (if the rating is not the maximum), and also to comment on specific examples of behavior.

An employee's understanding that he and everyone around him will be judged by the same criteria that are important to the company creates a common focus and draws attention to any behavior within or outside of the values ​​on a daily basis.

The results of feedback on values ​​and competencies are used in the “Dialogue on Goals” (when assessing the past period of activity) along with the assessment of task performance. Employees and managers who receive low values ​​are not assessed for managerial potential, that is, they cannot be considered as reservists, and cases of receiving particularly low scores are discussed at meetings of personnel committees.

Personnel training and development

Mandatory training in the company (for example, an electronic or face-to-face course “Our Values”, a course “Dialogue about Goals”, etc.) includes a thorough analysis of the topic of values. A special role in this is played by the “Achieve More Together” program - management training, which includes five modules with a total duration of 15 days, through which all managers at the “Top 300”, “Top 1000”, “Top 2000” levels go through (from general directors of enterprises to managers workshops, areas). All modules are in one way or another devoted to promotion, clarification of values, and the use of tools for their communication.

The first module, dedicated to the actual strategy and values ​​of the company, begins with a speech by the general director, who comes to the site of the program and talks about what he personally means by the concept of “values”, why such values ​​are adopted at Severstal OJSC, etc. . p. Storytelling is also practiced within this module. storytelling - storytelling) is the main tool for communicating values ​​and an algorithm of actions in case of violation of them; Visual materials (cards, booklets, videos) are distributed, which participants can use daily in their work.

In the second module, dedicated to employee management tools, special attention is paid to the value of “respect for people.” For example, the program practices dialogue with an employee when setting goals, behavior during an interview with a new employee, and provides tools in the field of legal resolution of individual disputes with an employee. This is done so that the manager learns the principles of respectful behavior during interviews, resolving labor disputes, etc.

The third module, devoted mainly to management decision making and the study of the basics of finance, constantly refers program participants to the topic “Efficiency and Responsiveness”, dedicated to one of the company's core values.

The topic of the fourth module, “Methods for Improving Teamwork Effectiveness,” is broadly related to the value of “teamwork.”

In addition, HR specialists try to actively involve program participants in the creative process of creating their own idea of ​​what this or that value means for each of them personally, as well as what else needs to be done in the organization so that the adoption of these values ​​by the staff produces results. . For example, one of the presentations given by participants as part of the program is called: “What needs to be done to make values ​​work.”

Demonstration by example

No matter how the values ​​are promoted from above, employees will not accept them as their beliefs if every day they observe in the workplace a violation of these by management, the imposition of certain values ​​instead of coordinating them with the staff and involving them in the formation of a corporate culture. Understanding this, the company's management tries to ensure that the role model of values ​​(that is, a model of behavior in accordance with accepted values) is always before employees' eyes. This is achieved not only through the content of HR tools, but also through the form of organizing work with personnel in the company.

Example

The requirement that tasks in a dialogue about goals are not passed down by a manager to a subordinate in the form of an order, but are agreed upon, is a manifestation of the value of “respect for people.” The training is structured in such a way that in each group representatives of all Severstal divisions are involved in joint activities. This promotes the value of “teamwork”. Constantly conducting function assessments (annual automated collection of feedback results from key customers of the function), collecting feedback after each event (be it a conference, seminar, training program) serve as a manifestation of the “customer-centricity” value in the company. By daily observing examples of the effectiveness of the company's values ​​when organizing certain processes, managers and employees understand that a corporate culture based on these values ​​increases business performance, and accept them as a natural and integral part of their lives.

Annex 1.

Adaptation of a new employee to the position of specialist, manager (memo to the manager)

Appendix 2.

Cases (for value-based decision making)

WHAT VALUES ARE VIOLATED IN THE SITUATIONS IN CONSIDERATION?

SITUATION 1. “ROUTINE”

Alexander: Nikolai Nikolaevich, good afternoon!

Nikolai Nikolaevich: Oh, come in. I heard you are making progress in your new place. New tasks, new people...

Alexander: This is exactly what I wanted to talk about. There is one problem that seems quite difficult to me.

Nikolai Nikolaevich: Can you be more specific?

Alexander: Actually, this is what it’s all about. I have a subordinate - Maxim. He heads a small department of five people. All his subordinates simply idolize him. He remembers their birthdays, their children's names and birthdays, their dogs' names. He constantly communicates with employees...

Nikolai Nikolaevich: That is, his subordinates idolize him?

Alexander: Yes, he is very attentive to people. The doors of his office are always open, his subordinates constantly come to him for advice on various issues, and discuss the smallest details of any task. There are three phones in the office that are constantly ringing; sometimes Maxim manages to talk on two at the same time. His meetings with employees last three to four hours, but there are always urgent documents on his desk that require immediate action.

Nikolai Nikolaevich: In other words, Maxim is overloaded with operational problems, and he does not have enough time to resolve issues of his level?

Alexander: Yes. For example, last week Maxim should have drawn up a plan for promising projects for the next year. This is an important document, it had to be carefully thought through, but he has already asked me twice to move up the deadline for its delivery.

Nikolai Nikolaevich: What do you think is Maxim’s problem?

check yourself

What do you think is Maxim's problem?

  • Maxim tries to do everything himself, does not delegate certain tasks to his subordinates, and does not know how to redistribute tasks between employees of his department.
  • Maxim is not cut out for a leadership position; he remains a performer at the specialist level.
  • Maxim is overly loyal to his subordinates. He cares too much about the people in his department.

The desire to do everything yourself reduces work efficiency

  • Maxim tries to do everything himself, does not delegate authority to his subordinates, and does not know how to redistribute tasks between employees of his department.
  • The desire to do everything independently, the reluctance or inability to delegate authority reduces the efficiency of subordinates, which ultimately increases the company’s costs.

(Choose the correct answer and press the “Enter” button).

  • Attention to clients.
  • Teamwork.
  • Safety.
  • Respect for people.

Increasing the efficiency of the company is everyone’s task

  • At Severstal, we strive to achieve the best results and constantly improve, introduce innovations, make correct and timely decisions, achieve their strict execution and make optimal use of our resources.
  • This value concerns not only advanced technologies and material assets, but also working time.

SITUATION 2. “MINOR INJURY”

Head of department: Rules, of course, are important, but everything should meet common sense. For example, one of my workers recently twisted his leg, but it didn’t interfere with his work much. I advised him to bandage his leg and not tell anyone - why waste time?

Express your opinion on how a manager should behave in such a situation.

(Choose the correct answer and press the “Enter” button).

  • It all depends on the situation - how badly the worker was injured, whether there have been similar injuries before...
  • All injuries and accidents at work, including minor ones, should be reported.
  • Indeed, it was not worth reporting. Why distract people, they already have enough to do.

Any injuries, even minor ones, should be reported

  • Any injuries or accidents at work should be reported to Occupational Health and Safety.
  • A sprained leg may not significantly interfere with work, but when lifting a load, the worker may lose his footing, fall and be more seriously injured, or endanger other workers.

What value is violated in this situation?

(Choose the correct answer and press the “Enter” button).

  • Teamwork.
  • Efficiency and efficiency.
  • Respect for people.
  • Attention to clients.
  • Safety

No purpose can justify violating security requirements

  • We proceed from the fact that no goal can justify violating production safety requirements or neglecting the life and health of people.
  • We create and maintain safe working conditions and take care of the health of our employees.
  • We strive to prevent environmental pollution and use energy and natural resources economically and rationally.

Appendix 3.

Assessing performance and management potential



Ensuring the activities of the University in relation to University employees in accordance with the labor legislation of the Russian Federation in the following areas:

  • hiring, transfer, dismissal, vacations, business trips, establishing and changing working hours;
  • formation and management of personal affairs;
  • preparation of opinions at the request of heads of structural divisions of the University on issues related to the performance of work activities by University employees.
  • ensuring accounting, registration, maintenance and storage of work books of University employees and inserts for them.
  • preparing and issuing copies of documents related to work at the University to University employees.
  • carrying out work to certify the signatures of University employees.
  • participation in the development of local regulations of the University within the competence of the personnel administration department.
  • participation in the preparation of statistical reports within the framework of the functional tasks of the Department.
  • preparation of information about University employees according to personnel records and personnel records management at the request of authorized officials and structural divisions of the University for their preparation of the necessary reports.

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