— How do you manage to find qualified specialists?
— Our quality management system is certified and we have our own policy in that area, we have determined our mission and strategic goal, we have the principles Antipinsky Oil Refinery CJSC is guided by. One of such principles is making sure that the company has highly qualified personnel provided with training and development options. This work is the responsibility of the HR Management Department.
We recruit highly qualified people and make sure they continue improving their skills by organizing training for workers, specialists and managers. Last year, courses at various training centers cost the refinery more than 2 million rubles, and this year already as much as 1.2 million rubles net of travelling allowances.
Specialists having necessary knowledge, skills and experience are not always available in the labor market of Tyumen and Tyumen Region.
Therefore, we decided to develop our own internal training programs. In May 2013, the refinery set up its own training facility, obtained a license to carry out educational activities in three professional training programs: chemical water purification technician, waste treatment facility operator and chemical laboratory assistant.
Since then, five groups have been trained: chemical water purification technician — 1 group; waste treatment facility operator — 2 groups; chemical laboratory assistant — 2 groups. On completion of the course, the trainees were assigned grades and received work permits.
The training is provided by highly qualified Antipinsky Oil Refinery CJSC employees and external teachers and trainers.
— Are you planning to increase the number of educational programs?
— We are doing that, the list of programs is constantly expanding. We develop professional training programs that do not exist in Russian training centers or are held extremely, rarely if ever.
In the last six months, specialists of the HR management department together with heads of production units developed six more professional training programs: loading operator, process unit repair technician, process pump operator, process unit operator, process compressor operator, pipeline walker.
However, there are many other options for professional and career growth that can be implemented at the refinery. For those employees who grow professionally, actively develop, study the equipment they work with and want to improve their skills, the refinery has set up a Staff Review Commission conducting employee assessments to assign them grades or promote them to higher grades.
Any employee may apply for an assessment by the Staff Review Commission to be promoted to a higher grade. After a successful assessment, the employee may compete to fill in a higher-grade vacancy.
— Have there been any tangible results of that work yet?
— In 2013, we conducted 25 reviews, whereby 63 employees were assigned higher grades and 49 of them were promoted to higher positions. This year, we have already had 9 reviews, whereby 27 employees were assigned higher grades and 21 of them were promoted to higher positions.
— To reduce employee turnover, the reasons that force people to submit letters of resignation need to be addressed. Does your Directorate care to find out why people leave the refinery?
— We want to have objective information about why employees resign. To reduce employee turnover, retain qualified specialists the company needs, adjust the recruitment process, specialists of the HR Document Management Department analyze information on the staff quantity and composition. Every resigning employee is asked to fill out a questionnaire. It helps to identify problem areas in the relationships between employees and the employer, obtain objective information about the reasons for resignation. The answers of resigning employees are taken into account in our work to retain qualified specialists the refinery needs.
— In the period of rapid headcount growth, it is essential to efficiently organize the onboarding system. Elena Vyacheslavovna, could you tell us about it please.
— The onboarding system consists of a series of successive steps, whereby a newly hired employee learns basic norms and rules used at the refinery, gets acquainted with colleagues, masters the system of professional knowledge and its use.
Not only does it reduce the period before a new employee can be allowed to work unsupervised, but also helps him/her to feel part of the team in less time. The HR Management Department is working very hard to improve the system.
The main objective of the first stage of the onboarding process is to help a new employee to grow familiar with the refinery as soon as possible and learn about its past, present and future. All newly hired employees receive a copy of the Antipinsky Oil Refinery CJSC New Employee Guide and attend a “Welcome to the Refinery” orientation class, where they receive information about the refinery’s history, its mission, strategic priorities and goals, as well as the products manufactured. They are certainly told about the Antipinsky Oil Refinery management team, its HR policy, professional training and career development opportunities, motivation programs and remuneration system, the Refinery’s sports, cultural and leisure activities. Special attention is paid to Antipinsky Oil Refinery’s social policy aimed at improving the quality of life of the employees and their families, financial support to those who found themselves in a difficult situation.
— As part of the onboarding process, the refinery has introduced a professional mentoring system. What do the Regulations on Mentoring that came into effect in May this year provide for?
— Mentoring is certainly not a new concept. Earlier, all new employees had to take on-the-job training for 2 to 14 shifts. Now, a mentor is assigned to each newly hired employee for the entire probation period. This provision applies irrespective of the new employee’s initial professional level, whether he or she totally lacks the required skills or has extensive knowledge and experience.
The training is conducted at the employee’s place of work and is based on handling production tasks and situations arising in the course of work. The mentor shares his/her experience and knowledge with the new employee and helps him/her to get used to the workplace, study applicable regulatory documents and feel part of the team.
The refinery has 236 mentors, and it is our intention to give them further education by conducting “Effective Mentor” training sessions. Starting from the next year, there will be a competition among the mentors.
— Does the Antipinsky Oil Refinery have a talent pipeline? What kind of training and education system for future managers and highly specialized and qualified employees has been developed at the refinery?
— Specialists of the required category are not always available in the labor market. We continue our work to create the conditions for training future executives and highly qualified specialists at the refinery itself.
The HR Management Department continues its work to develop our internal training system for managers. To this end, we develop training programs such as “HR Daily Management Technologies”, “Time Management” and “Team Building”.
Last year, we launched the “Antipinsky Oil Refinery CJSC Talent Pipeline” program. At this stage, the candidates are undergoing evaluation procedures. Based on their results, we shall form and approve our talent pool. It will include the employees who have excelled in their professional activities, scored high on their professional knowledge, skills, business and personal qualities and undergone necessary training to be promoted to executive positions and positions that require highly specialized and qualified employees.
Once the talent pool has been formed, we will organize specialized training programs aimed at building or developing knowledge and skills required for successful work in such positions when vacancies open up.
Talent pool members are employees who have in-depth knowledge of our enterprise, its processes and operation rules, who have the motivation to be promoted and continue working at the Antipinsky Oil Refinery, and who are prepared fill in pending vacancies.
— Elena Vyacheslavovna, does the unit led by you meet all the refinery’s objectives in HR management?
— I can say that the Directorate meets all the requirements of applicable labor law, but the refinery’s HR management needs are broader and they scale up with the growth of our enterprise. Therefore, we constantly analyze the work we do and the enterprise’s development plans based on which we set ourselves new goals and objectives.
We do important, much needed and demanding, but interesting work, we have built a team of professionals who are ready to handle most complex HR management tasks. Our objective is to become a subdivision building up the company’s human capital.