TEDIS Ukraine: How the motivation system is built in the company and who develops it
Irina Ivasyuk, Director of TEDIS Ukraine HR Department, about motivational system in the company in an interview Delo.ua
TEDIS Ukraine is represented in all regions of Ukraine. What are the regional differences in staffing?
Our network consists of 35 regional structural units throughout Ukraine with a staff of 2, 5 thousand people. Personnel management policies are common to all regions: each of them employs corporate managers who carry corporate culture, our values and help to implement company-wide policies and procedures. But regional specificity is still present.
This is due to the level of economic development of the region, the population, the level of activity of competitors, the closeness of the border or anti-terrorist operation and so on. In some regions there is a queue of candidates wishing to get into the company, while in others the picture is different. That is why today HR that is able to adapt quickly to change without reducing performance and regardless of the specifics of the region is valuable. Our HR managers are just like that.
What are the most effective methods of motivation? Name three openings in the last year.
First and foremost is the closure of basic needs. We remember the Maslow pyramid. We annually monitor the wage market by industry in Ukraine and provide a competitive level of wages. In each regional unit, there must be conditions for food, water, cleanliness, the right temperature and comfortable workplaces. Then – health. Employee health insurance is a basic need today. And I’m glad we have that opportunity.
Next we can say that each company has its own specifics. This is where the company values come first. It is important to understand trends and hear people. For us today to respond to market trends is to understand the theory of generations, the difference in their values and expectations, the balance of work-life, to move away from authoritarian approaches in management, to implement management in the style of coaching, to create conditions for development, to implement gamification of work processes. We should also mention the innovative culture that we have been working on since the foundation of the company since 2011. Annually we hold competitions for all employees: they offer projects for improvement of processes, and if implemented, they receive a monetary reward.
The main thing for us, of course, is to create an atmosphere where the employee reveals his potential and enthusiastically invests in the company his ideas, skills and skills. Here, it is important for us to be leaders of regional structural units. For them, the School of Effective Management and Leadership “Bumblebee” has become very useful for them, where executives get acquainted with the best world practices and learn to create a team, to motivate it for achievement.
The opening of 2019 is a new opportunity to make the work interesting: Gamification of processes, introduction of coaching as a managerial style and holding corporate events, such as SummerFest, which allow to gather a sales team from all over Ukraine!
How is the company motivation system being built and who is developing it? How do you deal with employee objections?
For different categories of employees, your own motivation program. Traditionally, this is a monetary compensation, depending on the level of the position, the analysis of the salary market, the individual contribution of the employee. For most positions, the salary is made up of permanent and variable parts. Benefits are also tied to the position level. The development of motivation is done by HR-specialists, financiers, profile departments. As far as employee objections are concerned, we are more likely to collect feedback. This is to work with the level of staff involvement when the issues of remuneration go as a separate unit. This is an interview with the dismissed employees, communication with the heads of regional structural units and, of course, a deep analysis of staff turnover, as today the motivational program is dictated by the market.
According to one of the Internet portals, over 1.3 million people have gone to work in Ukraine in recent years. Every minute, the number of migrant workers increases by two. I believe this information, because when I pass by the visa center every day, I see huge queues of young people. Therefore, working on staff motivation and retention is a key task.
Moreover, the motivational system built today may not work tomorrow. The world is changing at such a speed that even the verb “under construction” is not quite correct. I would like to rephrase the question: “How often do you analyze the effectiveness of your motivation program? How often do you make changes?” We work in a weekly collection and discussion of pain points, plan a plan, analyze the budget, and implement next week what helps us stay competitive in the job market.
What are the age characteristics of the company staff and how does the work build up depending on age or motivational differentiation? How digital is the work of the company and is it easy to learn all the new technologies?
I have already said that generational theory is not an empty sound for us. We see a difference between the expectations and values of employees of all ages. Generations of baby boomers are people born between 1943 and 1963, Generation X – from 1963 to 1983, Generation Y – from 1983 to 2003, Generation Z – from 2003.
Given the specifics of the distribution companies, the employees we need are, of course, Generation Y. They need interesting work, new technologies, a work-life balance, a democratic atmosphere.
We are working on creating an online training system: launching a new employee training portal. In the development of projects for Gamification, translation of complex and heavy on-boarding in Digital, which shortens learning time through interesting visualization and short, easy-to-understand algorithms. Of course, we do not take into account projects to promote corporate culture and values. One of them is My Company, which is attended by all employees. These are both photo contests and projects on how value works.
What key HR projects does the company develop and what are the main goals they are pursuing?
HR is a key business support unit. For business, the key metric is profit, the ultimate goal, which is expressed in specific numbers, the expectations of the owner. It is up to the people to reach these numbers. In order for people to make a profit, they need to be inspired and motivated. This is what all HR projects are aimed at.
Which foreign companies are you studying? What are the most interesting HR techniques used or would you like to apply?
Of course, we are interested in the experience of partners – manufacturers of tobacco products JTI, Philip Morris, Imperial Tobacco, BAT. I try to communicate with my colleagues from these companies periodically. I wonder what providers they connect to training and development, which use tools to create an effective staffing pool and retain staff, who use the criteria to form successful teams, create and support a corporate culture. But simply implementing even the best practices cannot be successful, as each company has its own unique DNA. We have it, too. So we try to adapt better, but in the light of our culture and our values.
What are the three HR goals for 2020?
1. Gamification of work processes.
2. Digitized and quickly acquired on-boarding.
3. Creating effective staff retention tools to increase business competitiveness.