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Как Garanti стал лучшим работодателем в Турции

Как Garanti стал лучшим работодателем в Турции

Было бы наивно думать, что лидерские программы и открытость для начинающих карьеристов стали основной причиной подъема с седьмого на первой место в рейтинге работодателей. Он просто реально очень большой банк. Но то, что большие тоже вынуждены применять коммуникации, удержание и вовлечение - о многом говорит. 

Amid the financial crisis in Greece and threats of double-dip recessions, the last thing on the minds of Western companies right now might be recruitment. But, as the story of Samsung demonstrates, recruitment is very much on the minds of emerging-market companies. Our experience at Garanti Bank shows how even in seemingly the worst of circumstances, companies can become the most attractive of employers.

In 2001, Turkey experienced a financial crisis in its banking sector. Doğuş Group merged its three banks (Körfez, Osmanlı, and Garanti) under the Garanti brand. In the next few years, in the wake of a restructuring of Turkish monetary policy, the sector revived. By 2005, Garanti began to open branches and grow rapidly. By 2007, the financial crisis was long over, but a negative perception about the Turkish banking sector lingered in the minds of the university students we most wished to bring on board. So, within our new talent management project, we instituted an internship program and developed a new program dubbed "Talent Camp" to communicate and promote Garanti's reputation as a premier employer.

Talent Camp was designed as a three-day off-campus activity for high-potential university candidates to our management trainee program who might be confused about how and where to start their careers and what they could look for in the business life.

The participants attend training sessions addressing such current topics such as creativity, innovation, and self-awareness; work in teams on a project related to a pressing banking issue; and meet Garanti's top-level executives to listen to their stories of success in their careers. During the event, as the students become exposed to Garanti's views on business and its essential cultural values of investing in employees, working with initiative, making a difference, and the importance of communication, the bank's HR recruitment team has the chance to observe and evaluate their competence and compatibility with the bank's culture and their fit with the available positions within the management trainee program. In addition to Talent Camp, we conduct workshops, case studies, and a banking game called "Banking Street" that introduces Garanti's departments to students.

We have introduced the programs in top universities in cooperation with active and popular student club members in the country. To create the greatest impact and attract the students' attention, a launch campaign was run using guerilla marketing, word of mouth, and social media coverage on Facebook, MSN Messenger, and student club websites as the main communications tools. Over the years, these efforts have been bolstered by former participants' recommendations of the programs to their friends.

Talent Camp has built a strong reputation for Garanti and raised interest in the bank among the group of promising young talent we target. Within two years of initiating these programs, according to our campus research, Garanti rose from seventh to become the undergraduate employer of choice. Where once Garanti had difficulty attracting high-potential talent, the campus programs have become a critical resource for attracting the best and the brightest into the bank's management trainee program. 

*все права принадлежат авторам, источник статьи находится по ссылке

http://blogs.hbr.org/cs/2011/07/how_a_turkish_bank_became_the.html

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