On October 11-12, the 24th Russia-CIS HR Directors Summit was held in Moscow. HR executives, top managers, and experts gathered to discuss changes and challenges in the labor market, requirements for skills and competencies of employees, relevant tools for employee development, best practices, and implemented HR cases.
Gulnara Bikkulova, Deputy Director General of Rosatom Corporate Academy, moderated a plenary session on human-centricity in the "new reality". In her welcoming address to the participants, she noted that "this is one of the key subjects on the international HR agenda uniting many countries of the world and different companies, since all companies have been facing problems like crisis, shortage of personnel, stress and burnout of employees."
The principle of human-centricity, which is enshrined in Rosatom's Vision 2030, makes the basis for the implementation of the HR strategy in the conditions of turbulence. The speaker told about Rosatom's record and its formulated objective to be attained by 2030 – "to become the best in unlocking the potential of employees." Based on the Human-Centricity Index, Rosatom has formed a philosophy that allows taking into account the values of the company and the employee, as well as building an environment of effective partnership.
"The key to success is an attempt to redefine the role and place of an employee in a company. It is no longer useful to compete in wages, which is a basic condition. What now comes to the fore is values It is much more important for employees to know whether the company is doing something extra for the family, whether it takes into account the age, status, and other individual characteristics," Gulnara Bikkulova said.
As Rosatom's practice shows, a company can only be human-centric with a very mature HR process which prioritizes a person as an individual. In particular, Rosatom focuses on three essential components of the human-centric approach. These include creating an environment for unlocking the potential of an employee, changing the managerial culture in order to foster a dialogue, and ensuring sustainable development of personnel.
Asiyat Dunayeva, Deputy Director General for HR of CONSYST-OS JSC (Rosatom), spoke about how the company managed to solve the post-pandemic situation of 2021 and reduce staff turnover from 13% to 7%. To achieve this goal, the causes of the trend were promptly identified, and clear communication was built between management and employees. As part of the human-centric approach, a support program was introduced. It makes it possible to maintain mental and physical health while keeping the work-life balance sustainable.
The HR managers of Irkutsk Oil Company, Askona Life Group, Gazprombank, Transtelecom also shared their practices and answers to today's HR challenges. The speakers talked about their products, programs, and cases which help in the implementation of the human-centric approach. During the session, everyone could ask questions to the experts of the plenary discussion and share their own experience.