 |
| Operations |
 |
Human resources and Personnel Movements
|
Human resources In its 60th Anniversary, Hürriyet sought to create a model creating new opportunities for its employers and regarding these as an “Investment in Human Resources”. As part of the 60th Anniversary celebrations, 60 shares of Hürriyet stock symbolizing its 60 years were awarded to each employee who concluded a year with the company, making all employees shareholders. The Human Resources Coordination Unit adopts an approach of providing modern and transparent HR practices and constantly improving these for all employees. With the establishment of this new unit, functions of Human Resources Coordination Unit were expanded in accordance with the Company’s strategy. Goals of HR Changeover process: Implementing a dynamic organizational structure in accordance with the clear and focused corporate strategy, Becoming the Company of Choice for the experts of their felds and talented young graduates, Standing out as a company supporting its employees personal development, with executives who coach as well as manage their teams, Encouraging and rewarding success, creativity, diversity and high performance, Providing opportunities for both horizontal and vertical career moves between organizations and/or units. Recruitment With its conviction in the importance of the contribution to be achieved from working with selected young talent, Hürriyet’s Human Resources Department attaches importance to meeting with such young people frequently through internship periods and career days. In 2008, efective promotion activities were conducted on a number of campuses, mainly those of Anatolian universities. The focus on Anatolian universities arises from the aim of providing human resource for diferent locations in various regions. As is the case every year, in 2008 Hürriyet newspaper provided internship opportunities in various felds for university undergraduates, students of Aydın Doğan Vocational School for Communication and winners of the Aydın Doğan Young Communicators Award. Selected students who completed their internship successfully, distinguished themselves with their talent, creativity and achievements are ofered job opportunities in the Company at the end of their internship. Within this framework, 100 university undergraduates and a total of 37 high school students, with 25 from Aydın Doğan Vocational School and the rest from other high schools, were ofered internship opportunities in 2008. In 2008, executive, manager, and specialist recruitments were made as required for the various units of Hürriyet. Training Personal and professional development training sessions are devised in accordance with the needs of the employees through meetings with line managers. Employees receive external training and foreign language training in addition to the in-house training. As a result, 274 employees received 32,525 hours of training. Over the year, 4.94 days of training was provided per person. Also, in 2008 the Human Resources team received “professional personality inventory analysis” training for recruitment and career management systems, acquiring the skills for reading and analyzing this inventory. All newly recruited employees join an orientation program involving an orientation presentation and introductory tours for the executives. There are plans to move the presentation to an electronic environment. System Development The “Hürform” platform, introduced in 2007 to accelerate travel request and approval and fringe benefts and to run the daily information fow over the system is constantly improved by adding new HR applications. The document interchange that ran physically in writing between units and Human Resources was eliminated with the transmission of document requests in an electronic environment through Hürform. There are plans to move other HR processes such as leave, rewards, training, career, etc. in an electronic environment on the Hürform platform for the period ahead. Organization All functions in the organization were reviewed and duties were updated accordingly. The structure and content of all job descriptions were revised. During the review of the organization structure, job families and the position of all duties under the structure were studied. Work is ongoing concerning job families and career paths. The entire competencies’ pool was updated to modernize the competency model and making it more suitable for industry dynamics. The competency model was modifed in its content, numerical values and levels. During the revision of job descriptions, competencies for each position were assigned according to its scope. Performance evaluation System The principles and operation process for 360 Degrees performance evaluation system were reviewed. Within this scope, evaluation criteria and performance indicators were revised in accordance with the updated job descriptions. Job descriptions were assessed at the level of individual employees as part of this efort. Therefore, job details, new competencies attributed to the particular position and performance indicators to measure the output of the job were revised across all positions. Rewarding performance To ensure recognition of the works and pieces created by the publishing group, 20 employees are selected each month by the evaluation committee to receive awards. The awards are assigned in almost nine categories, including “best page, photograph and interview”. The names of the award winners are announced to all employees of the Company. Labor Relations The number of consolidated Hürriyet employees went from 8,091 in 2007 to 8,043 in 2008. Employees working under domestic operations were given one salary raise over the year, resulting in 10.34% net increase in salaries in January 2008. A severance pay obligation of TL 11.7 million was calculated in relation to employees subject to Law No. 1475 and Law No. 5953 (212), taking gross salaries as a basis in accordance with CMB Communiqué Series XI, No. 25. |
