Within the framework of the new needs of the new generation, digital world values and changing leadership, the Human Resources 2017 strategy has been shaped to focus on “Strengthening the Company’s Commitment and Adherence to Existing Talents”, without compromising its goal of bringing new talents to the company.
360-degree employer brand strategies have been continued in 2017 to ensure the dynamic, agile, continuous development and success-oriented structure of the Hürriyet Dünyası be known and widely recognised by the masses and draw the right human resources to the company.
Based on “Learning Organization” principle, we continued to participate in internal and external training in 2017 to increase the level of knowledge, skills and competence of our employees, disseminate information and expertise and improve inter-company communication and 2017 Training Catalogue based on the principle of voluntary participation was also published.
In 2017, a total of 344 people were employed for vacancies available in the organizations of Hürriyet, 119 of them are full time and 225 of them trainees both for new positions and substitutions.
In order to draw the right human resources to the Company, it has been benefited from traditional employment methods as well as the different segments of the digital sector, which are followed by the target group, and the recruitment process is aimed to be completed efficiently and quickly. While these employment times have been shortened with new media preferences, the rates of reaching the right candidates have also improved at the same time.
In social media communication, Linkedin, Facebook and Instagram applications are used for existing employees.
With the ever-evolving digital technologies, users have been able to experience different experiences and and a new media phenomenon where users are able to interact with each other in a timeless / spaceindependent manner have maintained its effect. Need for different experiences and competences has continued in 2017, too.
In order to draw the right human resources to the Company, it has been benefited from traditional employment methods as well as the different segments of the digital sector, where interaction is relatively faster and intensive, which are followed by the target group, and the employment processes are aimed to be completed efficiently and quickly.
While these employment times have been shortened with new media preferences, the rates of reaching the right candidates have also improved at the same time. For the new positions opened under the structure of Hürriyet organizations in 2017, 37 employees were employed and 82 other employees were employed for substitution.
“Internal reference” systems has maintained during employment processes. Through “Internal Application / Internal Reference” platform called Wanted, 191 internal references and 26 internal applications were submitted in 2017.
Just like every year, internship opportunity was provided to both university and high school students throughout winter and summer periods in 2017 and a total of 225 students did their internship in Hürriyet Dünyası. Those interns who had exhibited a great performance during their internship period are given priority when employed should there is a vacancy according to their skills.
360-degree employer brand strategies have been continued in 2017 to ensure the dynamic, agile, continuous development and success-oriented structure of the Hürriyet Dünyası be known and widely recognised by the masses and draw the right human resources to the company. For this purpose, the most recent implementations in the field of Human Resources were discussed at the conferences where the problems and opportunities were discussed, as speakers and listeners, and the digital transformation of Hürriyet, the role of HR in creating an employer brand, the changing management of the employer brand during employment process, talent management and employee experience sharing has contributed significantly to the strengthening of our employer brand.
Social Media Management
Facebook page of Human Resources department of Hürriyet Dünyası created a part of employer brand studies conducted for the purpose of ensuring the target audience perceive Hürriyet as “the most dynamic, development-focused and the best company to work in” has 17,493 followers while Linkedin page of the company has 38,103 followers. An Instagram account was opened for the purpose of increase the interaction and company and company belonging of the employers and its followers has reached 3,419 within the year. All the followers acquisition has been realised through organic growth.
Based on “Learning Organization” principle in order to increase the level of knowledge, skills and competence of our employees, to spread knowledge and expertise and to improve inter-team communication, a total of 7,468 hours of training was conducted in and out of the company within the year of 2017 and 890 people attended such trainings. Average training assessment results is 5 out of 5.
Within accelerated studies carried out for the purpose of helping our newspaper and digital publication teams work together, our internal trainers provided Social Media, SEO, Google Analytics, Digital Content-CMS Information and Video trainings to our all publication teams. Besides domestic trainings, our employees also had the opportunity to participate in a number of seminar and conferences held in abroad such as ReTech, Google Emea Leader Partnership, Ignition, Android, Inma, Digiday Publishing Summit in order to closely keep track of global developments. Additionally, it has also attended organizations such as Aegean Human Management, Webrazzi Developer Summit, Peryön, Smartcon and Startup Istanbul as a speaker. Occupational Health and Safety Trainings including the risks that may be encountered in the working life and the measures that can be taken against these risks, which aim to raise consciousness and awareness about the legal rights and responsibilities of our employees, continue online.
Orientation and newly-developed Onboarding program executed for the purpose of ensuring all the employees just joined Hürriyet and its subsidiaries learn the mission, vision, purposes, operation and procedures of the organizations and adapted as soon as possible have maintained in 2017, too. Through Buddy application that will expedite the adaptation of the candidate starting from the employment process of such candidate until the first 1 month working period, each employee is provided with another employee, the Buddy, who was trained in the field of such candidate before. Employees are thus supported by their Buddies for 1 month. Necessary equipment and documents are provided to the new employees throughout their adaptation period and one-to-one assessment interviews are made with Human Resources.
The collaborations initiated with Bilgi University and Sabancı University continued in 2017 in order to identify the talents that will make a difference in the constantly changing and developing sector conditions, to lead digital journalism and to play an active role in Hürriyet’s digital transformation.
In 2017, 25 people applied to the Changemakers Reward Program, which was created to recognize, appreciate and instantly reward and reinforce the value-creating business results and eight employees were awarded as a result of the evaluations made by the Board of Directors. The “Best of the Year” award program, which is categorised by the best page, photograph and news for the employees of the Broadcasting Group, continued in 2017.
Activities Carried Out For The Personnel
For the strategy of 2017, the emphasis was on activities that will enhance interaction and empower motivation among employees. Within this scope, a motivation work was carried out every month and a Hürriyet Dünyası Running Team was formed and activities were taken place outside the company. Hürweb Information give on Hürweb regularly continued and draws on cinema, theatre, concert tickets have also continued in 2017.
Information give on Hürweb regularly continued and draws on cinema, theatre, concert tickets have also continued in 2017.
Salary Survey (Towers Watson)
Within the framework of more efficient structuring of the remuneration system, Towers Watson continued to participate in the stratification work and remuneration surveys on the basis of existing positions in 2017.
LEAP Employee Support Program
Leap Employee Support Program, an all-around support line where employees and families of the employees of Hürriyet Dünyası can reach by calling 24/7 against all the issues affecting their health, life quality and happiness as well as the challenges they find hard to overcome, are implemented on areas such as Child and Adolescent Counselling, Mother / Baby Support Program, Stress Management Counselling, Employee Sleep Health Program, Diet Counselling, Ergonomics Counselling, Psychological Counselling Related to Private Life, Work Life Related Psychological Counselling, Family Counselling.
As a result of presentation made by the Directorate General of Science and Technology affiliated to the Ministry of Science, Industry and Technology, our Company has been approved as the 673rd R&D Centre and the installation of the centre has been completed. Within this scope, it is aimed to apply for TÜBİTAK fund programs for projects foreseen to be with high added value, and to cooperate with permanent and value added academicians within the scope of the project, as well as increasing the competence of our existing personnel as a result of these collaborative works. The R&D center aims to get 2 patents and 1 brand registration within two years with 10 ongoing projects. Our mission is to maintain its leading position in the sector with innovative works by focusing on customer satisfaction, and to create digital products and services that provide new functions by following the industry around the world. It is aimed to reach a position that gives dynamic, innovative ideas, and directs technological leadership with competent employees in the global market, and research and development studies are continuing in this direction. In order to increase the training, development and sectoral dominance of our employees, a support strategy has been established for the personnel who want to continue their higher education.
Work Processes Studies
Negotiations with department managers were carried out within the scope of improvement and optimization of business processes, and process documents belonging to each department were issued. Proposals for the processes were made by defining the business processes and KPIs were determined to follow the performance of the processes of the units.