Certified by the UK Chartered Institute of Personnel and Development, the training helps students analyse strategic human resources context and identify capabilities to deliver a strategy HR business partner approach for your business or an organisation.
Interview with Yulia Popovtseva
Read the interview with Yulia Popovtseva, HR Director, Bashneft – Ufaneftekhim
How and to what extent does the HR Department contribute to the optimization process in the Bashneft-Ufaneftekhim company? What is its role?
If we consider optimization as the search for an optimal solution and the improvement of effectiveness of business processes, the tasks of the HR Department are as follows:
a) Improving the organizational structure of management, which provides effective functioning of processes, including the optimal staff placement in order to achieve the set goals and objectives;
b) Meeting staffing requirements in terms of both quality and quantity for specific business objectives;
c) Enhancing staff competence through identifying existing gaps for future projects;
d) Developing motivation and remuneration systems in a changing environment (internal and external);
e) The search for additional time resources (time loss optimization) in order to implement multitasking, etc.
The above mentioned aspects, as well as others, facilitate the improvement of effectiveness.
The partner’s (not the administrator’s) main role is to provide a quality “resource” to achieve set objectives.
Based on the company’s vision, what are the three most important values you take into consideration when acquiring new talents?
a) Conscientiousness, result-orientation;
b) Analytical and searching for the best solutions;
c) Commitment, self-development and willingness to change.
How would you describe an ordinary day of an HR Director in one sentence?
The use of multi-vector communications to satisfy the “inner client” (HR personnel and other functional units), the development of approaches and solutions to achieve set goals during constant changes and the quality analysis of “the output product”.
How has the perception of your career path changed since joining the Bashneft-Ufaneftekhim team (this can be related to the work in the HR Department, the comparison of the Russian and other countries’ markets as well as achieving personal goals and plans for the future)?
The previously gained experience and the immersion in the processes of the Bashneft refinery helped me to realize that:
1. It is possible to achieve many goals based on the lessons learnt from the implemented projects and their results – and to enjoy the outcomes of their realization in the future;
2. The scale of an asset does not influence the task implementation as long as there is an understanding of HR management processes and business partnership;
3. The stage of this active company’s business development coincides with my personally active position at work, which means a comfortable working environment, hopefully, for many years.
Interested in this topic?
Corporate Le@rning & Corporate Universities Summit
Leading cross-industry event in Europe dedicated to senior-level corporate education professionals sharing their vision and setting the pace of L&D and corporate university developments in the future.
Certified International Business Leader
The Certified International Business Leader (CIBL)TM program is designed to immerse delegates in the cross-functional perspectives of business. By the end of the CIBLTM program, you will be ready to assume the complex role of senior leadership.
The future of workforce planning
HR leaders know that in today’s competitive business climate, talented employees are tough to attract and retain. In fact, in PwC’s 18th Annual Global CEO survey, nearly 75% of respondents said availability of skills was a serious concern. Executives in virtually every industry recognize that finding and retaining the right people drives innovation, customer experience, and operational excellence. But how can they go about doing that?
Enterprise workforce planning: Why it matters more than ever
At most organizations, the workforce is likely the most expensive asset—yet an investment in workforce planning isn’t usually a top priority for executives. But the fact is, if your workforce strategy isn’t as efficient and effective as possible, there can be a huge loss in cost and cycle times due to turnover or resources wasted because of incorrect headcount allocation.
Anaplan: Human Capital Trends series featuring research from Deloitte– Part 1: Organizational design
Workforce planning and analytics have gained increasing importance in recent years, and that fact has not escaped the notice of business leaders. Deloitte recently released its fourth annual “Global Human Capital Trends” report, which summarizes over 7,000 responses to a survey conducted in over 130 countries globally.