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Video tags
Subtitles
Russian
00:00:00
Well colleagues, let's get started00:00:11
[music]00:00:34
[music]00:01:07
I spend a lot of time studying00:01:10
However, you Char there are some00:01:15
fundamental such beacons and this00:01:19
beacons are not about if then but about logic00:01:24
decision making and the logic of behavior00:01:27
and since you and I have a mortgage00:01:31
Theme and Char and Partnership and Strategies and00:01:36
communications00:01:38
That's it00:01:40
there are definitely some things00:01:44
solid enough but everything else is00:01:48
about the logic of decision making and about that B00:01:52
which way to think so we are today00:01:55
it's really about with you00:01:59
our negotiations with you today00:02:03
really just holders with you00:02:07
and about the language of business00:02:14
I think how it would be00:02:18
as constructively as possible there based on00:02:21
experience00:02:22
It’s probably worth doing all this in dialogue00:02:25
I can certainly give some of my own00:02:28
cases Yes, but it would be very cool if00:02:31
Would you share your thoughts? Well00:02:34
here's anything they commented on00:02:37
comes to your mind because here00:02:40
the task is rather to hone hone hone00:02:44
thoughts image hone the way of acceptance00:02:47
solutions If we talk about myself, I00:02:50
I really love complex people, I guess.00:02:52
That's why I got into HR. I started and00:02:57
most of my career is in India00:03:00
this is the area from which I have00:03:03
the face is really afraid00:03:05
and as a matter of fact00:03:09
greatest business and life experience00:03:12
Now there are new tasks, new challenges and00:03:16
the training that took place before it00:03:19
is now being transported in a new way with new ones00:03:22
realities in the context of a new culture and00:03:25
business environment and is melted there with00:03:27
some practical amendments therefore00:03:29
so I have the honor to talk to you00:03:32
from a theoretical point of view00:03:34
practices00:03:36
Tell me please00:03:39
the following is for you to find useful from me00:03:43
broken down a little as follows:00:03:46
these two blocks of ours are about partnership and00:03:48
negotiations today are HR and00:03:52
HR roles00:03:54
what it can be and what it is more often00:03:57
everything happens plus the language in which00:04:01
talks about business and how to build00:04:04
constructive relations00:04:06
what can you Char How to vychar00:04:09
justify00:04:10
How does one make a decision and00:04:13
accordingly, obviously based on00:04:15
situations and business strategies and what is possible00:04:18
and how can you justify it all, I will do it all00:04:22
intertwine00:04:23
problems and cases Well, so you and I00:04:27
had the opportunity in some direction00:04:29
think and train and with all that00:04:32
I would like you to be yours00:04:36
situations were shared because I think00:04:39
it will be00:04:40
greatest contribution Yes if if we are together00:04:43
let's think about some solution00:04:45
existing actual problems and not00:04:48
hypothetical00:04:50
What do you think00:04:53
let's get acquainted please me00:04:58
I know that this procedure has already been done00:05:02
more than once and not with one person Yes, that’s why00:05:06
I can see your names if possible. What kind of person are you?00:05:10
Char00:05:11
and if possible that most of you00:05:15
worries about the issue of the powerful00:05:19
there are only a lot of respected gins who00:05:21
rule the business and in the matter00:05:24
interaction with them or negotiations with00:05:27
them or some conflicts between the makhach and00:05:29
defending a point of view is something00:05:31
so that I can be as close to you as possible00:05:34
tuned in and worked for you in00:05:37
there is no strength in any order00:05:39
moderate therefore Who is ready to include00:05:42
sound And speak and then we will know00:05:47
I won’t pull it out, but if there is anything00:05:50
say let's00:05:53
prepare questions00:06:09
I would be charilla seven years old00:06:15
enter the third year I'm in my second year00:06:19
Sphere Gambler company00:06:22
We are actively growing in six months, we have grown in00:06:25
half before the end of the year00:06:28
17 now 34 that is until the end of the year there00:06:31
I'm all under 60 already during my studies00:06:35
came in without an assistant without a recruiter00:06:37
I have already been allocated a recruiter during this time00:06:39
assistant00:06:40
that's what it is00:06:44
[music]00:06:45
I'm active I'm well-groomed Often00:06:51
alarming fox is hysterical Yes I'm not00:06:55
hysterical This is definitely not just Chanterelle00:06:57
hysterical This is my profile Me00:07:00
I'm in therapy, that's why I'm there00:07:04
I try to leave anxiety behind00:07:08
I worry about people and the results because00:07:11
I switched from sales with custom this evening00:07:13
support and understand pain and anxiety as00:07:17
employee and manager00:07:21
I want somewhere faster I want00:07:24
somewhere to push I'm starting somewhere00:07:26
worry that I can't do it00:07:28
as quickly as I would like00:07:31
I love learning, I love the people around me00:07:35
myself I love the people around me I love the people00:07:38
develop around yourself00:07:42
One of the main motivations in general00:07:45
I'm happy when people grow up around me00:07:48
Here00:07:49
on request00:07:52
now At this stage I have reached00:07:56
format of communication with senior management00:07:59
appeared not long ago about a couple of weeks00:08:01
So they started communicating with me00:08:04
from this new fears and anxiety arise00:08:06
there is a misunderstanding somewhere somewhere I am00:08:09
I'm getting ready and I can do it in a couple of minutes00:08:12
phrases to express somewhere I'm missing a little00:08:16
I'm starting to get emotional and00:08:19
I feel like I'm sagging00:08:23
The next question I ask myself is00:08:27
from sales and deliberately left there00:08:29
because there is a lot there00:08:32
writing technique about getting it right00:08:35
here return the form get the result00:08:37
which you need And this is from your colleagues00:08:41
I have a particular group00:08:43
companies00:08:45
above me she's not really not much there not00:08:48
affects everything but still affects me too00:08:51
I see it’s with her and we’re even here in00:08:54
Friday we had a call with Our task00:08:56
find00:08:58
organize internal training and00:09:02
on the one hand I walk in and I really feel that00:09:04
I may not have prepared myself there, I did this00:09:06
I’m telling you how I feel She’s there somewhere00:09:09
I feel these writing techniques 3-4 A00:09:12
this will give you that's my question00:09:15
Is it possible another level A00:09:18
here's the next one because it's all the same00:09:21
somewhere about manipulative Since I00:09:24
necessary00:09:25
so this is my request00:09:29
Thanks a lot00:09:32
for liveliness and for Input, in general I00:09:38
psychotherapist by training and trainer00:09:41
as a matter of fact00:09:44
in favorite directions so far00:09:46
some of them and is it possible to do it differently?00:09:49
HR is not about technology, here we are00:09:52
sometimes we really worry about our failures00:09:55
something else they couldn't something else they couldn't00:09:57
were able to00:09:58
based on my experience and the experience of my00:10:02
colleagues, this is all nonsense, but honestly to me00:10:04
maybe you can’t say that Yes, but00:10:07
evening is about the meaning if something is not00:10:10
it worked from the first approach to the projectile00:10:12
this doesn't mean you need to grow overgrown00:10:13
in phrases it will allow you you said00:10:16
Now the main thing I'm talking about pain00:10:19
I tried people and I'm talking about pain and anxiety00:10:24
leaders as soon as you00:10:26
understand the pain or anxiety of the leader00:10:29
the coolest Char is the one who knows this00:10:32
who knows what he's worried about00:10:34
supervisor00:10:35
business context and based on what you00:10:39
sensitive and alive indeed00:10:42
alive you touch this you this00:10:45
you know how00:10:47
here Yes if the quick answer is yes you can00:10:50
in a different way, yes. And if the answer is long, then00:10:53
inside Because HR is about the essence00:10:55
understand the essence and find a pill Not about00:10:58
the wording is not about dexterity00:11:01
communications This is all as if this is all00:11:03
the tools you acquire with this are the first and00:11:07
this is secondary That's how it would be if you00:11:11
there is no essence of tea and then coffee as far as you are00:11:13
what techniques do you know there?00:11:15
secondary00:11:17
Thank you very much, I wrote it down now00:11:21
deploy including through your00:11:23
history00:11:24
[music]00:11:26
let's get away from the idea, I'll remind you, let's continue I00:11:30
came to the company00:11:33
V00:11:35
established company00:11:37
grocery00:11:41
greedy processes I came Pasha Machar00:11:45
before that we send them to the recruiter at HR00:11:48
and my task is to grow, but so that everything00:11:52
nekimora processes00:11:56
I also act as such00:12:00
business consultant what is possible00:12:02
say00:12:06
the Dentist himself and00:12:11
in fact, the winstomatologist asks00:12:16
I want to develop my company00:12:20
project for dentistry and emotions00:12:29
sounds like a cool dentist00:12:32
and overgrown I became such a consultant to him00:12:37
and in me there is an overgrown such are the male We are at a time00:12:41
at the stage of active growth everything is settled00:12:44
it turns out we are a client we are growing00:12:48
But00:12:49
I'm going to be ambitious and what are my plans?00:12:53
impossible to implement in those terms Kevin00:12:56
wants to say absolutely everyone saw everything00:13:00
these Bachi and00:13:03
profitable to find specific problems00:13:14
wants to be here and overgrown ah-ah00:13:18
What problems will arise along the way?00:13:20
embroider00:13:26
I'm your task00:13:29
[music]00:13:34
just dirty otherwise00:13:39
simply because00:13:43
I would like to00:13:46
so no00:13:49
on What are they00:13:52
colleagues, I'm like, I'm completely00:13:58
not fluent Ukrainian so I don't00:14:01
I rape your00:14:05
no-no-no-no I understand everything perfectly Yes I do00:14:07
I just catch myself thinking that00:14:09
I will repeat some words after you00:14:11
because it’s already cheaper for me to repeat00:14:14
Ukrainian how to translate Just mine00:14:16
my level of Ukrainian does not allow me00:14:18
I definitely don’t intend to rape the audience00:14:21
That's why, with your permission, I'm00:14:24
will be here and there good00:14:28
Excuse me, please00:14:32
I understand everything perfectly, the only thing I have is00:14:35
I'm not free enough to00:14:37
conduct in the audience it was decent00:14:40
so level00:14:42
I'm not looking at what thing you're talking about00:14:46
very cool thing about what you have00:14:49
a certain level of understanding that00:14:52
You allow the owner the owner00:14:55
there is something to tell and I will suggest00:14:57
I'm sure about some of the questions. It works.00:14:59
and in terms of questions for some reason This is now00:15:02
no one can influence him00:15:05
That is, this00:15:08
Apparently a man who himself00:15:10
makes a decision00:15:12
due to obstinacy due to optimism due to00:15:16
senses due to carelessness accordingly00:15:20
our task with you00:15:22
playing the role of metadog just the same00:15:27
show and calculate the solution with him00:15:30
and that's when he plunges into it and when00:15:35
he will add two on a piece of paper00:15:39
minus 3 and it turns out that this is minus 1 to here00:15:42
then he will have space00:15:46
there are such people but we will also talk about this00:15:48
say Yes, our main task is00:15:51
shows it shows people00:15:54
perspectives Let them decide for themselves00:15:56
solutions we really are there00:15:59
methodologists processes and we are able00:16:01
predict risks and consequences but00:16:03
the decision is not ours00:16:05
The decision is up to the owner. Which is correct?00:16:08
show This is already but this is a Problem with00:16:12
with an asterisk Thank you00:16:16
Come on, let me do it00:16:21
I'm talking about my Ukrainian grocery00:16:24
companies00:16:26
the company is engaged in processing00:16:28
photos give honor to a thief00:16:31
pevrobidnye tsekova of yours, create ours00:16:36
impla and00:16:38
our consumers00:16:41
Here00:16:43
we role00:16:47
slash00:16:50
hr-generalise I love all projects like00:16:54
knitting with salaries payments payments with00:16:58
manly budget and00:17:01
there's a plus00:17:05
costs for spectrobeaters in there00:17:09
insurance00:17:13
programs00:17:15
Our company Petra we are nasty Kyiv and00:17:20
I also get to the pubs there00:17:22
hr-projects deer there he Rum I can00:17:26
just to help the girls prisoners from00:17:28
projects about their hours but the zone view00:17:31
Apparently ole we have two HR00:17:35
generalist and exchange memorize not up to the processes00:17:38
there's a way to adapt00:17:40
[music]00:17:42
in progress00:17:45
I'm on their back00:17:49
[music]00:17:59
Yes, the picture lags a little, but the sound00:18:03
beautiful00:18:04
And you're almost00:18:06
came out I thought00:18:08
sounds really magical00:18:11
quicker00:18:13
with numbers butse budget treasure00:18:18
communicated00:18:22
for each group by video by Lance by00:18:28
product This is who ka sphere and here00:18:34
in most of Namata's attacks there is noise poll00:18:39
to him00:18:40
we both have pistons fur coats You're talking about us laughing00:18:43
just fed up the West with what it wants00:18:47
then I’m actually less creative00:18:56
Well, I've had enough for now00:18:59
that’s just critical and nutrition from the indigenous00:19:03
quality00:19:05
and in most projects financial00:19:08
views I ate normally I can weight00:19:10
on there you cook, here we are paying a rob with this00:19:14
documents I accept beacons direct to him00:19:16
My action look00:19:22
Well, then I don’t know how to hurt you00:19:25
ok but I'll try if suddenly00:19:27
something that00:19:29
What will we talk about today Yes yours And00:19:33
if you get hooked then somehow let me know00:19:35
about what00:19:38
for today we are the king00:19:41
lives00:19:43
I will and you gave00:19:47
ok clearly there is00:19:54
so let's pull the cat o Natal Come on00:20:00
I'm in Poland at a time00:20:04
international company00:20:06
soprastariya group of companies on the market00:20:09
more than 50 lessons behind the main center00:20:12
France French management00:20:15
[music]00:20:26
company overbearing00:20:31
you're timid00:20:38
it's like you came00:20:44
one place you can say00:21:02
the whole company and here00:21:05
one might say00:21:19
turn00:21:22
cool Polish wine exchange its purity00:21:25
history of counter-attack on support for00:21:27
clients you are not them This is the audience00:21:29
Tsybula students00:21:33
came like00:21:36
And00:21:38
I'm powerful It turned out Yes the newest video00:21:50
and My role00:21:55
I00:21:57
steadfast00:22:00
[music]00:22:01
in the chat Natalya comes out and you can see00:22:16
and Tell Window00:22:20
I suffer from the syndrome00:22:22
called company00:23:05
political games there00:23:10
raised the sfar and the like at such a stage00:23:14
room size00:23:18
the bossiness of the company00:23:20
about00:23:23
socks more often it might be better to ask00:23:26
on this00:23:32
inner girl00:23:44
They are not here00:24:00
[music]00:24:20
So it looks like you have a task then00:24:23
Rather problematize yes Before00:24:26
like some how to some solutions00:24:29
will be completed to the end Yes, I won’t say00:24:32
accepted Yes, I will say completed00:24:34
so that they are completed people00:24:37
must understand the cost of their00:24:39
actions or cost of your00:24:41
inaction so you have a role now00:24:43
rather problematize and00:24:46
Probably for you, as a more mature person00:24:50
than some processes in the company Yes, I don’t00:24:53
I’ll say it as a company Yes, but some00:24:55
processes in the company00:24:57
irritation may likely occur00:25:01
about this which then results in00:25:03
anything you want and right here from the company00:25:09
you will need certain movements00:25:12
towards you and I will need it from you00:25:14
a certain movement towards the company00:25:16
because you two are on top of each other00:25:19
agreed00:25:20
Yes00:25:23
so you have a little patience and they have a little00:25:26
second snail's speed ok let it not00:25:29
the first one, well, at least the second one is a turtle00:25:31
speed but I'm waiting for the drag just like that God00:25:35
Rick manipulated this Of course for such00:25:40
I really understand that’s what Olesya said00:25:45
about the fact that I'm a perfectionist there. This is where00:25:48
then something yes here it is00:25:52
sometimes the reasons for our misfortune are not that00:25:56
there is trouble somewhere because we are00:25:58
we set the deadlines for this00:26:00
basically doesn't00:26:47
to00:26:51
[music]00:26:53
how high is it from you?00:26:55
leaders00:27:09
I mean the strategy here is00:27:14
understand what pains managers to00:27:17
understand myself or what I decide He doesn’t00:27:20
hurts or really hurts but just00:27:23
it hasn't gotten to the boil yet and he doesn't understand00:27:27
what needs to be done right now well then00:27:30
There is00:27:31
By00:27:33
our internal warehouse is closer to00:27:35
some function Well, I’m from training00:27:37
the first thing I pay attention to is00:27:40
definitely training Well, all this is already professional00:27:42
deformation it may not hurt so much00:27:45
or the second one can hurt a lot But00:27:48
the person does not understand what exactly is needed00:27:50
This is how high you are00:27:52
this is the leader with whom he stands00:27:54
communicate this issue00:27:57
micro is suffering let's talk00:28:16
[music]00:28:20
to00:28:27
[music]00:28:31
on the Polish market Where are you trying00:28:34
developed00:28:52
a little bit00:29:03
ok I got it I got it Yes that's it00:29:07
branding It will be possible to talk like00:29:10
one of the cases Thank you very much00:29:15
annoying00:29:17
I work for a company called Wallet It00:29:20
it-fintech company I am in France00:29:24
office in Kyiv so I handle all the processes00:29:27
remotely00:29:30
it so happened that in the twentieth year00:29:34
I am the only Char 115 employees then00:29:38
there are all processes against me and against me too00:29:41
And00:29:45
started 22 years old I was brought in by management and00:29:48
it turned out that ours was the beginning of our war00:29:51
the directors went to serve and, in general, it was as if00:29:54
they threw me an embrasure and it turned out that00:29:56
I'm kind of an anti-prize manager and00:30:00
questions for me00:30:07
absolutely little And00:30:10
the most unpleasant thing is that I have no00:30:14
once again strategies That is, I am doing00:30:18
pains that are currently00:30:24
at the moment I have requests now00:30:26
There is00:30:28
development and training are also very00:30:31
interested because00:30:33
I don’t understand how this is correct, that is00:30:36
to do this internally or00:30:37
invite some kind of invitees00:30:39
specialists00:30:40
but they also demand a promotion from me00:30:43
work efficiency so that people00:30:46
worked hard and efficiently But00:30:50
motivation so to speak00:30:55
It’s not very developed for everyone, that’s why00:30:59
also this question I have how involved00:31:02
employees00:31:05
I'm trying to carry out some questions00:31:08
[music]00:31:10
Let's say out of 15 people 45 may not00:31:14
answer the rest I'm interested00:31:18
[music]00:31:22
company mission That is, like everyone00:31:25
understands in her own way it is not written down00:31:28
opaque values developed00:31:32
company value standards We have00:31:34
what are they based on there is no such connection00:31:37
exactly what needs to be achieved for what it’s all about00:31:40
this is why it is also somehow employees00:31:45
Why do we need all this?00:31:51
I understand the process I'm interested in everyone00:31:54
absolutely00:31:56
[music]00:31:57
I see, okay, well then, to put it briefly00:32:03
mission is what will change around yes And this00:32:08
thing including for some for00:32:12
some kind of lighter You can ask00:32:14
your employees Well, that is, for example,00:32:17
11,500 Metallurgists work for me and they00:32:19
everyone thinks that they are Well, it's true about00:32:22
hard labor it's true but they00:32:25
think that they are doing Zhelezyaki A by00:32:28
by and large they build cities00:32:30
spaceships and so on, well then00:32:32
there is when the employee starts00:32:35
of course the goal is to feel this Yes, that's it00:32:39
number appears00:32:41
some kind of enthusiasm Excitement about this00:32:45
training and motivation we are now just00:32:49
Let's go over all our processes, here I am00:32:53
I suggest then I show the screen Okay00:32:56
colleagues With everything, I would really like00:32:59
hear what you have to say00:33:04
by chance you just hit him straight00:33:07
reprimands00:33:09
that's how it happened Yes it is00:33:15
there are good partnership negotiations00:33:19
the role of meaning and language is probably necessary00:33:22
a little bit00:33:23
rewind and talk about evolution00:33:26
the role of HR as it was in the seventies00:33:29
and how Charles developed later for00:33:32
so that we understand what it is00:33:34
held current spell00:33:36
accordingly what they expect00:33:38
managers00:33:40
what is important to say here00:33:43
for the sake of 0 this is clear to everyone this is a personnel00:33:47
accounting and administrative support Yes00:33:49
legislation According to this00:33:51
legislation must be included in00:33:53
work book for later calculation00:33:56
length of service and send the person to retire and00:33:59
need to be formatted somehow00:34:00
relationship between two between two00:34:03
subjects and, accordingly, in this00:34:07
like the meaning and Chara If you know that00:34:10
or rather they will ask you when the role00:34:13
HR began to transform00:34:19
what comes to mind00:34:24
What is the transformation associated with?00:34:28
out of 1000:34:31
Yes, I’ve been wondering since the 2000s, hands in a bow00:34:36
Stream Kopachev develop business and IT00:34:38
in business business Yes at the beginning it is00:34:42
state role Yes, then when00:34:44
business began to develop what it is00:34:47
encountered difficulties00:34:50
but still it’s not just then that all evolution and00:34:54
the revolution is based on something here00:34:56
Let's see00:34:57
evolution of Chara Based on what with what00:35:00
this is how business faced that, in principle,00:35:02
rethought Char00:35:05
or00:35:08
protection of international companies because00:35:11
we don't give up, our soul is rich after all00:35:16
one hundred percent00:35:18
we're not going anywhere with you, but in principle00:35:21
in the west too but also00:35:24
the role has now transformed00:35:27
a business appeared and what happened00:35:32
Well, the roaches are full of paths and00:35:35
[music]00:35:36
for spectrobidniks so that he just00:35:40
to the administrator00:35:42
function A to the administrator than moty vuich to00:35:48
we help you stay focused00:35:51
on people00:35:55
maybe I'll be tied up00:35:58
seen guts of teams and international00:36:01
internet vibrations00:36:05
[music]00:36:06
people have different formats of working remotely00:36:10
program looking to the west00:36:12
competition Ever since we have00:36:15
the state form of ownership did not reach00:36:19
the only one on the market00:36:21
competition If you are starting a company00:36:24
accordingly what you need to be for00:36:27
in order to earn money on the screen00:36:30
capable00:36:32
you need to be competitive at least00:36:34
for a little bit at least for some reason00:36:36
parameter to surpass someone in order to00:36:39
so that they take it from you, let’s say, and not from00:36:42
your competitor's market relations and00:36:45
hr20 is a functional examination is00:36:50
design Practitioner and center of expertise00:36:54
usually at this moment00:36:57
advise in the adoption of operating rooms00:37:00
solutions, are there any metrics?00:37:03
some kind of analytical honor and here it is00:37:08
here you and I will need directly00:37:10
turn on please tell me00:37:13
everybody knows00:37:15
everyone knows that there should be recruiting and00:37:20
adaptation00:37:22
and what is recruiting built on and00:37:25
adaptation00:37:26
everyone knows the company doesn't care00:37:32
so good good private companies From00:37:36
what is recruiting and adaptation built on?00:37:41
Well, I think the opposite is due to business tasks00:37:44
that is, understanding the task of laying out00:37:47
further00:37:48
who do we need what do we need for00:37:52
Based on this, we understand that we00:37:55
we need new people Where do we have a plus Yes00:37:59
coming to the question of branding and where should we00:38:03
look for the people we need as00:38:07
we need to become attractive to them and00:38:11
what exactly do we have to offer?00:38:13
so that we spend money to keep so that we00:38:17
spent money primarily on searching00:38:19
the right people and then so that they can00:38:22
We have a nest and then so that they00:38:26
brought there maximum pouring and00:38:29
in fact, stayed so that00:38:32
at least they beat back the costs of00:38:36
So00:38:38
will hiring differ from hiring in00:38:42
different companies00:38:43
Certainly00:38:47
competencies different competencies And what else00:38:51
there are different ways for example00:38:55
massive selection there00:38:59
mass single selection it will be00:39:03
selection or will it be internal growth00:39:06
for example, yes, competence can be bought and00:39:09
competence can be grown That is, how00:39:13
only further Here is hr20 this is HR started00:39:17
play best practices We all know00:39:21
what exists and square unhealthy00:39:25
way to integrate this hiring into the company00:39:27
or We all know that there are trainings00:39:31
and square nesting method00:39:33
we integrate training into the company but00:39:36
teaching learning00:39:39
Where does the difference in learning come from?00:39:42
companies00:39:44
The needs and objectives of the company are different00:39:50
What stage is the company at?00:39:54
money How much money for training can00:39:57
just money for training, look we00:40:00
we all understand that the company that00:40:01
chose a limited growth strategy Yes00:40:04
and the company is just simply here from00:40:09
what you said is also a strategy00:40:10
limited growth and breakthrough strategy00:40:12
the company that has chosen the strategy00:40:15
limited growth this will be one00:40:18
compote about training company which00:40:20
chose a breakthrough strategy it will be00:40:23
a completely different compote about training00:40:28
including the external mix00:40:31
internal What competencies are we?00:40:34
we develop what we buy and so on00:40:36
so hr20 is when you and I played00:40:41
in best practices Well, that is, everyone is building00:40:45
corporate universities we will00:40:47
build corporate universities all00:40:49
they teach and we will teach everything00:40:52
everyone there, for example, pays like this00:40:55
this way and we will be like this00:40:57
pay for what it led to00:41:02
How did you get 30 and how did the spell get burned?00:41:06
what went into HR 3.000:41:12
business needs yes It turns out that00:41:16
no, I strongly agree with you00:41:18
It turns out that no two are alike00:41:21
companies00:41:23
And accordingly, what is suitable in00:41:29
in one case a completely different format00:41:33
or you don't even need to00:41:36
another company Oles Well, for example00:41:41
Everyone has heard about personnel reserves00:41:44
need personnel reserve00:41:47
I'll tell you a specific case and you00:41:50
criticize or ask questions and00:41:53
then you criticize him there is a company in00:41:57
this company has 1100 employees of these00:42:01
1,100 employees were interviewed00:42:05
And00:42:06
200 people were selected for the personnel reserve00:42:10
for this personnel reserve there was00:42:12
an individual development plan has been drawn up00:42:14
plus plus training plus development00:42:19
breakfast projects with feet in the world00:42:21
In general, complete mincemeat Here00:42:24
And00:42:26
the personnel reserve is actually here00:42:29
in a year to a large number00:42:31
reservists showed a high level00:42:34
readiness for appointment00:42:37
ask me questions or criticize me00:42:39
this case00:42:41
and there were places to go and00:42:43
prepared Oh Oh what kind of business00:42:49
Metrica will tell us00:42:51
necessity or not necessity00:42:53
personnel reserve and opening new00:42:58
key positions you say correctly00:43:01
strategy strategy from strategy00:43:04
the company faces two important questions00:43:07
What should be the number of staff?00:43:10
so that we achieve the strategy and what00:43:13
quality must be this staff to00:43:15
we'll be there in three years or five years00:43:18
this strategy has been achieved and what is the situation00:43:22
the situation is that the turnover is three percent00:43:26
three00:43:28
people prepared conditionally00:43:31
170 people out of 20000:43:34
To higher positions How do they behave?00:43:38
headache provided00:43:41
need to open00:43:45
Yes, these are retrained personnel00:43:49
which potentially will look at00:43:53
side yes or b will fall out in a state00:43:58
demotivation and it’s good if we don’t finish00:44:02
these people are burnt out00:44:05
saboteurs00:44:07
and therefore grumblers00:44:13
from business partnership when HR has played enough00:44:17
in best practice00:44:22
passed actually00:44:27
3.0 is just strategic00:44:30
Business partner when practicing00:44:34
The configuration of the Practitioner has become associated with00:44:38
company strategy when00:44:41
HR is involved in creating the strategy00:44:45
company and in the implementation of the Strategy, including00:44:49
number through00:44:51
Strategy and00:44:54
not only analytics is available, but also some00:44:59
predictability that is, what will happen if we00:45:02
will we do it or won't we do it?00:45:04
This is the main and key00:45:07
difference between 3.0 and between 2.000:45:11
There is a third level00:45:15
and in fact, you probably even00:45:19
there are some role models there00:45:23
which you can navigate there by00:45:25
To the third level there is a fourth level I00:45:30
unfortunately I wrote this on purpose00:45:33
I made it short and without filling because00:45:36
Unfortunately, there’s very little for me to say here00:45:39
because level 4 HR is HR which00:45:44
able to bring from the outside into the company00:45:51
Here's the thing: it's HR who00:45:55
understands the business context that00:45:58
is guided by strategy not only as00:46:01
documents Give me a strategy I'm here for you00:46:04
I’ll tell you everything now and in sight of the flowers and00:46:06
beauty and which are guided and00:46:10
which both business and business understand00:46:13
context please tell me00:46:17
what we can classify as a business00:46:21
context00:46:27
Well, here's what you need to know00:46:30
useful in addition to the company strategy00:46:34
market situation00:46:37
competitors00:46:41
economic indicators are still not00:46:44
from the outside to the inside it's like it's ours00:46:49
base how competitors behave than they00:46:52
get sick where they might stumble Yes00:46:55
Why is it important00:46:57
Well, you need to repeat other people’s grinding And00:47:01
Of course, there's still a lot to rent before us00:47:07
trend00:47:09
specifically for our company00:47:13
there00:47:15
[music]00:47:21
they know00:47:36
[music]00:47:40
I understand this question. This is where we are00:47:43
in a group of companies with similar to similar00:47:45
activities00:47:47
and within we compete competition00:47:52
from the outside because the market is very pro00:47:55
there was money about that, that's all there is00:47:59
special people there I don’t know where they are00:48:01
sales toners that are for this00:48:03
they answer how then this HR 40 is00:48:07
some roles for yourself then00:48:08
combines or shifts those roles that00:48:11
are now distributed in companies00:48:14
that's what level Well that's what level00:48:17
organizational can structure he then00:48:19
goes over00:48:22
It's more about the role00:48:25
and not about the cell in the organizational00:48:28
structure Because if you understand00:48:31
clients if you understand your competitors00:48:34
if you understand the economic aspects00:48:39
macroeconomic aspects political00:48:41
macropolitical aspects then you are in00:48:46
condition00:48:47
offer a solution not only for00:48:50
current situations00:48:53
But00:48:54
and for hypothetical situations for example00:48:57
now this is going to happen this is this this is this00:49:00
therefore, from the point of view of personnel00:49:03
legislation we must be prepared for00:49:05
this00:49:07
like let's let's pass00:49:27
capable and unable to cope00:49:32
urgent difficulties00:49:36
Yes, but HR is capable of bringing out00:49:40
companies00:49:42
to another level and00:49:46
offer competitive solutions Well then00:49:50
there is this and Char is a businessman, if so00:49:54
such a role to evaluate the date is certainly00:49:57
process methodologist But this is Char00:49:59
businessman00:50:02
because we stop we stop00:50:05
think HR functions and start thinking00:50:09
markets and processes00:50:11
but still within the HR function in00:50:14
within the function Yes within the framework and enchantment00:50:17
functions00:50:19
and if you know who sat down most often00:50:24
leave in place of themselves during the period00:50:26
absence00:50:35
commercial wood yes sephiloi Or00:50:40
commercial00:50:41
yes, that is, the focus of SEO is on00:50:44
day money Who most often becomes00:50:48
HR Director from HR functions00:50:56
As we were told00:51:00
there are statistics about cnb there used to be cnb00:51:04
the most preferred Yes because00:51:07
business is about money and how would I too00:51:11
I agree that it makes sense to entrust this00:51:14
specifically to the generalist00:51:16
but for a certain time it took shape00:51:19
this is the trend. Therefore, if it is on par with00:51:23
business, then definitely understand this00:51:26
external context and understanding and understand00:51:28
business Yes, not only our sphere if we00:51:32
with you now Say binding00:51:36
reversal and Char functions for different00:51:39
strategies and interesting to talk with you00:51:42
more about this Well, that is, How it should be00:51:44
which function is designed for which00:51:46
company strategy Under what situation00:51:48
what works and what doesn't All00:51:50
Interesting00:51:53
Don’t look Well, as if if necessary then00:51:57
let's talk if you don't need to00:52:00
because because you and I can Well00:52:04
how to do sensible things like this00:52:07
please tell me the org design is this Well here it is00:52:11
one of the key components than org00:52:14
design differs from staffing00:52:17
yes Or org structures What is design00:52:27
we already had a lesson on this topic00:52:30
How do you imagine now?00:52:34
let's go but now let's go specifically to00:52:36
problems that can be solved 40 designs00:52:39
How to negotiate00:52:41
[music]00:52:42
I think00:52:44
[music]00:52:46
proplatinia mutual view of noses00:52:49
beatnik and saw We00:52:55
value chain up to desirable00:52:58
seamless, that is, processes both in these AND in00:53:03
these distribution processes or00:53:06
hierarchy of power subordination and so on00:53:09
yes, that is, they are horizontal and00:53:12
vertical connection see What a thing00:53:15
for example, your First We started with that00:53:19
that negotiations with the manager are00:53:21
understand it there are three biggest pains00:53:24
in a company For example, your manager00:53:27
It's because everything is slow in the company00:53:33
but this is not the leader00:53:35
Yes, this is Natalya, especially for us00:53:38
threw such a puzzle Yes, if in00:53:42
the company is all slow what are you looking for first00:53:44
turn you will think once acceptance00:53:47
decision making speed of what00:53:50
depends00:53:52
Are people ready to make a decision at all?00:53:55
take responsibility for the decision00:53:57
this is the human side of the issue00:54:04
you warehouse in the process in the company yes then00:54:09
there is an Orff design just the same, if you have00:54:12
we have extra levels of management that are on00:54:14
chain00:54:17
plus for duplication of function or00:54:21
sagging function00:54:24
which does not give or gives to accept And00:54:27
implement the solution if the solution is implemented00:54:30
long accordingly problems Rather00:54:32
total control coverage if the solution is Well00:54:35
there somewhere they get lost accordingly00:54:37
somewhere we have it torn, this is it00:54:39
functionally constructed chain00:54:41
therefore therefore from the specifics from00:54:46
the specifics of the questions always depend on the answer00:54:48
and design lesson for example your company But00:54:52
In particular, Natalya the company needs00:54:53
increase speed For example, you00:54:57
growth strategy let's try now00:54:59
combine two cases you have a strategy00:55:01
growth you need to do everything quickly00:55:04
what to look for in design00:55:12
on the matrix Let those who are responsible00:55:15
check00:55:17
The flatter the structure, the sooner00:55:20
solutions are being implemented Yes, for example, if00:55:24
you have a limited growth strategy00:55:27
meaning Well, everything works, plus or minus00:55:30
there’s no point in getting involved in design, probably no no00:55:34
If you have a limited growth strategy00:55:37
But00:55:39
works00:55:41
for example, labor productivity is falling00:55:43
the design makes sense00:55:51
So what00:55:56
labor productivity falls due to00:55:59
what00:56:06
low motivation00:56:09
excess staff because the more00:56:12
the company works the more00:56:13
amount of fat she is fat Yes she is00:56:17
overgrows accordingly people appear00:56:19
which work00:56:21
at other people who look at it00:56:23
they wonder how it was possible00:56:26
this or that amount of bureaucracy with00:56:30
with which you smear, smear, smear00:56:33
you wave and it lasts you for a year and then00:56:35
you're wondering, oh well00:56:39
again a reference to the organ design00:56:41
therefore our main task is00:56:43
understand the issues that are troubling you00:56:46
management and through this already turn your00:56:49
charms functions leadership development Tell00:56:52
please if for example if for example00:56:57
you are in if you have a jerk task00:57:02
what it will look like how you will be00:57:05
look like the leadership development process00:57:08
what is needed there? Well, unlike00:57:11
usual Yes, what do you need to take into account?00:57:17
Can stress be like my stress?00:57:19
bring loads00:57:22
unpredictable situations00:57:25
are they capable of this new thing?00:57:28
does their scale of thinking allow00:57:30
configure the required solution to00:57:33
to cope with these challenges00:57:35
Olesya, you are very correct and plus00:57:39
will they hold up00:57:41
this is probably related to the question00:57:45
this probably relates to Ioannina’s question and will endure00:57:49
there is so much fuss and bustle00:57:54
will they be able to complete it and not00:57:57
break down00:57:58
if, for example, the manager tells you00:58:01
We invest money in00:58:03
learning the benefits of this Practically00:58:06
no [ __ ] about studying what could it be00:58:10
cause00:58:15
That's not what they teach or00:58:19
not this way00:58:21
wants the wrong thing or the wrong thing absolutely00:58:24
the right thing is to develop the concept00:58:29
there is managerial or some kind of training00:58:31
in the implementation of this concept or in the choice00:58:34
people who fall under00:58:38
training is possible we train High Pro they00:58:42
about in principle are not capable of all this00:58:45
absorb00:58:47
So00:58:49
succession management is also very00:58:52
constructed differently depending on00:58:54
company situation and strategy00:58:57
companies Well, for example, if you have00:59:00
manufacturing enterprise for 11 thousand00:59:03
people conditionally what yours will look like00:59:06
succession management00:59:11
upbringing00:59:13
growing deputies00:59:16
[music]00:59:20
which00:59:22
know the same functionality00:59:25
[music]00:59:28
what else00:59:31
until absolutely you speak logically00:59:36
some libraries of which this knowledge00:59:39
dreams come from this too00:59:42
we need to support management00:59:45
expertise and we need to support00:59:47
professional examination Yes because at 11,50000:59:50
you do not00:59:51
when you get hired you need all this00:59:55
somehow support inside until00:59:58
some certain level now01:00:01
question Next if anything changes01:00:05
if in the development of leaders that's if to01:00:10
For example, a company will enter into a strategy01:00:12
breakthrough If absolutely necessary01:00:14
do something new that will change in01:00:17
our leadership development01:00:21
for external01:00:25
And this will accordingly shake our01:00:29
distribution up to how many people we need01:00:31
need to cook inside and how much01:00:35
fresh blood We will need to take01:00:38
from outside01:00:39
Well, like role models So that it would be01:00:42
had someone to rely on01:00:46
involvement exactly the same01:00:50
companies when companies start01:00:52
steam with involvement when What01:00:54
begins to worry managers01:01:00
number of layoffs and quality01:01:04
work productivity and quality of work01:01:07
eu eu eu01:01:09
as compensation01:01:12
benefits depend on company strategy01:01:21
Well, for example, your task01:01:24
Well I don't know there01:01:27
optimized your task there oper01:01:29
efficiency up to your task01:01:32
minimum expenses as connections will be01:01:35
look compensation benefits directly01:01:38
will lie because the company's strategy01:01:41
showing01:01:42
we can work with the same photo so01:01:48
yak show on stream to irist on with big ones01:01:51
at the booth there we can lay01:01:55
there are some bonuses from the previous one01:02:01
both hires You run dearly them01:02:03
Specialists I to Shauna alone strategy01:02:07
savings there for example and strategy01:02:12
squeezed Well, often we can replace them there01:02:15
you soon you staff01:02:23
everyone from the staff01:02:28
eyelashes massacre key positions Yes and01:02:34
scenario planning that these Well01:02:37
That's not why we're downsizing right now.01:02:40
to go into the red and leave the market here01:02:43
accordingly we need to select the gender01:02:46
people who will allow us to continue01:02:48
make a leap with these people to work for01:02:52
retention Yes and with everyone else Then01:02:56
then take some action01:02:59
actions based on realities robots01:03:03
classification scheme by topic01:03:08
ok Please tell me when the company01:03:12
start to worry about retention in01:03:17
long Well, there are bonuses for example01:03:19
programs what if you are these two01:03:20
of the year01:03:21
you will work What do you need three salaries?01:03:24
will pay01:03:28
already the company's strategy and01:03:33
did not refer directly to the attribution Sama01:03:36
there for example there are all of them01:03:38
key01:03:41
to key authors some yes With everything01:03:44
at the same time, we still have to weigh something01:03:50
Is there such expertise on the market?01:03:52
cheaper Because if such an examination01:03:56
cheaper on the market then we have this solution01:03:59
they will chase you with a broom and in general they will be right01:04:02
Yes And if you recruit such expertise01:04:05
long and expensive Well, conditionally in order to01:04:08
reach that level of understanding and01:04:10
implementation of your functionality for you01:04:13
you need to plow there for 10 years in a narrow01:04:15
qualified field and such01:04:18
There are 3 specialists in the market and you will lose your mind01:04:20
lure him away because you01:04:22
there will have to be a budget then a budget01:04:25
adaptation then grow later01:04:29
retention is easier to pay immediately01:04:32
half than then two on this one here01:04:37
the case is so good01:04:39
personnel planning How01:04:42
depends What different schemes there are01:04:46
planning for different strategies for01:04:49
different company strategies01:04:55
still yakness Set power01:04:59
staff planning is very possible01:05:02
differently01:05:04
personnel planning This is the number and01:05:07
the quality of the staff that we01:05:10
necessary in order to01:05:13
make the strategy real01:05:17
planning will be accordingly01:05:19
depend on the strategy or who doesn't01:05:22
fuss with planning01:05:25
but again at what stage of development01:05:28
companies that we have growth we have01:05:31
yes there's that shelf right there when we left01:05:35
for constant volumes or here01:05:38
By the way, we have reached constant volumes01:05:40
what needs to be done here01:05:42
maintaining and I think01:05:47
the reserve is just not fast01:05:50
some percentage of the reserve That's because01:05:55
people also don’t all know how to work forward01:05:59
certainty of stability is all the same01:06:02
fall away01:06:03
not fast haring01:06:06
and perhaps some positions as well01:06:09
which were01:06:11
problematic ones quickly closed to watch01:06:15
them gradually01:06:17
[music]01:06:19
watch the leaders there slowly01:06:22
What others are on the market? Who else is there?01:06:25
in the long term here01:06:28
oh when you have a lull this is the time01:06:32
preparing for the Storm right look01:06:36
watch those people who can01:06:39
make a difference when something happens01:06:42
something you and I know is alarming Yes01:06:45
something is bound to happen01:06:47
respectively Who from our staff01:06:50
able to make a difference in change and01:06:53
slowly accumulate fat Because01:06:56
that when something happens Yes, that's all01:06:58
still need to be ready tell me01:07:01
please who starts from the company01:07:04
bother with the hiring funnel01:07:07
When01:07:11
when companies start like this01:07:13
bother with the hiring funnel01:07:17
manager who01:07:26
I’m just saying right now01:07:29
what comes first if you run and there01:07:32
I'll close it somehow, then something starts01:07:34
processes appear you problem areas01:07:38
appear and already based on this, as it were01:07:42
the volume is growing the need is growing somehow01:07:45
systematize it understand01:07:47
organize01:07:53
our volume is growing01:07:56
yes or b the volume is growing Well, that is, the volume01:08:02
downloads accordingly Need more01:08:03
staff or turnover increases01:08:07
volume is growing or hiring is growing but01:08:11
no quality01:08:12
it does not bring changes accordingly01:08:17
Hiring funnels but again depending01:08:21
depending on the configuration will be different01:08:24
strategies01:08:25
for example what what we are analyzing01:08:30
in the hiring funnel What are the baby steps?01:08:33
To understand that we overslept01:08:36
first let's see how much has arrived01:08:40
leads As they say Yes to everything, here I am01:08:43
placed everywhere where it could01:08:45
clicked at the entrance So how much01:08:49
responded further to What we are watching01:08:52
how many relevant ones responded? Which01:08:55
which ones clicked, are there any of ours there?01:08:59
targeted yes Or strictly speaking01:09:03
all those who responded01:09:06
Somebody take me01:09:09
if our targets are not there, where do we start?01:09:13
think01:09:16
position description go here to the manager01:09:19
remade01:09:21
re-find out who we are looking for portrait01:09:23
description of the position what else could it be01:09:26
cause01:09:27
The channel placement is wrong, that is01:09:31
not there Not there published in something else01:09:34
there may be a reason01:09:36
salary lower higher01:09:38
salary fork could still be a reason01:09:42
[music]01:09:45
company brand employer brand we are like01:09:48
the company may not take off for these01:09:51
competitor Well for these employees Yes here01:09:55
we may not understand where to catch them01:10:00
we may not understand what seduces them and01:10:03
we may not understand01:10:05
that we do not represent anything for them01:10:10
tasty morsel01:10:12
accordingly, if we are for them at this time01:10:15
moment we can’t imagine a tasty morsel01:10:18
what you have to do in the short term01:10:22
that in the long term01:10:28
add yourself a treat watch What's up01:10:30
Our offer compares favorably with our competitors01:10:32
what competitors offer01:10:34
it's in the long term to sometimes go into01:10:39
painful internal changes01:10:42
to become attractive01:10:45
for example, we need technocratic people there01:10:48
We're full of bureaucracy here, I'll try01:10:52
become Try there will be for this01:10:54
attractive Yes, horseradish without internal01:10:56
changes accordingly where we end up01:11:00
to dementia in the labor market Here01:11:06
Now01:11:08
In this regard, the question is tactical, we01:11:12
we can lure these people with something01:11:18
grandfather with some kind of bag so that01:11:24
here we have01:11:26
employers I know very little01:11:28
employers who came directly from01:11:31
on your own initiative or told Dear01:11:33
Char please make me normal01:11:35
employer brand for such a group01:11:38
for this category of employees it is01:11:42
usually the path of error01:11:46
here's how to talk to your employer about it01:11:50
that this needs to be done01:11:53
in numbers, in numbers, what is possible01:11:57
count01:11:58
imperious experience funnel mind01:12:04
[music]01:12:08
they also show us how to bend and learn01:12:12
some companies had massacre projects like this01:12:15
need to take it01:12:18
the most01:12:33
[music]01:12:47
but this is our Charovskaya kitchen. So what?01:12:53
need to show or try01:12:55
show from the management kitchen to01:12:57
the leaders were also in a frenzy so as not to01:12:59
only us but also the leaders were in01:13:01
boiling right away01:13:04
filling a vacancy and01:13:07
paddle closing01:13:14
what we lose and spend how to calculate it01:13:19
the time we spent man hours01:13:24
What else can be included in the budget?01:13:28
up to the profit received from the person01:13:30
which01:13:33
Pasha is there01:13:38
I'm talking here more about what if we spend a long time01:13:42
we will fill the vacancy accordingly01:13:43
some project is stuck01:13:47
and the speed of the project on the market is the same speed01:13:52
more important than accuracy it's better to release01:13:54
the product there is a little rawer than the trial version but01:13:58
nevertheless release Otherwise tomorrow is yours01:14:02
the product will no longer be the same for anyone01:14:05
new so attractive01:14:08
accordingly, this is somewhere not received01:14:11
profit What else can be considered01:14:15
and the Jubbards will be able to01:14:19
already stronger than the device and not wasting scarlet on01:14:22
management And so someone is looking at that01:14:25
that we attract a person for others01:14:28
money yes01:14:31
number of failed returns01:14:36
staff but conditionally if we took01:14:38
man we spent money on him01:14:40
involvement in its adaptation Yes it happened01:14:45
the planned thing happened from him01:14:48
return or did not happen This is also ours01:14:51
attachment therefore everything that can be cited01:14:54
to digital, preferably to business digital01:14:58
that's not for our sores and Charovskaya's01:15:02
people don't come to me, no, it's his people who don't come01:15:05
go it he has projects that are not01:15:08
allow him to earn money here A01:15:11
he also spends there on01:15:14
adaptation of a person who has never01:15:16
will give potentially one hundred percent01:15:19
result01:15:22
So01:15:24
If01:15:25
Well, that's the general logic. It's clear here01:15:31
that we have a lot to do with strategy01:15:35
dances in principle in configuration and Char01:15:40
functions Char functions they are in Africa before01:15:42
the same but depending on the company01:15:45
depending on the strategy they are always01:15:47
will look a little different but here it is01:15:51
for example Let's or Tell something01:15:54
about your example so that we think exactly01:15:57
about your training system01:16:02
this topic01:16:06
[music]01:16:07
firstly we have a product that01:16:11
employee When he arrives he must01:16:13
to learn everything you need some kind of mentor01:16:17
which01:16:18
learning about this product01:16:22
then when he learns he needs it somehow01:16:26
develop and01:16:33
our products also keep changing and01:16:37
need to be aware of01:16:39
stop01:16:41
for clients for partners01:16:45
Let's say someone applied for service there01:16:47
support01:16:48
some question and support too01:16:52
They didn’t convey that the product changed overnight01:16:54
clients suffer, that is, training should01:16:57
be some kind of internal precisely according to01:16:59
specific product, here are the external ones01:17:02
I would be interested in the development there01:17:04
managerial qualities Of course we ourselves01:17:07
we can't teach that's why it was01:17:10
final training01:17:13
development of sociability is acceptable too01:17:16
we would be very interested01:17:18
especially01:17:22
negotiation skills01:17:28
colleagues dear charms I ask you now01:17:32
with all its enchanting softness and01:17:36
thoughtfulness in asking questions01:17:38
which line will allow01:17:41
will allow you to understand which side01:17:43
approach this01:17:45
For example, you have a question about training01:17:49
What questions did you have?01:17:56
and why01:17:58
what's the problem what's the problem what's the problem01:18:03
we decide what to treat01:18:08
services problem of increase01:18:16
exit to decision maker increase conclusion01:18:20
transactions contracts01:18:22
that is01:18:24
increase persuasion ability01:18:27
work with objections01:18:31
not a fact, not a fact, that’s exactly why01:18:35
what is most often missing is01:18:38
problematization yes, that is, they are not in01:18:41
especially food issues01:18:44
often people don't know how to tie their01:18:46
product How to develop the need of another01:18:49
people in their product therefore directly01:18:53
it is highly accurate that the increase in output by01:18:56
lpr as consequences more01:18:59
transactions here and in particular will already be due to01:19:03
Why is this number of transactions small now?01:19:07
or something insufficient from your point of view01:19:10
vision01:19:11
what else are you treating?01:19:16
inability of the team lead01:19:22
so tight control that is they01:19:24
allow employees to perform poorly01:19:26
they prefer to somehow hide it from themselves01:19:30
Top management themselves have these tasks01:19:33
close but not bring into conflict01:19:35
discussion01:19:38
what does this lead to01:19:42
We're talking about numbers01:19:44
what does this lead to?01:19:46
business indicators Can you can01:19:49
argue the need for this01:19:51
training01:19:56
increasing deadlines for completing tasks01:20:00
the project takes longer to complete, clients wait01:20:03
longer01:20:14
Colleagues, please ask again01:20:17
and your task is directly for you01:20:22
they said that you need to train people or01:20:25
you need No need to train01:20:29
No, I'm just asking when people01:20:32
they themselves want to learn, no questions asked01:20:35
We have certain limits, but it's worse01:20:38
the situation is with those who work poorly and01:20:40
don't want to study01:20:44
and now, dear ones, look how we are doing01:20:48
the situation changes the question in principle01:20:52
People01:20:54
they work poorly and don’t want to learn01:20:58
so you and I are taking a strategy01:21:00
training Where else can you dig?01:21:05
is unity training the only thing?01:21:08
reason you can just fire01:21:11
It’s possible, but that’s already a solution. But the mouse doesn’t01:21:14
we make a decision until we figure it out01:21:16
what else could it be the reason what else01:21:19
needs to be touched01:21:23
working conditions how tasks are set if01:21:26
understanding the tasks and whether the people are in the right place01:21:30
that is, there may be qualifications there01:21:31
someone higher, someone lower needs01:21:33
move01:21:36
The purpose of this training is clear to people01:21:41
maybe he doesn't want to because he doesn't understand01:21:44
how will this affect his life now?01:21:46
works he gets paid his salary OK A01:21:51
goal Apparently not, but I’ll learn I’ll pass01:21:55
HD courses for a lot of money01:21:58
more01:21:59
[music]01:22:00
prioritization, well, that is, let’s say he01:22:03
the developer is there frontend and he says01:22:06
that I will waste time on yours01:22:08
management development quality I'm here01:22:11
time I can find something there to get01:22:14
more01:22:15
for him this course then he needs01:22:18
there's something a little different there01:22:22
at the same time he is good01:22:25
programmer but bad not bad01:22:31
And he can't01:22:33
tell your team how to say this01:22:42
skin does he know about it01:22:55
roles and01:22:58
pillowcases01:23:02
I'll be a [ __ ] of the team's clients and will01:23:06
good technician so01:23:09
he had the right to drink English and you01:23:13
paints01:23:19
I'm against it01:23:21
Just01:23:24
you know what it means01:23:50
I01:23:52
oh that is, you and I look if you01:23:56
you don't know what to do, so you01:23:58
you don't fully understand what's going on01:24:00
accordingly, it’s always like in chess01:24:03
We need to dig into what's going on, that's why01:24:06
first we then01:24:09
we check whether people know how to evaluate them01:24:13
and what is fast and what is slow01:24:17
What is order in a team? What is01:24:19
the mess in the team is based on the fact that01:24:21
you say quickly when it's on time01:24:23
closed project And when on time Not01:24:26
closed project then this is01:24:29
slowly and it’s not for us as well as the charms from01:24:33
this is bad01:24:35
right, and who feels bad about it?01:24:39
throughout the company01:24:41
business, yes, that is, during this time we could01:24:44
I wish I could earn this much money01:24:46
and now, fortunately, our owner is still01:24:49
there's no one to pin this one on01:24:51
shortage Well, now I’m completely exaggerating there01:24:54
Here but in principle01:24:56
you and I need to be a little quicker in01:25:00
in this question the first thing to be brought to the attention of01:25:03
these are the expectations of people, what are they?01:25:06
evaluate the second Is there any01:25:08
objective idea there about the timing01:25:10
or about quality Well, that is, what01:25:12
I am measured by indicators and this is objective01:25:15
that is, not my opinion, just as Natasha is not yours01:25:18
like Elina, not this one, or whatever01:25:21
I don’t know my wife, yeah, just some kind01:25:23
cutoff and then there will be an opportunity01:25:27
problematize a person Look you01:25:31
you say I won’t go to this training I01:25:33
I’d rather sit there during this time and01:25:36
code Yes, sit down and code it01:25:40
do it just as slowly Yes01:25:44
accordingly, there are three projects for us and01:25:46
you will stretch it all three times three01:25:49
times longer But this training is just01:25:51
and will allow you to try to close it in01:25:54
deadline and that leads are always worried about something01:25:57
always there I don't know He has staff01:26:01
he doesn't understand what they do is not what they do01:26:04
that’s not what they’re doing and Olesya said here01:26:06
cool word about stress01:26:09
this is also for them01:26:11
stress and if you go to their pain so what01:26:16
accordingly if if this is sensible then01:26:20
you are part of your problem, part of yours01:26:22
you’ll solve the problem with less stress Well, who wouldn’t01:26:25
want to go to work come to01:26:28
work as a person and leave work01:26:30
a person and not a torn hamster01:26:32
when everyone is not like you01:26:34
you hate they all made a doll for you01:26:37
Voodoo Yes and so on and plus business01:26:39
the indicators will also increase and the bonus at the end01:26:41
they will pay not only that they went and studied01:26:43
will also pay a bonus01:26:45
here or01:26:48
considering the second hypothesis I would be here01:26:51
In addition to training, there was also involvement01:26:55
because they know there is a problem but they don’t01:26:58
want to decide01:26:59
this is also a question of involvement for me01:27:03
I don't care01:27:04
not ready to put in extra effort or01:27:07
The question is that I just don't understand01:27:10
how can this be fixed? Well then01:27:13
Yes, I don’t understand what exactly is citramone01:27:15
being treated is what I'm experiencing now01:27:22
regarding the assessment01:27:24
if during the performance View was appreciated01:27:28
a person and here he has self-esteem assessments01:27:32
this summer he got all the A's there01:27:34
and basically here01:27:38
he has no place for the highest rating01:27:41
to develop, that is, that suits him and01:27:43
We also develop individually01:27:46
development we don’t write there that’s why01:27:49
he should continue to strive, he's doing well01:27:51
I won’t just affect the salary and how01:27:54
let's say we say why01:27:57
undergo this assessment01:27:59
So let's let's see what kind of pain you are in01:28:03
are you investing in this situation?01:28:05
worries colleagues it's already gone Charles01:28:08
our gossip is already really interesting01:28:09
I'm worried that my boss is now01:28:12
wants us to evaluate everyone01:28:14
absolutely everyone, here I am with both hands01:28:18
guide everyone Rate Well, we appreciated01:28:20
let's say if we don't have it right away01:28:22
salary revision just appreciated01:28:24
That's it, he's a good employee, what's next?01:28:26
and there is nothing to offer him for his development01:28:31
What do you say young lady01:28:35
this is really delicious, I had a glass like this01:28:39
such that in development01:28:43
the driver was all in the project and also in control01:28:48
I was his plow01:28:54
salaries and01:28:58
he was01:29:02
seriously from overbearing01:29:08
gave01:29:14
I'd like to01:29:25
[music]01:29:30
when you01:29:32
awesome knowledge and a guy all in01:29:35
swimming brush process so itself01:29:37
In the process, I finally gave him the shades01:29:41
cystom super-duper certification01:29:46
comments are possible yes Let's let's01:29:51
I might have such an unpopular thought01:29:53
What if you just leave a person alone?01:29:55
This also motivates him to say Listen01:29:57
Well done you are now doing your job well01:29:59
I don’t know the job, the salary goes up there01:30:01
we haven’t touched it for years, it’s about the question of what01:30:05
Maybe it motivates a person in general Well01:30:07
so he really says God thank God I01:30:09
I just want to sit here, go there01:30:12
that's it, thank you for saying that01:30:15
at this stage to grow01:30:18
rise01:30:20
we will have 70 percent of the staff01:30:23
who just want it to be normal, well there in01:30:27
different companies in different industries01:30:28
of course now about production workers01:30:30
I'm talking about deep ones, but this is absolutely01:30:33
the norm is when when there is a percentage of staff01:30:37
who wants01:30:38
do your job efficiently and professionally01:30:41
work and for everyone to get rid of him, here I am01:30:44
I'm coping I'm coping please don't01:30:46
need to change do performer Yes no01:30:48
necessary Well, don’t make God out of me01:30:51
for the sake of this it is not necessary to compose01:30:53
individual development plan01:30:55
wait wait, we dived with you01:30:59
already in evaluation01:31:01
but we didn’t ask ourselves why01:31:05
owner01:31:09
he wants to be sure that he has the best01:31:12
the best employees who give their best01:31:14
to the maximum01:31:20
for strategic01:31:23
Of course01:31:29
she's a gasket01:31:35
[music]01:31:37
Now the question is: who should be fired?01:31:43
Now01:31:45
employer market and let's change that01:31:49
doesn't work well01:31:52
This is the meaning of assessment01:31:56
got to the bottom of it and formulated it like this01:32:01
Is it possible to conduct an assessment without01:32:04
individual development plans01:32:07
dear colleagues01:32:09
than in this than in this particular01:32:13
situation01:32:15
guided by the owner01:32:19
[music]01:32:21
opportunity opportunity on the labor market01:32:24
grab these panties01:32:29
Why do we pay developers this?01:32:32
amount When can you find cheaper01:32:35
[music]01:32:37
there is time for the jock to come out01:32:40
productivity earn money01:32:43
he also needs to remember this01:32:44
show see Accordingly what01:32:48
could be done in this situation01:32:50
step number one why do we pay a lot01:32:53
when it's cheaper we can look01:32:55
is it cheaper or not cheaper without01:32:58
conducting an assessment01:33:00
I can say that now in recruiting01:33:03
Everyone writes the same thing to us about the situation.01:33:04
on the labor market I read all the articles01:33:07
the rest I go to recruiting Well the situation01:33:09
a little different from what he writes to us01:33:12
not so much, just a raid and not much01:33:17
they lower it there Well maybe there a little01:33:19
there is insignificant Therefore it is also possible01:33:21
examine and show to the owner01:33:23
it's good that they write it's good that01:33:26
Yes, maybe it will be postponed there01:33:28
in a year or so, maybe a year and a half, but now01:33:30
I come in They say no, not interested01:33:34
No, I want a lot of money, you give me that much01:33:36
give me that's why there is another one01:33:40
the situation is real, look01:33:42
accordingly, our strategy is like01:33:46
strategic partner understand that01:33:49
person wants A01:33:52
now there is possibly possibly unique01:33:56
unique chance to take a Bentley01:34:00
in the summer I don't know conditionally01:34:04
redhead that's why this opportunity01:34:09
we need to investigate, we have no right01:34:13
tell the owner what you need01:34:15
do it like this Or you need to do it01:34:18
this is how we are the methodologists of this process Yes01:34:22
we are the holders of this process01:34:24
accordingly we need to show him01:34:27
the logic of decision making if this is the case and01:34:30
accordingly, well, there is the logic of development01:34:32
events I apologize if it’s like this01:34:35
yes, you and I can watch What01:34:37
happens at the market to bargain with01:34:40
certain people and so on01:34:43
we can, for example, carry out an assessment to understand01:34:48
who may not live up to our standards and01:34:51
understand how many positions we have01:34:54
should strengthen what is the minus like this01:34:57
empty evaluation01:34:59
he will evaluate them01:35:08
so that it passes and there is no Ukraine01:35:10
fat decisions with futility01:35:14
uselessness That is, as it were, an assessment01:35:17
we did the same thing01:35:20
could be done one on one01:35:24
so plus01:35:27
Please tell us the next question is we01:35:30
did you try the owner here?01:35:32
gathered and Char is the same understanding that01:35:35
the manager is hurting accordingly from where01:35:39
he has a hypothesis that one of01:35:42
employees Possibly not being finalized01:35:47
because this is already our field for makhach01:35:56
Yes, probably complaints from the project office about01:36:01
some developers who01:36:03
you have tasks incorrectly and instead01:36:06
there are a certain number of hours there01:36:08
more and probably just them01:36:13
in that01:36:15
[music]01:36:18
and here the picture is already taking shape01:36:22
what we see from our enchanting side01:36:25
formulate as a request for training that01:36:29
we most likely need a problem01:36:31
focused learning Why Because01:36:34
that we have certain problems01:36:38
in how people react to a request01:36:42
client Well, that is, you need something01:36:44
Sorry, I might have misunderstood01:36:46
essence Yes, but this is usually called01:36:50
problem-based learning if01:36:51
some kind of thing came out and taught you01:36:54
specifically this hack01:36:57
Here is the first moment and we have01:37:00
more concerns from the owner01:37:04
Do people really do01:37:07
are doing their job and some of ours01:37:10
told the audience about kpi, do we have01:37:13
in company01:37:17
in our Yes, we only have kpi01:37:21
commerce And the developers have01:37:24
logging hours, that is, they need01:37:25
Deposit 120 hours per month and they01:37:28
should write what the wrong hours are right away01:37:30
spent01:37:31
But this is like a tracker they should01:37:34
fat to read there01:37:35
[music]01:37:36
and some just say Well let's say01:37:39
also the designer said not today that01:37:42
I don't need the creative process01:37:44
look out the window then 15 I have to01:37:47
think because there01:37:49
in short, I can’t log only hours01:37:53
8 ocloc'k01:37:55
pretend to be what I'm doing there01:37:58
does the design work go on without this?01:38:03
Job01:38:04
once again is the design work progressing?01:38:08
Does he give out to the mountain what is from him?01:38:11
expect01:38:12
gives out but those years are also dissatisfied Because01:38:16
that the nervous organization is too fine and01:38:18
he needs to take dykes to01:38:20
recover and relax, that is, with us01:38:23
similar to you01:38:26
the problem is being solved01:38:29
question about management01:38:33
effectiveness01:38:36
there are any key indicators01:38:39
they won’t teach people efficiency01:38:41
work but at least they will help01:38:44
filter in the company those who are good01:38:48
works and those who work poorly And on01:38:52
based on data01:38:55
no ratings for all staff01:38:59
from which half will remain in the feeling01:39:02
What was it anyway and why?01:39:05
and based on the data01:39:08
we will have some points that01:39:13
give out the wrong productivity there01:39:15
which01:39:17
initially we are oriented and then01:39:20
there will be an opportunity01:39:23
talk to the manager from yourself01:39:26
employee And why do you have it?01:39:29
Well, that is, am I missing something? Or am I01:39:32
cooled down to this or do I even want you Char01:39:35
go up to throw throw the sweater and01:39:39
skip the line I spoke to him today01:39:42
I want to go01:39:45
managers I'm currently taking courses01:39:50
We don't have a manager vacancy01:39:53
that is, there is still something else01:39:56
involvement there in the process happened01:40:00
well01:40:04
It's up to your owner to decide Yes01:40:08
but from how you are now01:40:10
told the picture yes again we don't01:40:12
Kashpirovsky but as for me it’s possible not01:40:15
go into the question of global assessment A01:40:18
you can see it in fact01:40:20
effectiveness and based on this01:40:22
performance make certain01:40:25
market research what we can do is01:40:28
most likely there will be something more direct01:40:30
search rather than see who there01:40:33
hanging now or something else and then and01:40:38
then either the young ladies' words will be confirmed01:40:41
that yes, there seem to be people on the market now01:40:45
but maybe they are our profile yes or no01:40:48
diamonds like us01:40:50
imagine because bleach is free01:40:52
cottage cheese or a thicker carrot in your hands01:40:55
maybe this will be the version maybe01:40:57
on the contrary, introduce yourself to you01:41:00
introduce yourself to something something unique and01:41:03
amazing here But in any case we01:41:06
need to unwind All situations with here01:41:11
this is the root cause of pain01:41:14
owner And if he formulates this01:41:17
evaluate it like a task, but still01:41:20
need to be tightened up Why and what and What01:41:23
inspired Why do you want Why exactly01:41:26
Now01:41:29
[music]01:41:32
colleagues Let's move on01:41:35
what do you say if we do it if we do it01:41:39
They asked me for a little break01:41:42
stop for 5 or 10 minutes to01:41:45
there was an opportunity to get some tea and coffee to go01:41:48
to the happiness room Answer the call01:41:49
need a five minute break or ten01:41:54
for a break yes let's ok01:41:58
now 44 Let's go to 50 601:42:03
just a minute and tell me01:42:08
until what time01:42:12
and this is my floor 11 yes yes01:47:34
so let's continue the conversation01:47:39
How generally alive01:47:44
not tired useful needed ok01:47:49
ok ok Now let's try it01:47:55
in fact, we talked about the role01:47:58
HR about something that Char understands well01:48:01
strategy what it is aimed at01:48:03
aimed at business development If yes01:48:06
then in what way And what What is required from01:48:09
Work Force and from all and enchanting functions01:48:13
the role of HR is really01:48:15
Advisory and good01:48:18
we can be consultants if we01:48:20
we speak the language of business01:48:26
the language of the organization is numbers therefore for01:48:31
in order for a person to accept a leader01:48:34
in particular everything is there or yours01:48:37
directly to the manager to accept01:48:39
decision in one way or another What01:48:43
necessary returning there to the deciduous01:48:46
request or some phrases there01:48:48
sprinkle01:48:49
but you need to understand the essence the essence is that B01:48:54
what is the problem? What01:49:13
although to implement01:49:15
and so on and so forth With all this, we01:49:20
you need to keep in mind that you and I are like01:49:22
the spell does not have a direct effect on the working01:49:25
have a direct impact on the working01:49:28
force01:49:29
managers and now to managers in01:49:33
including need to convey with the help01:49:36
convey information using numbers01:49:39
because there is no way against scrap01:49:42
Yes, there is no reception against numbers either.01:49:46
reception when you show digitally or01:49:49
was became Or a benchmark and what we have01:49:52
you or01:49:54
planned and actual This is it01:49:57
is the soil that allows01:50:02
the manager to make a decision and us to01:50:06
this01:50:08
us in this01:50:10
It is important for you to understand that the data must01:50:13
sometimes organizations gather to work01:50:16
a huge amount of data but with everything01:50:20
at the same time with all this01:50:25
some of them very often01:50:27
turns out to be useless01:50:30
and our strategy determines the metrics01:50:35
Let's go back and try it all01:50:38
Ioannina had a very good turn in practice01:50:41
good request I need to show01:50:44
risks to the owner Yes, because we01:50:48
We are growing now and we need to reach a new one01:50:51
the market is here, with all this there is01:50:54
feeling like we're falling apart at the seams01:50:57
this feeling needs to be digitized01:51:03
and come in asking what we will do01:51:07
if you look at the picture this is what it is01:51:12
we will do if it comes or01:51:15
will we do this in principle01:51:17
Let's ask you no questions01:51:21
which01:51:22
will allow which will allow us to understand01:51:26
what specific data is needed01:51:29
focus, that's exactly the question01:51:33
need to01:51:34
there are new volumes to be covered01:51:38
feeling that with the current level01:51:40
lack of processes before or some kind01:51:43
unstructured processes we are just01:51:46
we won't taxi accordingly, ask us01:51:50
questions that will form the basis of the strategy01:51:53
collection and systematization of information01:51:58
What is it now? What volume is planned?01:52:10
sales profit01:52:14
Our goal is to increase profitability more01:52:17
than three times01:52:19
increase profitability accordingly01:52:28
so still01:52:31
accordingly if we raise01:52:33
profitability Yes we need to understand this01:52:36
we do it with the help of these same people01:52:38
multiplied by 301:52:42
yes Or we do it with01:52:45
phenomenal people times 201:52:48
I understand the fork correctly01:52:53
the manager has no understanding of how we do this01:52:56
Let's do it. He actually plans to do it.01:52:58
current team and it's very01:53:02
so current01:53:05
current01:53:09
[music]01:53:14
imperiously his sputum comes out and the nation01:53:17
Reno is great to find01:53:19
stability because we are overgrown in01:53:21
Ukraine in Ukraine war America is01:53:24
stability and why not Europe because01:53:28
that for America we are preparing one united01:53:32
functionality and we capture huge01:53:35
volume01:53:36
relatively speaking, but for Europe for each01:53:39
we need to make separate countries01:53:40
functional01:53:42
that is, for a person it is01:53:46
ability to avoid certain risks01:53:49
related to the current situation That is01:53:52
he solves the problem for himself not only01:53:54
increase in money But also potentially01:53:57
business preservation01:54:00
that's why he probably01:54:04
I'll have to help you not give up on this01:54:07
solutions because choosing to try and01:54:10
it won't work or it won't01:54:12
try and it still won't work01:54:14
In this fork he will most likely choose01:54:16
try and it won’t work here sooner01:54:18
Total01:54:19
I'll have to help him think through how01:54:22
make it work01:54:24
my task now is to delay this01:54:28
moment, that is, to force it to improve01:54:30
processes and go with established processes01:54:35
stop stop this is the task that you yourself01:54:39
you formulate With all this you have01:54:41
we have a customer, so let’s exhale01:54:45
slowly unburden ourselves01:54:47
responsibility01:54:49
This is not our responsibility We take on01:54:53
yourself a piece of other people's powers And from this01:54:56
so exciting and so hard01:54:59
How01:55:00
and at the same time you have a phenomenal01:55:04
the message is that processes need to be built01:55:07
Why do you think that the processes will interfere01:55:11
how did you understand this01:55:12
I talked to every employee and01:55:18
everyone has problems01:55:21
which are solved by establishing processes01:55:25
and they all scream asking for help each01:55:30
just asking for help01:55:32
in order to establish processes They01:55:36
could work more efficiently because01:55:39
requires a lot of them01:55:41
process efficiency drops very much01:55:44
what do you need to show accordingly?01:55:49
I need to show01:55:52
to the manager that01:55:54
We can’t cope with America now without01:55:58
percent01:56:07
need to show current download01:56:11
conditionally that people with this01:56:14
functionality is sitting now but I'm now01:56:18
I’m exaggerating Yes, but now they sit now from 9 to01:56:22
2201:56:24
with the current functionality like this01:56:27
volume for the money01:56:30
respectively When we have functionality X301:56:37
then they will have to sit from 9 to 47 I am now01:56:44
I'm also lying Yes, I didn't actually count01:56:46
how much is it but so many hours in01:56:49
there are simply no days01:56:52
what do they spend their time on? Well, that is, if01:56:56
with us everything would be exactly from 9 to 701:57:00
guess what they spend their time on01:57:05
but the main problem for our company is01:57:08
wasting time on processes that can be01:57:11
automate for example01:57:22
girl faces the port instead01:57:24
establish processes, she notes payment01:57:27
clients manually01:57:31
Well, how can this be done in the program?01:57:34
she won't spend how much she does on it01:57:37
she spends about 30 hours01:57:40
percent of your time on things like this01:57:43
there are some other board marking pieces there 2001:57:48
percent goes to01:57:50
arguing with the developers because01:57:53
no one understands how it should work01:57:55
functional01:58:01
because well01:58:04
the task is set01:58:08
Well, how can I say it?01:58:13
we need payments. How will they be, what will they be?01:58:17
there will be a developer who comes up with it himself01:58:19
how will she be and then support says01:58:23
no, that’s not how our clients work01:58:25
they can’t pay like that, that is, the process01:58:29
but here it turns out we are missing Project01:58:31
who can put describe01:58:34
process relatively speaking01:58:39
for now the question remains in the wording01:58:44
its problems can be solved by project Yes how01:58:48
you can still decide to do this first01:58:50
was decided and not at the end01:58:53
powdery hour Lida Lida support and01:58:57
powdery in the program artist01:59:00
So01:59:02
Yes somehow some general kicks01:59:07
meeting in order to understand how everything01:59:10
and immediately start making scandals about functionality and01:59:13
understand is it possible or is it there to01:59:15
for example, it won’t be so for clients later01:59:18
yes That is actually a big piece01:59:21
time is wasted on the fact that we are at the end01:59:23
found out that no it shouldn't have been like this01:59:29
the possibility of an external product is not01:59:32
considered some reasons here that01:59:34
you can't buy a finished product01:59:37
I understand that there are CRM issues01:59:41
system or what, the customer doesn’t see it01:59:44
can install boards automatically it’s the same01:59:47
some kind of crm system is inside01:59:50
we are creating this gray system01:59:54
speaking01:59:56
Our system is actually a CRM for our02:00:01
you create clients like02:00:07
internal thing02:00:09
they pay And we should note that02:00:12
there the client paid us but how could it be02:00:15
need to be integrated into our system by02:00:18
anyone, we’ll be some kind of CRM, not Excel02:00:23
use and so on it's all the same02:00:24
must be done by the developer who does this02:00:26
integrates our contact02:00:29
Where have you already done this, I don’t seem to know02:00:32
find those people who did similar02:00:34
that this is not some kind of know-how02:00:36
implementation of payment notation02:00:40
it's very difficult because it's necessary02:00:43
implement into our custom project which02:00:46
holds on02:00:47
I won't02:00:56
is engaged02:01:02
there is a shortage of such and such02:01:06
The missing task comes from the manager02:01:09
which dentist who came up with us02:01:12
you need this functionality and everyone starts02:01:15
rustle how to make it the one who invented it02:01:17
Here everyone came up with responsibility02:01:20
for some02:01:22
a problem that will fall on his head02:01:24
Even if he is not our responsibility02:01:28
strength02:01:29
decided How to accept payments from Kazakhstan02:01:33
Let me connect my card A02:01:36
let's say something else02:01:43
to help02:01:46
You actually have02:01:50
can help out02:01:53
the first thing is to show the manager what is going on02:01:56
waste of time how busy it is now02:02:00
staff plus What is the waste of time02:02:03
the main plus is how functional02:02:07
Matrix and functional and matrices02:02:10
responsibility and how can this be solved02:02:12
structurally02:02:16
Well, yes02:02:18
accordingly, some kind of02:02:21
piece of time02:02:25
and there is still a piece of work left for him02:02:28
which I have no one to do anyway02:02:30
I understand correctly yes Well that's it from02:02:34
loads02:02:36
from building the process and becomes02:02:39
It’s clear how much more we need02:02:42
one02:02:44
It’s obvious that there’s just no budget.02:02:49
the developer has a problem, the boss has a problem02:02:52
developer problem with delegation and02:02:55
he tells us Project Manager is not needed02:02:59
and everything seems to me to be always in trouble02:03:05
competition I think it's deeper maybe there02:03:08
be yes that's for sure02:03:10
I haven't gotten to him yet, but when I02:03:15
I heard that we don’t need Project02:03:16
Manager Well, we even have documentation for02:03:19
we don't have a project if any of02:03:22
Some developers are leaving02:03:23
it's just functional02:03:26
lost no one will know how she is02:03:29
works how payment works in the system and02:03:33
All02:03:38
came to this site02:03:44
in numbers for different difference steal stand02:03:47
it is possible to work in parallel structurally02:03:49
then here02:03:52
they do this because it’s possible there02:03:55
you have such luxury in an hour at waving classes02:03:57
Pokiya for a year down for rent she goes out02:04:00
and market02:04:04
what to sharpen it02:04:15
organize processes to enter the market02:04:17
cool yeah mosquitoes but02:04:21
without processes everything will fall apart02:04:26
Well, look, in any case, you need to02:04:29
start something02:04:31
and you and I understand that Trust is02:04:36
is being developed gradually02:04:40
some pieces some pieces some02:04:43
bit by bit the solution is then given away02:04:45
the whole clearing that's why it's probably this02:04:49
into this process02:04:51
it's worth going a little smoother02:04:55
and what is obvious to you is not worth it02:05:00
don't let it get to you02:05:06
a passionate person who has02:05:09
idea Yes, rather support the implementation02:05:12
this idea02:05:14
after all they are not business people02:05:18
often suicides Yes, sooner or later there02:05:21
eyes will open, what else turns out to be02:05:24
this is what you need02:05:26
I still find this this one02:05:29
need to02:05:34
show in numbers in order to02:05:45
There are always benchmarks to help us02:05:48
that it usually works like this02:05:51
way02:05:52
Well, you can tell people how02:05:55
the treatment process is arranged there there02:05:59
I don't know the right eight I'm still composing02:06:03
I don’t know if I have an eight in my teeth02:06:04
I suspect that there is But02:06:09
All02:06:11
these are the things that are for sale02:06:15
including Through benchmarks and what's there02:06:17
products that took off the team02:06:20
organized like this here02:06:22
this is the function overload now02:06:25
these employees02:06:28
spends time on this and that with the manager02:06:31
who says that we don't need no02:06:33
Project no one at all Yes, come too02:06:36
via And what hurts you, that is, as it were02:06:38
understand both sides your side you02:06:41
see this is some kind of unproductivity02:06:44
let's say the parts are not total02:06:46
parts What hurts you?02:06:49
This is solved like this and this way And here we have02:06:52
now it hurts this is this this is being placed02:06:54
under threat there, well, that is, or02:06:57
delay again either due to deadlines or02:06:59
for money or so on Here it is already02:07:02
there is nowhere to go when speaking02:07:04
goes by objective numbers02:07:10
we will try to show the numbers Well here we go02:07:14
I’m currently building an HR strategy02:07:17
how can we enter the market on02:07:20
American what do we need for this and02:07:22
Here02:07:24
we really need a lot of people02:07:27
we need and Project a lot of people02:07:31
Briefly speaking02:07:34
good luck to you this daring business may you02:07:37
everything will work out02:07:40
so dear colleagues now So I'm for02:07:43
I wrote it down with you02:07:46
and I ask you to formulate02:07:50
[music]02:07:53
I'll ask you to formulate02:07:59
yours02:08:00
Yours02:08:02
thoughts yes it is possible through an idea in whatever way02:08:07
show it in numbers02:08:09
Ales, you and I started, you and I02:08:13
started dating Yes, and you talked about02:08:17
internal training02:08:20
and they said that02:08:23
something else is needed02:08:27
[music]02:08:30
communicate02:08:32
communicate differently than a leader02:08:35
How about communicating differently?02:08:39
Tell me please02:08:41
through which one could communicate02:08:44
through what numbers could it be possible02:08:47
communicate internal issue02:08:49
training02:08:56
pain and essence02:09:02
in fact I ask you this question all the time02:09:05
classes02:09:07
inside the head02:09:09
[music]02:09:11
our situation is a little strange02:09:15
you set us on fire, you are covered there, and with us02:09:19
there are no metrics at all02:09:22
everything is still spontaneous02:09:28
is being done therefore now what I saw02:09:30
there is the main one who did not deal with us02:09:33
now he's engaged with us, he sees that02:09:36
communications02:09:38
[music]02:09:47
Well, I started communicating with everyone a little02:09:49
Here I am and I actually started ringing the bells02:09:53
communication with one of our02:09:54
employees02:09:55
and he noticed it and agreed02:10:00
he speaks to me to such a level02:10:02
never seen I agree with you but02:10:04
I don’t know, I’ll ask the question here already02:10:07
already gave me your word we are all with him02:10:10
talked about this02:10:12
the employee was discussed02:10:14
everyone recognized that he was at the Junior level02:10:17
both in their specialization and in02:10:19
manager level and me on Friday02:10:21
flies to raise his salary and he has02:10:23
and so a very decent salary and more02:10:26
more decent raise Here it is02:10:30
[music]02:10:32
my condition is honestly very somehow02:10:38
In general I02:10:40
the instability of this situation because02:10:42
that first of all we immediately had a call and I02:10:45
emotionally02:10:47
reacted02:10:50
starting with the fact that this is completely02:10:52
demotivating because a huge amount of work has been done02:10:54
work and But in the end That's what I'm saying02:10:58
Guys, this is how it works for me and these02:11:00
they work and these work, here it is for me02:11:03
says something You understand the question here02:11:04
motivation yes you have there with communication02:11:06
In general, such horror is happening in02:11:08
project I say I know I'm still in October02:11:11
I talked about an assistant, no one gave me one02:11:13
Yes, I did 90 percent of recruiting02:11:16
in general, now they give me all this but02:11:18
after the fact it is clear that these are processes02:11:22
normal workers can handle it02:11:24
question02:11:27
it will happen from time to time02:11:30
question about numbers, what is it in numbers?02:11:33
express02:11:35
now it will actually be02:11:38
payment authorization for an employee who02:11:41
all do not correspond to this level02:11:43
happened already happened how could this be possible02:11:46
it was right to play it but how would it be02:11:49
it was possible You don’t even know this question02:11:51
I want to rate like this employee02:11:53
brought to someone else higher and higher and us02:11:56
explained So here is a business02:11:58
need I see it all I know But02:12:02
so now I need it I say ok business02:12:04
need I all agree business needs02:12:06
Okay, the question is how will we hold the crown?02:12:09
Well, he also told the employee there that02:12:14
we talked to him we're talking about this02:12:17
separate question four more projects02:12:20
except him02:12:21
and they02:12:24
two of them, plus or minus, somewhere in the same02:12:27
condition the only thing they don't have02:12:28
someone above, that is, they are on the level02:12:32
communication is very rudimentary02:12:35
somewhere they are rude somewhere somewhere02:12:40
you can hold them a little and how too02:12:44
how to show this in numbers, that is, they02:12:46
somehow we have tasks but we have a task02:12:49
from the level Well, how can you cope like this?02:12:51
handle it We don't have specific ones yet02:12:53
set deadlines for goals02:12:59
Such poor communication02:13:04
Well, first of all, we are actively hiring and I02:13:07
I bring02:13:08
great specialists this influences02:13:11
what people will look at we will have02:13:13
turnover, that is, they will say Thank you there02:13:15
find some reason, not everyone knows how to02:13:17
not everyone wants to voice the reason02:13:20
voice and will leave because I02:13:23
yes managers does not correspond no02:13:26
leadership competencies I am02:13:28
voiced Well, show the person understands02:13:31
what needs to be digitized what we have now02:13:33
turnover during the probationary period is zero02:13:35
everyone who came during this time is there 2002:13:38
All 20 people came for testing02:13:41
deadlines02:13:42
came after the trial period Well02:13:45
somewhere we have them all in one package02:13:48
were so now everyone has three months02:13:50
It's been three months now and I've been waiting02:13:52
in a year Well, when is the next turnover02:13:55
because the year is when a person thinks02:13:58
so what did you do there during the year?02:14:02
no prospects02:14:04
so I have a turnover expectation02:14:08
so far at the level of sensations These are about02:14:10
you said that you need to digitize it is possible02:14:13
Can02:14:20
[music]02:14:30
[music]02:14:35
how expressed it is, that is, important And02:14:39
how expressed is it? Because if02:14:41
her communication is zero02:14:44
importance 002:14:46
people don't worry, they came to work02:14:48
work is given, some kind of horseradish is walking around02:14:51
mountains can't talk but he02:14:53
problems This is one compote if people02:14:57
sensitive to this factor and it is 0 yes02:15:01
accordingly you can use02:15:02
predictive analytics what to watch02:15:04
Dear you and I, this will be02:15:07
developed that much is step number one02:15:11
short cut very fast02:15:14
step number two hold get firm02:15:18
assessment02:15:20
step number three show the consequences02:15:24
turnover is an Icharov indicator02:15:29
turnover and you won’t scare the manager02:15:33
what is clear to a manager02:15:36
indicator02:15:39
his task his task parameters There they are02:15:43
did we do this task or not02:15:47
did this task Yes, accordingly did not02:15:49
planned outflow of key employees02:15:51
puts the second task at risk02:15:54
budget hiring plus budget adaptation02:15:56
because you and I understand that we are the first02:15:58
3-4 months a person does not work for his02:16:01
100% effective02:16:02
accordingly, this is three months short02:16:05
profit received02:16:07
this is the hiring budget02:16:11
and in the future this is damage to the image02:16:14
employer That is, if you left02:16:16
in unison02:16:19
Accordingly, this is damage to the image02:16:21
employer you will become less02:16:23
attractive from a point of view02:16:25
vision02:16:27
interest of candidates. What if you become02:16:29
less attractive This means that02:16:31
will need to be done02:16:34
pay higher wages than the market02:16:39
Try it this way02:16:43
Now you are talking about what02:16:48
there was some expediency there02:16:53
that's why we made this decision02:16:57
of course, well, sort of02:17:00
one of the options is optional but02:17:03
It depends on the situation like this02:17:07
questions you should try to ask What02:17:09
this is expediency, that is, what we02:17:12
should achieve from your point of view here02:17:15
with such a step a person who is without02:17:19
[music]02:17:22
receives the proper level of qualifications02:17:25
What is the salary increase for?02:17:29
one02:17:32
explained therefore here I have a question02:17:35
more global Probably I imagine When02:17:38
we are often told several times02:17:40
the question of money and payments was raised and in02:17:44
basically it all comes down to the fact that the world is not02:17:46
ideal unfair we have no influence on this02:17:51
we are supported by adults02:17:53
we understand perfectly well what and what02:17:55
number of times things can go wrong02:17:58
this is exactly one hundred percent but what's the point02:18:00
had a salary increase02:18:04
these are some agreements from above which02:18:07
they can’t be there now, he doesn’t care about them02:18:09
may influence I completely agree but this02:18:13
I sat right above us at the hour I02:18:16
I’m communicating. Therefore, the question is02:18:19
it will be mine and I’m with him now. He’s still02:18:23
so I said I interact with him on02:18:26
level and set it and throw tasks at him02:18:28
that he himself is already starting there slowly02:18:31
howl and say Oh, I don’t want to anymore02:18:33
be a leader02:18:36
this question is very specific here02:18:39
more a question of ethics in general in the company02:18:42
because they will leave his salary to him02:18:45
they will find some Lida above him he will be02:18:48
perform some function and this02:18:50
his exorbitant salary is also not02:18:52
will be And how you need to know imperfection02:18:55
don't know the world or the company02:18:58
from this point of view, you and I need02:19:01
switch from this question because02:19:05
count other people's money Yes I understand yes02:19:09
spend anywhere, even walk down the street02:19:11
Yes, even without the EU our question is02:19:14
this is the state of the system the state of the system02:19:18
you are right, what will we do?02:19:20
do with the rest That's about it02:19:23
system state about system state02:19:26
Your question is how can we keep his crown?02:19:30
but the crown is held in place by feedback and not02:19:34
with vengeful feedback you went for it02:19:37
to increase his salary But this02:19:39
to a person this is actually a company02:19:41
I admitted this weakness, let’s do it like this02:19:44
name I don't know actually maybe I02:19:47
I don’t know how she will return this decision But02:19:48
it was the company that allowed this weakness02:19:51
no, but there is no way to say for sure02:19:55
was not and now the person actually02:19:58
will take revenge And by and large02:20:00
holding the crown is adequate here02:20:03
here you are great and here here here02:20:04
here we still need to reach02:20:06
in this way in this way02:20:10
Can I ask you a question right away Olesya How many people02:20:14
decides to increase salary02:20:17
in one person is accepted or ideal02:20:20
this leader is02:20:23
authority to accept unilaterally He02:20:26
just says click what I think02:20:28
what needs to be increased so much then this is not02:20:30
is being discussed02:20:32
very strange This position in general02:20:37
if only there would have been a different approach02:20:41
if the processes were not described Yes so02:20:43
It is rather procedurally legalized02:20:46
situation so colleagues Maybe maybe on02:20:52
something02:20:53
I came across you there are four main02:20:57
categories of metrics Oh well, besides the general ones02:21:00
and the problem is productivity efficiency02:21:03
etc etc they are related to culture or02:21:06
with a mindset that's what HR can do02:21:09
measure yes this is what has taken root from the point02:21:11
point of view of culture and way of thinking if you02:21:14
we have the right moment02:21:16
leadership or behavior of leaders02:21:19
dimensions in the field of strategic02:21:21
talent and, strictly speaking, metrics02:21:24
dedicated Char functions As you understand02:21:27
here's one of your questions Aleska02:21:31
leadership indicators This is how much it is02:21:34
By the way02:21:35
according to your question Yes, one of the indicators02:21:38
This is how effective our leaders are in02:21:41
performance management Well, that is02:21:44
Who has a better performance?02:21:46
performance is not very good Then you need02:21:48
go into some02:21:50
and then you need to go to some target02:21:54
training Why Because if there is02:21:57
leaders Well there in the absence there02:22:00
some kind of Mega hole in the market and when02:22:03
there are leaders who provide the team02:22:05
which provides 90 or 10002:22:07
percentage of completion there are leaders who02:22:10
provides the team keep the team02:22:12
which provides 70-80 at02:22:15
plus or minus the same planning This02:22:18
means that some leaders agree02:22:21
for poor performance or don’t know how to do it02:22:25
nothing to do Yes it's clean02:22:27
managerial These are purely managerial02:22:29
indicators And other people or are able to02:22:32
this work with low efficiency02:22:33
yes Or disagree and change and change02:22:37
renew the team02:22:41
Next, how effective are our leaders?02:22:44
in selecting top talent this is also very02:22:46
interesting to do Well there as a rule02:22:50
this occurs after the problem this02:22:52
indicator Yes, that’s how many talents I’ve developed02:22:55
each Leader And how many are ours02:22:58
our leaders don't reward02:23:00
productive employees and02:23:02
underestimate high performers02:23:04
employees if this is the indicator there02:23:08
once every 3000 years because that's how it is02:23:12
the stars aligned Yes and so politically02:23:14
need to do this one compote if it02:23:17
is happening02:23:18
Olesya will appear regularly with you02:23:21
the opportunity to show it in numbers that02:23:24
our underperforming employees are here02:23:27
so much over budget for this02:23:30
we could have a budget like these02:23:32
employees and this is the implementation of the plan02:23:35
accordingly this is so much more02:23:36
money02:23:38
further in terms of talent02:23:42
as a rule, the index is measured02:23:45
continuity02:23:48
do we have successors strength02:23:52
continuity02:23:54
fluidity height is measured02:23:57
high-potential employees Well then02:23:59
there is not, in principle, fluidity there with02:24:01
including the man standing by the cooler02:24:04
namely the fluidity of high potential02:24:07
employees share of internal appointments02:24:10
again based on your strategy02:24:12
determine what proportion it should be02:24:15
high potential employees02:24:17
especially in especially in companies that02:24:21
they teach a lot this is our such an important question02:24:24
share of successors in the total number02:24:27
high potential employees Well then02:24:29
we have them, they don’t get into02:24:32
list02:24:33
successors02:24:35
high percentage of productive employees02:24:38
this is about the question about the fact that there are people02:24:40
who do their job well and02:24:42
they ask you to just get away from them and go nowhere02:24:45
there’s simply no way to develop them any further02:24:48
calm down that they are doing their job well02:24:51
work02:24:52
These are the employees who are absent02:24:56
desire to develop and possibly in02:24:59
absence of any further career02:25:01
ambitions and so on, of which as a rule02:25:05
very good mentors come out02:25:08
Another way to address them02:25:10
attention because high expertise02:25:13
sometimes it is also connected with the desire to share02:25:16
this examination and there are situations when02:25:19
Well, answering the question: There are assessments02:25:23
situations when a person is good but he02:25:27
so many do the same thing and him02:25:29
there is so much nowhere to improve that it needs to be02:25:33
somehow get out of the situation02:25:36
burnout that I'm doing the same thing02:25:38
in this case, a person is also made02:25:40
a mentor helps to cope with this02:25:44
and novelty and some kind of self-realization in02:25:47
lack of any formality there02:25:49
positions02:25:52
Yes I have two employees02:25:55
one high-horizontative02:25:59
one is normal, effective, that is, he02:26:02
does what it should02:26:05
is it finishing her we don't have it Yes we have it02:26:10
fired back in August and we02:26:12
Does Project combine key access since02:26:15
he's a former glue02:26:17
Now I regularly raise the question02:26:20
Lida and the team because Project must02:26:23
do project work there and with me02:26:27
here's Project02:26:28
leans on that's high02:26:31
employee performance02:26:34
more than hundreds of skills people work experience in02:26:39
basically how he communicates with the team how02:26:41
he asks questions about how he communicates with02:26:44
We now have a misunderstanding with him because02:26:47
that he only serves this purpose more02:26:49
Of all my games they test it the most02:26:51
more, I want him and I understand that02:26:54
this is not enough and I need these02:26:57
leadership parameters can be added02:27:04
question02:27:07
[music]02:27:09
You said that you are highly effective02:27:11
they make good rows02:27:13
enough for this indicator02:27:15
no no high scoring sometimes02:27:19
become good mentors if02:27:21
they have a desire to broadcast their experience02:27:24
for someone, that is, highly productive02:27:26
If desired, teach02:27:29
they make mentors If desired02:27:32
teach If there is no desire to teach02:27:37
there is a desire to teach but there is no understanding02:27:42
their02:27:44
opportunities he has them02:27:46
inflated understanding of one's capabilities02:27:48
I have this several times02:27:50
Give him a test employee02:27:55
give him a test employee tell him02:27:58
tell your manager that you can02:28:02
this is to explain that again this is a hypothesis02:28:05
yes, that is, we do not compare our understandings02:28:09
which of us understands business better and so02:28:11
further, but we express our hypothesis that02:28:14
this man needs management02:28:16
skills because it won't work02:28:19
ourselves will work as a team if we02:28:22
we hire a leader so that he02:28:24
worked by myself it's like02:28:27
losing strategy if you work02:28:29
the team needs something like this02:28:31
skills I have a hypothesis that he is Mega02:28:34
cool, but just like an Expert they are02:28:36
manager if we transfer him without02:28:39
sufficient level of management02:28:41
competencies, we will ruin his career in02:28:43
our company, that is, he will remain02:28:45
disappointed to downgrade back is well02:28:50
seems like a very painful decision Yes02:28:52
to destroy a man so productive02:28:55
This is also a very painful decision. Come on.02:28:57
let's give him some bunny02:28:59
practice02:29:04
and he’s training with this bunny02:29:06
receives feedback accordingly02:29:08
from life that he needs to get something in something02:29:12
And in some ways he is already good and so are you02:29:15
How do you decide what next?02:29:17
do02:29:18
so the share of non-productive costs02:29:22
hiring one employee and costs02:29:24
training one employee02:29:26
consider the costs of a Naiman employee?02:29:28
in general, everything, in principle, everything that is possible02:29:31
count02:29:33
is a culture index of commitment and02:29:36
value index ambassador index in02:29:41
next time Remind me about the index02:29:42
ambassador I'll tell you a cool case02:29:44
level of voluntary staff turnover02:29:47
average number of years of employees02:29:50
absenteeism rate02:29:52
percentage of deaths there are accidents02:29:55
this is for production workers Yes, but in02:29:58
principle02:29:59
involvement commitment and02:30:02
NSP Yes this is what this is what it tells us02:30:06
about our high low commitment02:30:09
the company's involvement and02:30:13
saying what you can measure in the evening02:30:14
functions for you is not a secret average income02:30:17
or average costs for F3 costs02:30:20
corporate02:30:22
office within the general here is the number and02:30:26
charms per employee02:30:28
personnel costs02:30:31
in context and Char employees indicators02:30:36
success of each of the functions if we02:30:40
arm ourselves with the right metrics based on02:30:42
from strategy02:30:44
you and I always have a good position02:30:48
no matter what we are02:30:53
emotional or we are anxious or we are in02:30:58
are we uncollected in some way or are we in something02:31:01
convinced We have a solid figure with02:31:04
which is quite difficult to argue with you02:31:08
cool kittens and you are also wonderful02:31:12
group tell me for God's sake02:31:13
some parting words and then02:31:17
until next time02:31:21
educationally interesting02:31:23
do you deserve the only question on02:31:25
to the previous one then tell me how it is02:31:28
count especially the first two two positions02:31:30
I really understand what they are talking about later02:31:33
good with formulas02:31:47
everything in principle So yes02:31:51
there will be some next time because02:31:55
that next time I plan more02:31:57
about negotiations, we’ll tighten up the metrics and give02:32:01
several cases Thank you02:32:05
great It’s very cool that everyone, for example, with02:32:09
our involvement is this02:32:11
Brains work a little all the time02:32:14
in a different way we changed we came from the outside02:32:17
the look is completely different02:32:39
all why Because you are cool02:32:43
immediately go rest and do02:32:47
something nice about this from02:32:49
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