Value-oriented human resources and talent management represent a management approach aligned with an organization's mission, vision, and core values. This approach influences everything from recruitment processes to performance evaluations and, when necessary, exit procedures.
Organizations that focus not only on hiring competent employees but also on selecting candidates who fit the corporate culture and mission succeed in creating a sustainable work environment in the long run. Similarly, considering and rewarding behaviors that overlap with corporate values—rather than just business results—strengthens the sense of belonging.
Principles of diversity, inclusion, and equity play a vital role in creating work environments that support corporate values. When diversity is managed consciously, it ensures that every individual feels accepted. Furthermore, ensuring the active participation of employees in decision-making processes encourages the adoption of corporate values, turning employees into active stakeholders.
"Right Talent Is a Matter of Strategy, Not Just a Process"
I believe the unchanging priority of all time will remain raising "role model leaders." In our latest survey, our engagement index reached 92%, and our inclusion and diversity index reached 86%, which are the biggest indicators for us. Through our "I Have an Idea" platform, we create a space where everyone can be heard. Our "Celebrate Program" reflects our value of "taking pride in what we do," and the "Behind the Blend" program connects us with young talents early on.
"You Cannot Manage What You Cannot Measure"
We provide comprehensive training to our leaders for a feedback culture and implement policies that support open communication. We have digitalized HR processes, implementing hybrid work models, wellbeing applications, and employee feedback platforms. Aydem Energy puts values at the foundation of its business; human-centricity, sensitivity, and dynamism are our priorities.
"Focusing on People and Prioritizing Life"
Good work should not overtake a good life; it should support it. We offer flexible models like "Alternatif Summer" to harmonize with employees' life rhythms. With the "Employee and Culture Group" structure, we made decision-making transparent and used the "İnci Awards" to make success visible.
"Value Creation Is the Backbone of Our Work"
We have made creating concrete value in the areas of climate, people, and innovation the backbone of all our work. With the BorusanX project, we built a participatory and dynamic culture that protects our 81-year heritage while adapting to the modern world. Today, we focus on making this cultural momentum permanent through BorusanX Momentum.
"We Built a Structure That Adapts to Change"
New generation employees seek meaning and purpose rather than just a job. We build the employee experience on these expectations. We have built an organization that is crisis-resistant and constantly develops its talent pool through platforms like Divan Academy. We are ready for the future as a Divan that is knowledgeable in its work and respectful of people.
"Skills Beyond the Diploma Are Rising"
We deepened our corporate culture through the Harmoni initiative, focusing on equality and inclusion. In recruitment, potential, curiosity, and openness to development are becoming more important than just a diploma. We strengthened our processes with programs like GoYoung, JumpSeat, and Pilot Training.
"Values Determine the Soul of Your Strategy"
Innovation, customer focus, integrity, excellence, national pride, team spirit, and responsibility define our strategy's soul. We manage internal talent with a strategic perspective through SuccessFactors performance and potential assessment systems and invest in growth through the Petrol Ofisi Academy.
"Managing the Future Workforce Successfully"
Our newest project is "Orkay," our first virtual influencer created with AI applications. Our goal is to manage not just today’s but the future’s workforce successfully.
