)
)
)
)
)
)
)
)
Human Resources Management
Kalekim is a family of people who have made it a principle to make a difference and add value with their work, who have adopted the corporate culture, and who have combined their own goals and values with the organization’s vision. Our common values of focus on the customer, productivity, honesty, respect, trust, openness, social responsibility, teamwork, quality, and continuous improvement are also the fundamental values of Human Resources Management.
To keep the Human Resources Management organization at Kalekim dynamic, we aim to increase employee performance through continuous improvement, create team spirit, and offer a modern, professional, and peaceful work environment. We at Kalekim aim to recruit dynamic people who are honest, respectful, self-reliant, highly educated, who have good relations with others, and join in teamwork, to develop them professionally and personally, and work with them for a long time.
To keep the Human Resources Management organization at Kalekim dynamic, we aim to increase employee performance through continuous improvement, create team spirit, and offer a modern, professional, and peaceful work environment. We at Kalekim aim to recruit dynamic people who are honest, respectful, self-reliant, highly educated, who have good relations with others, and join in teamwork, to develop them professionally and personally, and work with them for a long time.
.jpg/cafbdfcc-47e2-4a4b-bb6a-4542692d96ac/2000)
Recruitment
Through our recruiting practices, we at Kalekim aim to bring individuals into the Kale Group who are open to development and innovation, match the qualities and competencies of the job, have work ethics, and who fit our corporate culture, values, and objectives. When evaluating prospective employees according to the position requirements.
We follow specific procedures, including a general aptitude test, a foreign language proficiency test, a personality inventory, an assessment center, and competency-based interviews. We then make a job offer to the most suitable candidate based on the assessment results.
.jpg/d494047f-063f-45e2-92e1-915e506b9351/2000)
Training and Development
We at Kalekim always attach importance to making the right development investment “in the training and development process,” creating a learning organization culture, and making this sustainable. In line with our Company’s strategic objectives and HR policies, we support our most important asset, our human resources, by continually investing in having our employees meet their personal and professional Development goals with the training and development opportunities we offer to all our employees to keep alive the continuous learning organization culture. .
When determining development needs, we consider development needs in line with the Company’s strategy and objectives based on the GAP analysis between development needs and position requirements and the competencies the employees have based on their performance and competency assessment resu
.jpg/9b913de2-ca78-4e19-9e8e-52238650b0af/2000)
Wage Management
We apply a Job Evaluation System that covers the duties of all employees to measure the relative value that jobs add to the organization in line with Company strategies. In this system, jobs are grouped by “Job Families” and at specific levels.
While the job levels that form the foundation of the wage management system are determined as a result of these job evaluations, we employ the HAY Job Evaluation System.
Which is an international system that measures the extent to which jobs impact and contribute to the organization’s objectives and grades them by level of responsibility based on job content irrespective of title and person, when making our job evaluations. Following these job evaluation studies, the domestic wage market is followed closely through market research studies and, as a result of these analyses, competitive and fair wage policies are determined and implemented based on the companies’ existing wage structures, their market position, and their financial power.
.jpg/930f2da6-ccaa-4154-9844-58c4d61cde6e/2000)
Performance Management
We use the “Performance Management System” to reduce the company objectives as stated in the Strategic Plans down to individual goals by associating them with the entire organization and to ensure that goals are spread evenly, to steer employee performance efforts to meet the Company’s objectives, to help increase individual success and thus increase the Company’s success, to ensure that the effort made by employees when achieving goals is evaluated using a fair, systematic, and measurable method, to give employees regular feedback on their performance and the results they obtained, to identify employees’ individual needs, to plan, and to contribute to their development by creating a continuous learning culture.
Individual goals should definitely be determined so as to serve a higher objective by being associated with the Company’s objectives and they should be compatible with Strategic Planning & Budget and Business Plans. Individual goals should reflect the labor results expected of a person within a specific time frame in terms of the topics that must be focused on that year .
They must be challenging but at the same time attainable and not given as part of the job description or as a goal of the primary responsibilities. Goals should be determined in line with the SMART technique. The performance period covers 1 full Year; once the goals have been set, the yearly cycle is completed using Interim Evaluation, Year-End Evaluation, and Calibration steps
.jpg/4dfc205c-95ea-4a90-8f1e-fbe81574ad5c/2000)
Talent Management
The talent management process is all the holistic and systematic practices coordinated throughout the Group to turn out confidence-inspiring, fair, sincere, passionate, curious, and responsible future leaders who fit our corporate culture and values and are equipped with the competencies of the contemporary world to further our Cause.
It entails identifying potential employees, providing them with the necessary technical knowledge, skills, and means for improvement, and preparing them for positions that require more responsibility.
It is a process in which critical positions are identified, the requirements for those positions are defined, competencies are determined, and in which development is planned and followed up in line with the GAP analysis made between the requirements of the critical position and the competencies possessed by the talented personnel.
