Human Resources

THE POLICY OF HUMAN RESOURCES

Protecting and improving the factors that constitute the Tekkan Family. Uniting all employees under Tekkan’s vision. Executing practices that ensure employees operating with this aim to work in targets focusing on vision. With the faith of qualified service is only possible with qualified workers, to always contribute to employees' career and personal growth and increase their motivation with our HRM that adopts constant improvement as a principle. To create a working environment that adopts teamwork and “US” philosophy and is based on management and thrust between employees and mutual, open communication.

To evaluate all employees under the target-oriented performance evaluation system. To reward success, find methods and practices that turn failures into successes, and administer them with this system. To designate agility as the corporate’s official ideology and to evaluate every move, project, and process from hiring to business process under agility criteria. Providing/encouraging a suitable working environment that enables every employee to produce creative ideas regardless of their position, or degree.

THE VISION OF HUMAN RESOURCES

To have a management system and human resources profile that carries Tekkan vision.

THE MISSION OF HUMAN RESOURCES

With the awareness that human resources create a difference in competition, to have employees that always improving themselves and the organization that they reside within, creative, leading spirited, change steerer, aware of their responsibilities and create a difference in competition, to create a company that everybody wants to work in and make its employees proud by always motivating them.

HIRING AND MANAGEMENT OF EFFICIENT RESOURCES

“When all the hopes become one the result becomes perfect”

The hiring policy that is adapted in TEKKAN human resources is created with a principle that is based upon the happy worker = happy service formula which is placing the right employee in the right job. Our internal resources fulfilling the needs of the optimal intrico open position to enrich our employees’ works and talents and create new career opportunities. Needless to say, our firm includes candidates with high potential from outside for executing our desire to add new ideas, new thrills, and different points of view to our company.

The process related to both inside and outside candidates is started with clearly determining the responsibilities and roles for every position, expected success indicator, required qualifications, and expected competencies. The process is ended by evaluating the candidate’s suitability for the criteria and excitement towards the company. The tools and channels used in this process;

COMPETENCE-BASED INTERVIEW TECHNIQUES

PERSONALITY INVENTORY

PRACTICES OF ASSESSMENT CENTER (CASE STUDIES, ROLE-PLAYING)

TWO OR MORE CANDIDATE INTERVIEWS EXECUTED BY FUNCTION MANAGERS

WEB SITES OR CONSULTING FIRMS

TESTS THAT SURVEY BUSINESS KNOWLEDGE FOR THE REQUIRED POSITION AND FOREIGN LANGUAGE

TRAINING

In our company solutions are found with different development tools that ground on business strategies and corporate culture aiming for enhancing the performances of individuals and fulfilling their potential. Here are some development tools we use in this process

Vocational development oriented
Competence development oriented
Talent management development oriented
Programs for department-based requirements oriented (e.g., sales development program)
Internal instructor training programs
Planning meetings, workshops, focus group workings
e-learning

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CAREER MANAGEMENT

Each year, with “Talent Development System” that evaluates our employees’ performance and potential high performance, high potential employees are determined by reviews of top executives. This process continues with determining these individuals’ zone of development and including them in the zone of development-oriented programs.

HUMAN RESOURCES-

PERFORMANCE MANAGEMENT

In our company, we execute a Performance Management System that starts from main strategies and goes down to departmental and individual aims. We apply a “360 degrees competence evaluation system” that surveys which competencies are exhibited for the job (“how”) along with achieving targets (“what”). Evaluation results provide data for annual rewards, training improvement requirements, and also career development processes. Methods that are used;

Balanced scorecard
Evaluating individual goals based on a balanced scorecard
360 degrees competence evaluation process