Prior to taking this position, she has held senior management positions at Koç Holding and Arçelik both in Human Resources and in line functions such as Finance, Accounting and Strategic Planning. She has extensive experience in all areas of HR. Her expertise and experience includes reengineering an extensive array of HR functions from compensation and benefits to performance management systems, design and execution of large scale talent management projects, building HR functions in global start ups and aligning HR functions after corporate mergers.

In addition to Human Resources, she has held mid and senior level management positions in Strategic Planning and Finance functions. Her line responsibilities have also included training staff and management, and leading culture change projects.

Şerife Ömür holds a B.S in Industrial Engineering from Bogazici University and M.S in MIS from Marmara University. She has participated and led several different social responsibility projects and has been a member of the Turquality Work Group since 2007.

The Indispensable Value of Companies: The Talents
At Akkök, we started on a journey of identifying our talents in 2010. As the first major step we selected a trustworthy and reliable partner: DDI/Taurus Group.
Among the many reasons for going on this journey, the most important was to help realize Akkök Group Strategies by determining high potential leaders early on in their careers and accelerating their development to prepare them for future challenging roles as senior leaders. This is how the Akkök Talent Management approach came into being...

Within the context of our fundamental principles, firstly we defined the success profiles and criterion for different leadership levels, in line with the Akkök Group strategy and needs. We pointed out our potential leaders through and objective nomination and assessment process. We got the buy-in of our top management in the talent committees composed of themselves. We made sure that the candidate has the responsibility of their own development, while helping them prepare accelerated development plans. We targeted securing the sustainability and stability of the process by establishing a high technology infrastructure as an effective monitoring system.

With this understanding, rather than following the conventional succession planning method, we used the modern approach of establishing Acceleration Pools. This new approach is more in line with the new work conditions of today that consists of rapidly changing ways of doing business with diversified organization structures and leadership profiles.

In this session, we aim to share our experiences and essential factors of the process starting from defining the success profiles. Then will follow; selecting the high potential candidates for the Acceleration Pools, the communication strategy for the process, the role of the Management Resource Committee, the automation of the process, and more… In other words, we will try to share the very essentials of a successful talent management process.