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.
|