On 27 May, Moscow hosted the III All-Russian Forum-Country Course, " Implications of Personnel - 2016 " , organized by Ludi and Communications in partnership with ROSBANK, Societe Generale Group

In the context of the focus on " Non-budgeting: from incentives to engagement " , the Speakers have shared motivational strategies in which corporate values are beginning to work and staff activity is being developed.

The first session, " The motivation of staff under reduced budgets " , focused on best practices. In the second session, " How to improve staff performance through engagement and self-reliance " , experts highlighted resource motivation issues.

A total of 16 Speakers were represented.

Commented by Xenia Gitnikov, HR business partner Coca-Cola Hellenic in Moscow: " Our company regularly participates in educational and HR projects, learning from partners ' experiences and sharing its own work. One of the human resources policies of Coca-Cola Hellenic is support for initiatives to create non-cash motivation for staff. The Forum discussed the issues on which we provided comprehensive responses and demonstrated in practice how staff motivation was most effective. In my statement, I explained in detail how staff can be encouraged and promoted during the crisis and how corporate culture affects the system staff motivation♪ We are convinced that the non-monetary staff promotion system is an effective HR tool, and the correct motivation of staff can help to develop their core skills and enhance team performance. "
Among the relevant topics is the practice of the FAZER international company, which successfully implemented the reloading programme Company corporate culture.
" FAZER is a Finnish family company, producer of bread and candy products. An enterprise with a multi-year history and a strong corporate culture has been represented on the international market for 125 years, of which 80 years have been on the Russian market, Gunita Kisner, Deputy Director General of Personnel Management.

♪ A difficult stage in the formation of a corporate culture came when FAZER bought a Russian company 10 years ago. Thereafter, there was a complete change in management composition and changes in the workforce began. Young professionals were hired and 3,000 people were already employed in the company. These were staff members who worked in the enterprise 40 years since the USSR. When the new leadership hires young professionals to change the company and make it modern, everything was in the discomfort. Old staff couldn't accept all the new ones. New ones, coming to the international company, saw a heavy tail coming from the past. During this period, it became clear that something needed to be changed. Changing 3,000 staff and starting from scratch is impossible. What's possible? - Change the corporate environment! Make a culture so that everyone can accept and work in it. This was the starting point for restructuring the FAZER corporate culture in Russia.