Alper Tokalp 
Hayat Kimya, Global Human Resources Director

Could you tell us about your approach to performance management as a leading company that offers its services globally in 13 countries and moves with the motto, "The world is our market"? 

As we're on our way towards our vision of contributing for generations, we're aiming for a performance management approach that reflects our values of <<Entrepreneurship, Determination and Courage, Belonging, Open-Mindedness, Respect for People and Nature, and Justice and Honesty>>, that makes communication, focus, and success possible for everyone in Hayat, that has a just evaluation mechanism, that can be adapted to our daily lives in the best way, and that is sustainable. We're focusing our efforts on promoting this kind of environment.

We have more than 9,000 employees. Could you tell us about the critical elements of success that make it possible for this huge team to move effectively and as a compatible team under a joint goal? 

Our employees from many different parts of the world and different generations are our wealth. This diversity is reflected in our corporate culture and it makes us more colorful. We draw power from our differences, and our vision inspires us. We believe that as Hayat grows, as its brands spread around the world and make their mark, we can only succeed together. 

Could you tell us about one of your projects for amplifying employee loyalty, the Loyalty Ambassadors' contribution to the corporation and performance, and your suggestions for other companies who want to go on a similar journey? 

Our work at which we spend a significant amount of our time every day, and our work culture plays a significant role in employee loyalty. We're all shaping each other and the environment we're in with our attitude, decisions, and actions. Working happily and contently is actually all of our responsibility. That's why it's important to create loyalty ambassadors within the corporation. 

Hayat Kimya advances by putting people in the center of their journey to globalization. OKR is also an approach that puts the people in the center. From that point, could you tell us about your approach to OKR as Hayat Holding and the matters that need to be taken into consideration for the OKRs to be adapted into the company's culture?

It's critical to catch up with the changes while working through the rapid change together with different geographies, cultures, and generations, especially within the current world order that became ever more complicated after the pandemic. We're an organization that is expanding to different geographies. We aim to grow with people in our focus; therefore, the OKR methodology, called the new-gen performance system, matches our goal and story. While going on this journey of change, it's essential to make work and performance tracking and communication continuous and adapt to the change. The most important matter for those who will take on this journey is actually finding the best version that is fit for the company's culture and employees' expectations. It's vital to bring the ideal and the practical together and make them connect. 

Could you tell us about the digitalization projects you plan to put in place in the new period as the human resources team and your view on the world of HRTech?

Digitalization is important in every area of HR for the HR processes to be more efficient, effective, and connected. We determined our priority to be the HR Main Data Setup. After achieving standardization and simplification in all of our countries by setting up the same system, we mapped out the process to increase the efficiency of HR Processes and then formed one single technological platform. Redesigning and integrating the Talent Management and Performance and Billing systems are our priorities for the 2022-2023 period. With that, we will continue to invest in new gen technologies for Hiring.