Gazprom believes that its people are the reason that the company is being so successful. "There would be no revenues without our people" as Anne Sheen, the Human Resources Manager said. There are already 80 people at the moment, from the two who started the company seven years ago, the managing director and his personal assistant. All the employees at Gazprom are very talented people with a lot of skills and with several years of experience in their fields. Good leadership is the key to the success of Gazprom; it involves demonstrating courage to do their very best, building a share vision of the company; Gazprom tries that its staff feels as part of the Gazprom family, and that everybody is as important as everybody else within the organization; and delivering results.
In the energy sector there is a lot of competition, so Gazprom always tries to keep its people, they try to pay them high salaries, based on equal payments, if people do the same thing the get the same money, they try to give to their staff a good fed back, value them recognizing their success, giving them the opportunity to success, training them formally, and this is something managers have to understand, how to value their staff. "Doing small things as remembering the name of the employees' children makes a huge difference for our employees" Anne Sheen, the Human Resources Manager said. All their employees get a private health and dental insurance, a pension system, 25 days of flexible holidays per year, with the possibility of buying five extra days, car allowances, and a sick insurance, if for example, they get sick, the company pays them the 100 per cent of their salary, and if it takes longer an agency pays them the 75 per cent of their salary as log as necessary.
(Interview of Anne Sheen Human Resource Manager of Gazprom Marketing and Trading UK and interview of Andrey Mikhalev, Managing Director of Gazprom Marketing and Trading UK)
[...] Andrey Mikhalev is the Chief Executive of the UK company. “When they started the UK branch their was only two people working in the company, the Managing Director and the personal assistant of the Managing Director. At the moment there are 80 people. At the moment there are 80 people. In the beginning it was a slow process, between 1999 and 2003 the number of employees increased up to 8 people and in the beginning of 2004 OAO Gazprom decided to change their policy and change the name of the company. [...]
[...] In general, there are two main types of recruitments in Gazprom: internal recruitment and external recruitment. The first one, internal recruitment is the less important, there are employees' transfers in order to the number of years of experience and how he is going within the company. There are 6 different grades inside the organization depending on the number of years of experience, and it is more likely for the employees on the sixth level to be the ones who promote within the company; this gives to the employees an opportunity to do a career inside the company. [...]
[...] It takes a lot of time to set up an effective recruitment process. Waste and inefficiency can be very costly to an organization. If Gazprom were to advertise a job, it could get about 5,000 applicants or more. They do not have enough time to go through all the applicants' CVs and if the would it would be such a waste of valuable time. That is why the do it through a recruitment agency, so it is the agency that goes through all the candidates, going through their previous work experience, education, crime records, and so on, and finally provides Gazprom with a shortlist of possible candidates. [...]
[...] Once Gazprom has the shortlist with the candidates takes them through an interview. They like asking the same questions to all the candidates, and they do not like putting the candidates under pressure but the opposite, they try to make them to fell relax, first of all they start talking about their CVs, is a very good way to begin, there is nothing we can do better than talking about ourselves, that is why we like starting by talking about the as Anne Sheen, head of Human Resources department said. [...]
[...] When the company changed in 2004, their strategic management styles changed with them, from being a Strategic control company (company which balances competitive and financial ambitions) Gazprom Marketing and Trading has become more of a financial control company (which focuses more on financial performance than competitive position). For instance they started expanding their portfolios more ‘achieve a 10-15 percent supply portfolio' (Andrey Mikhalev Interview). They changed their management style method because at the moment it is important to show OAO Gazprom that the company is profitable and successful. These Strategic Management Styles have been set by Goold and Campbell. [...]
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