Partner of the Rosatom Championship: the emphasis is on the professional and personal growth of employees

In the modern world, a person learns all his life. There are so many changes, their speed is so high that without constant training, a person will not be able to do their job professionally and remain in demand as a specialist. Professional development in the broadest sense, including changing social skills, also provides him with maximum opportunities for personal growth.

According to Abraham Maslow, one of the founders of humanistic psychology, creative self—realization is the most stable and least vulnerable form of happiness. Rosatom has long realized that a company can work most effectively when its employees are not only financially motivated, but also sincerely associate themselves with the organization's activities. The state corporation organizes the work of its employees in such a way that each of them is in a state of professional and personal growth. Rosatom's strategic goal is to become the best at unlocking human resources and thereby help employees achieve their "professional happiness." 

"Rosatom has a special talent development philosophy, which is to create an entire ecosystem," says Tatyana Terentyeva, Deputy General Director for Human Resources at the state corporation. — We are building a system that a talented person will want to join himself and in which he will be able to reveal all his talents. For these purposes, we are building an open culture where something new is constantly being created. We have an integrated approach at all stages: from early career guidance for schoolchildren and staff training at colleges and universities to the continuous development of existing employees and work with super professionals of retirement age. In 2020 alone, more than 1.7 million people participated in the events of our ecosystem."

Rosatom State Corporation has more than 276,000 employees, operates in 30 countries and implements the largest portfolio of international orders for the construction of nuclear power plants. In addition, Rosatom has gone far beyond its nuclear business. His strategic areas include nuclear medicine, composite materials, environmental projects, and additive technologies. Obviously, with such a large scale and complexity of tasks, personnel training and their further improvement is a matter of the first row.

Over the past ten years, Rosatom has managed to create not only a powerful educational infrastructure, but also a real ecosystem that allows us to grow qualified personnel, revealing the personal potential of each employee. This approach keeps pace with global trends: on June 5, 2021, on World Environment Day, the United Nations Decade for Ecosystem Restoration officially began.

430 ways to self-realization

To prepare personnel for themselves, the state corporation does not look for already trained specialists, but works with schoolchildren, attracts talented children to participate in various competitions and projects ("Rosatom Schools", "Rosatom Juniors", "Big Change", "Ticket to the Future"). Then students of universities or secondary professional institutions are trained for specific tasks facing the company, and also participate in competitions ("Tempo", "New personnel", Case-In). After joining the state corporation itself, each employee not only takes special courses, but is involved in an extensive system of training programs and projects. A whole system of professional competence development using WorldSkills standards has been created for workers and engineers. The core of the system is AtomSkills, the world's largest corporate WorldSkills championship, in which more than a thousand people participate annually. And the winners participate in the WorldSkills International Championship.

AtomSkills is not only a championship, but also a conference on the development of the human resources potential of specialists in engineering and working specialties. These conferences are open to all comers, and representatives of other manufacturing companies and educational organizations attend them every year.

"The systematic development of the industry expert community also contributes to unlocking the potential of employees," says Yulia Uzhakina, General Director of the Rosatom Corporate Academy. — The community members are engineers and workers of enterprises, line and production managers, as well as representatives of schools, colleges and partner universities." Today, the AtomSkills expert community already has more than three thousand people. In its ranks, you can see completely different people who are united by their commitment to their work and the desire to share their accumulated knowledge and experience.

A large—scale comprehensive program, the Managerial Personnel Reserve, is being implemented to train Rosatom's leaders. It has built-in modules dedicated to finance, marketing, strategic thinking, leadership, team management, and change.

The number of participants in the managerial personnel reserve since its formation is more than five thousand people. Fifteen hundred new managers join the program every year.

"We are dynamically adapting to business needs, so training programs are being developed and modified for specific tasks. For example, the personnel reserve program annually places different accents: in 2019 — on customer-centricity and horizontal interaction, in 2020 — on remote teams, flexibility, resilience and emotional intelligence, and in 2021 — on ownership," says Oksana Karmishina, Director of the HR Policy Department of the state corporation.

Rosatom does not forget about people of the so-called silver age.: They are in demand in the development of the personnel training system for the industry, are mentors, conduct teaching activities, participate in the examination and development of personnel training and professional competence development programs.

Every employee of the state corporation undergoes at least one training program per year. In total, the company's Corporate Academy alone, the main industry platform for training specialists and managers, has about 430 educational programs of various kinds.

How does this system work and what makes the company's employees learn something all their lives? Every year, each employee of the state corporation undergoes an assessment of his work, which summarizes his self-assessment, the assessment of his boss and colleagues, takes into account the fulfillment of key indicators, professional and technical knowledge and skills and human values. This allows you to identify the strengths and weaknesses of an employee and select an individual development plan that will advance them in their chosen field.

The state corporation also has various programs aimed at improving the "soft skills" of employees. This is, for example, the ability to interact in a team or manage people, especially relevant for young managers who lack the skills to effectively interact with subordinates. For this purpose, mentoring and mentoring programs have been developed, where an experienced mentor "guides" a novice manager, or vice versa, when a young employee helps a more experienced one in some way and trains him, often it concerns working with new computer programs or platforms, which is usually much easier for young people. As part of the Rosatom for Rosatom project, everyone can teach others, it also gives people the opportunity to realize themselves and prevents burnout. The project "My best mistake" turned out to be very interesting and unexpected. In it, everyone can talk not about their triumphs and achievements, which is usually expected, but about mistakes and failures, which, however, were able to teach them something. This format primarily helps to build an open culture in the company and helps employees learn from other people's examples to correctly perceive and realize their own failures and, equally importantly, not to conceal them.

Digitalization and high standards of content production

Education at Rosatom is available in various formats. There is still a classroom and a mixed model, but the digital form of education is gaining the most popularity. Long before the outbreak of the pandemic, the company launched the educational platform Record mobile, which allows you to study at any convenient time and in any way: from a work computer, from a personal laptop, phone or tablet. Thanks to this, the state corporation, in particular the Corporate Academy, turned out to be well prepared for the pandemic and, using an already working model, transferred almost all training to a digital format.

The digital environment has made it possible for specialists of different levels and fields to meet, which was previously unlikely. The "floors" and the "inability to reach the boss" have disappeared. There are no more barriers, you can ask any question in a live chat and immediately get an answer. This has led to a significant increase in the speed of decision-making, the level of trust, and responsibility for the final result.

"Technical capabilities allow, and diverse projects motivate employees to share their knowledge with each other, create an environment for mutual learning. At the same time, we found that as soon as people started to get involved in each other's training, they became more demanding of their knowledge and skills," explains Ulyana Ravedovskaya, Head of Methodology at the Rosatom Corporate Academy.

The Corporate Academy strives to produce educational content of the highest quality. Briefly, the main approaches to creating training materials at the academy are designated as 3R: Reduce — reduction, the principle of maximum compression of everything unimportant so that an employee can receive information in an understandable, entertaining and understandable way. At the same time, the shortest educational video can now last just a few minutes; Reuse is the repeated use of working approaches for different target audiences; Recycle is the processing of useful content from some programs and projects to others, where they can also be very useful. For example, fragments of managers' speeches at conferences with something essential can be turned into microarrays to show employees studying on certain topics, and the experience recorded in one area can turn into a case that will be accessible to many.

A source