Vacancies of the company "sibur, group of companies. Vacancies of the company "sibur, group of companies Is there any distance learning planned?

OUR VALUES

Close-knit team

By combining talents, we complement each other's skills and together we solve unique problems. We are different, but each is aimed at unlocking and increasing the joint potential to achieve common goal... When we are together, there are no barriers for us.

Mutual respect

We create an environment for the development of everyone, respecting each other, regardless of position and place of work.
Our culture is based on justice.

Getting better every day

We are developing to create a better future. Ahead of the challenges of tomorrow, we are always on the lookout for innovative ideas, knowledge and technologies to have a solution today. We are improving every day in order to multiply our contribution to improving the quality of life for people.

Smart result

Our goal is to achieve the most effective way... In search of the best solution, we apply innovative and innovative approaches and technologies, bringing benefits to people and preserving environment... Our achievements inspire us to conquer new heights.

Partnership

We create open partnerships with our clients based on respect and understanding of the challenges they face. Collaboration ensures our overall growth.

Security without compromise

Safety is our priority, we strictly follow the rules. We preserve the health and life of people, help preserve nature for future generations.


SPORT AND HEALTHY LIFESTYLE

SIBUR for healthy image life!

Every year the holding holds a variety of sports competitions: SIBUR's Spartakiad, Volzhskaya Osen, SIBUR Ski Track, New Year's Open Chess Tournament, Ice Hockey Tournament, International Football Tournament.

SIBUR teams also participate in external sports competitions.

The company provides all the conditions for employees to lead a healthy lifestyle. For employees, training sessions are organized in football, volleyball, hockey, chess and other sports.


For the children of the company's employees, a modern health center "Sibur-Yug" was opened in Anapa.

The complex is located on the first line of the sea and has its own beach. In spring and autumn, SIBUR employees can take part in a health improvement program for adults or in the Mother and Child program.

From September to June, the complex is also used for recreation of veterans, training, sports and other corporate events.


CORPORATE EVENTS

Corporate events take a special place in the life of the company.

The largest of them are SIBUR's birthday in July and New Year's celebrations in December. Here, guests are always waiting for interesting master classes and entertaining games, performances of stars, communication with colleagues. Rewarding becomes the key event of the evening the best employees companies. And the main professional holiday for us is Chemist Day.

SIBUR also holds contests and festivals in which any employee can take part, including: the Best in Profession competition, the KVN festival, and the amateur arts festival.

And for the New Year, all children of employees under the age of 14 receive gifts from the company.

Every year we hold a competition for children's creativity "I am a SIBURENOK". The final stage involves more than 150 children's works: painting, drawing, graphics, photographs.

We have been cooperating with the Freimex company since 2011. Our cooperation began with the development of a menu of developmental actions for managers of project teams. The consultants approached this task in a creative way: they conducted interviews with project managers, used their best practices in the topic of individual development plans (IPD). The result is a document that has no analogues: I have seen many menus of developmental actions for managers involved in process repetitive activities, but I have never come across a list of developmental actions for project workers.

In the future, Framex consultants held meetings with the heads of our production facilities to draw up the IPR, and also adjusted the plans that our managers had drawn up independently.

In the last year and a half, together with Framex, we have implemented more than 5 large projects. The most significant project was the project manager development program. The company's trainers developed and conducted a series of trainings for managers, and one of the programs was developed by the consultants in partnership with another consulting company... The conducted trainings were highly appreciated by the leaders, for example, the participants rated the work of the trainer at 3.88 (on a 4-point scale).

I would especially like to note the exact correspondence of the adaptable programs to our requests and all the nuances of the work of project participants at enterprises.

I wish Framex good luck and recommend it to everyone potential clientswho are interested in high-quality processing of any request.

For the first acquaintance with the corporate university, I would like to ask three main questions: in what mode will it work, what will it teach, and how can one get to the student's bench?

In December 2011, at the governing council of the university, the proposals that we made on the composition of the programs, the participation of company leaders in training programs, the recruitment of groups, the number of training hours and days for the next year, were reviewed and approved with minor adjustments. The plan for 2012 has been formed, and we have begun to implement it.

To understand how the university works and why it works that way, let's start with how we see our audience and what we are going to teach them.

WHO AND HOW TO TEACH?

Let's start with management and leadership development programs. Target groups here were formed based on job levels. We have identified the following steps: "Manage yourself" (specialists, experts - about 5,000 people), "Manage others" (line managers - 2,000 people), "Manage teams" (middle management - 600 people), "Manage a function" ( ZGD, heads of departments of the corporate center - 250 people), "Manage your business" (the highest level of managers).

In 2012, the main focus will be on target audience the program "Control the function". This category includes managers who occupy positions from 17 to 19 grades. This is a large group consisting of deputy general directors of enterprises, chief engineers, deputy directors for production, technical and financial managers of enterprises, and heads of departments of the corporate center. It so happened that this group of leaders was the least involved in all kinds of programs, both corporate and local. We aim to ensure that they are not only professionals, but also full-fledged conductors of the company's culture, its policies in the technical and management areas, and the changes that are now taking place throughout the company. We are currently developing a program for this target audience.

- In 2012, will all efforts be focused on this group?

We do not forget the rest either, just training programs for line managers and middle managers have been operating since 2011, and now they are united within the framework of the corporate university and we regularly monitor, based on test results, how the knowledge of the participants changes.

- So we can say that they are already studying at the corporate university?

Yes, the Manage Teams program for middle managers consists of two five-day modules and is held in Moscow for groups of 15 people. Groups are formed from employees from different enterprises. These are intense sessions, there are theoretical and practical parts, and business cases, and business simulations. They compete with each other, and this not only creates healthy competition, but also instills an understanding of how colleagues act.

Groups of the Manage Others program aimed at line managers are formed and trained in their enterprises. Some have already completed the training, analysis of the results shows that there has been an increase in knowledge, and now it is important for these employees and their managers to direct efforts to ensure that all this is applied and used in their daily work.

As for the “Manage Yourself” audience, this is the level of specialists and experts, here we are not yet striving for mass character. The immediate task is to run programs. This year we will have quite a few groups, but the principle is the same - we are preparing tomorrow's shift.

Participants in all these groups begin training from their own level, which is determined depending on the grade and position, bypassing what they should already know, that is, the previous levels of training?

So far, it happens that, according to their position, people fall into a training group without having completed training at the previous stage. For them, we are preparing special distance learning courses, after which they will be able to systematize the existing knowledge and fill the missing ones. Thus, we exclude the situation when an employee begins to study algebra without familiarizing himself with arithmetic.

The second major block of programs is functional training, that is, the transfer of professional knowledge. Are the address groups narrower here?

Yes, professional knowledge is transferred to the target. They are specific to different functions. These are not mass programs.

- Doesn't this direction fall within the competence centers' sphere of responsibility?

Centers of excellence will eventually play a leading role here, and they will be responsible for the dissemination and development of this knowledge. We have already started to interact with technical centers competencies are mechanics, power engineers, metrologists, everything related to production efficiency. Together we develop principles and conceptual approaches, establish the audience for specific programs. We argue a lot on this topic, but the debate is productive for both parties.

- That is, mechanics will train mechanics, power engineers - power engineers, metrologists - metrologists?

Not certainly in that way. We communicate with managers at enterprises to understand what knowledge, for example, in the field of energy, is needed by non-industrial personnel or line production personnel so that these employees competently approach own business... For example, a plant manager needs to understand what role energy costs play in an enterprise's economy, what the role of an energy manager is, and how you can interact with him. Likewise the mechanics. When they tell the staff about the equipment, its reliability and methods of its improvement, then this is not training in the correct operation of the equipment, but general issues of increasing the efficiency of the enterprise.

ABOUT TEACHERS AND PROGRAMS

Let's move on to the structure of the university. How does it compare with the traditional university structure?

The activities of the university are regulated by the governing council. The chairman of the board is cEO SIBUR Dmitry Konov.

Education at the corporate university will be implemented through faculties. Only, unlike a traditional university, our faculty is a virtual structure. The faculty is responsible for developing a specific set of functions and competencies in the company. Each faculty has its own leader, that is, a dean.

- Can the dean be chosen only from among the leaders of the company?

Yes, because he should be empowered to determine the direction of development of his “core” competence in the company.

- Will the heads of the company participate in the work of the university, and if so, in what capacity?

In previous years, top managers studied a lot and were involved in development programs. At the governing board, it was decided to involve them in the processes and training programs in the role of “speakers” - people who partially lead these programs. They will talk about SIBUR, its strategy, growth characteristics, how they would like to see a SIBUR person, what corporate culture is. This is very important because people in businesses will feel connected and involved, and people in the corporate center will benefit from reaching out to a large, diverse audience to better understand their expectations and needs.

- What faculties are already operating?

Now the Faculty of Leadership and Management Skills (I have already spoken about it), the Faculty of Marketing and Sales, and the Faculty of Project Management are actively operating.

Another very important faculty is in the stage of formation - production efficiency. We spend a lot of effort to create programs for this department, but I think these efforts are fully justified. Competence centers are actively working in this direction.

The nearest plans include the Faculty of Corporate Services, which is responsible for the development of the expertise of the functions of finance, IT, personnel management, logistics, and procurement. In the financial and economic block, high-quality teaching traditions have already formed, which will form the basis and will be offered as a model: how to develop knowledge, how to give it, how to manage succession and rotation. This practice will spread.

- Who and how develops corporate university programs?

The main principle is that the shift supervisor in Tomsk should receive the same training as the shift supervisor in Nizhnevartovsk or Gubkinsky. In this sense, our task is standardization. But this is not a borrowed one, but our own standard. We strive to make programs for our actual tasks and needs, one of the main principles of the programs is the inclusion of Sibur topics and cases, so as not to give abstract knowledge, but an understanding of how problems were solved or not solved at SIBUR, what this led to and how they were corrected errors. We set such a task even for external providers.

On this stage in most cases, we will use external providers to develop programs and transfer specialized knowledge, but at the same time we plan to develop internal expertise. Each company has unique features, business specifics, and these nuances can only be shown by specialists working in the company and knowing its business from the inside. That is why we will engage the company's internal experts to customize programs, as well as conduct a number of key topics.

- What kind of organizations act as external software developers - providers that you mentioned?

Since corporate university programs are long-term, it is important for us to partner with companies and experts whom we can trust in terms of quality and willingness to meet our needs.

Among external experts, preference will be given to well-known providers of educational and developmental programs, who have been present on the market for a long time and who have proven themselves well, who have successful experience in cooperation with large Russian and foreign companies. These are both leading business schools and training companies.

If we are talking about management schools, then this is Skolkovo and the Stockholm Business School of Economics. These are our leading business schools offering business education and training. Our partner company Zest Leadership, headed by Pavel Kiryukhantsev, solves many problems that concern the senior management team. With regard to functional learning, this is a wider range.

- Including specialized research institutes?

Higher education institutions and former institutes for advanced training are more involved in the development of expertise than research institutes. We also expect to use equipment suppliers and manufacturers. They strive to develop in our market, and it would be a sin not to use their motivation, the desire to tell how this or that equipment is used.

- The system of internal expertise and internal teachers - how will it be delivered?

If in 2011 almost all courses were conducted with the help of external trainers (this is not cheap, and I strongly recommend that business leaders monitor group attendance in order to make the most of what we have already paid for), now we have started training internal trainers. A lot of preparatory work was carried out, selection was passed. Of the 100 people, 10 made it to the finals, less than half of them remained, because people had personal circumstances that were incompatible with intensive coaching work. We will most likely have 6-7 internal trainers targeting mass audiences.

- In what status will they work?

Internal trainers will be employees of the corporate university. At every large enterprise we will have a coach. They are not part-time workers, this is their direct job. This is a common practice in the world today.

- And who are these people? What is the official level?

it different people, among them there is the deputy head of the shop, there are experts. It was announced that everyone can offer their candidacy for the coach position. In addition to desire, there must be certain personal qualities, charisma, the ability to explain and effectively interact with the audience. We will control the level of their training, the material will change, the competencies will develop, and the set of trainings will increase.

- What groups will the internal trainers work with?

They will work with Manage Others groups. At the same time, we synchronize our activity with the work on implementation production system SIBUR and we are trying to take into account the plans for its deployment, so that people at enterprises undergo our training programs, taking into account those pilot divisions where this system is being implemented.

HOW TO BECOME A STUDENT?

- How to get into a corporate university?

Now it is quite easy to get to us, because if a person is in a certain position and is motivated to develop, then, taking into account the calendar, he somehow gets into one or another program. This is specifically done to ensure that all of our managers have standardized knowledge of management and leadership skills. This is the first stage that we will go through in 2012-2013. It makes sense to ask in which group who was included, and so special efforts no need to apply.

The only thing worth noting is that the programs will not include employees on probationary period and employees with a low assessment of behavioral competencies (general level of competence development below 2 (“below expectations”), or one of the competencies 0 (“unacceptable”)).

If 5,000 people study at the first stage, 2,000 at the second, 600 at the third, and 250 at the fourth, then not everyone who has passed the previous stage will move on to the next, even if there is a desire. What is the selection system?

The main idea is that we ourselves will prepare cadres for ourselves, educating and training them, starting from the very first stage. An employee who has proven himself, demonstrates high efficiency in achieving goals, a high level of development of competencies and the potential for further growth, we will include in the training program of a higher level in advance in order to prepare him for the next position. The training will give him the opportunity to interact with those people who already occupy this position, to see how they think, how they behave in work processes, how they make decisions, just to establish human contacts.

Exists certifying commissionwhich gives recommendations for taking a person to the next level?

Starting this year, a regular assessment system will start operating at SIBUR, which will be distributed twice a year for almost all managers. Based on the results of these assessments, a decision will be made about which of the employees to include in the training. Most likely in the form of a recommendation to managers.

It's about evaluating professional competencies or measuring other qualities, the ability to develop, for example?

Professional and managerial qualities, as well as how a person supports and develops corporate culture... Each manager will have to evaluate his subordinate. To exclude subjectivity, coordination with a higher manager is provided. This system will allow making recommendations to a group of people who have received good grades and have demonstrated the ability to develop at a higher stage - with the prospect of taking a higher position.

And yet, if a person wants to study at a corporate university, but faces obstacles, can he get an education?

Of course, the assessment should form the basis of the conclusion about how the person will advance. And yet, my desire is that people themselves strive to learn. At least in companies with developed training systems, it is the employee's desire to learn and develop that is the main factor. Show desire - and you will get to us.

- Is it planned distance learning?

Many big companies they have had such systems for more than one year. Formally, we also have distance courses, but, unfortunately, there are very few of them and they are available only in the corporate center. We want to expand the audience and range of these courses. Many types of advanced training or additional training should be transferred to a distance format. It will be much easier for a person to receive additional training in the area that interests him. Interest in a particular area of \u200b\u200bknowledge is an indicator of the importance of the topic.

There will be courses aimed at developing personal effectiveness, at developing managerial and functional skills, and functional expertise. Distance learning is not only textual material, but also formats where visual perception and hearing. This helps the person absorb the maximum amount of information.

All the material will be on the server, where everyone will contact, get access and then the necessary material, study it, take tests and go to the next level if the testing is successful. If testing fails, the course will have to be repeated. Upon completion of the training, the person will receive a notification that the training was completed successfully.

- Will this training take place outside of working hours?

I would not clearly regulate this. We will see how much time he spent on such and such a course, and draw conclusions. I am for the fact that this can be done from a home computer, observing the principles of information security.

- If a person goes to university, how long will he be out of work?

Each program has its own duration, it depends on the purpose of the program and the amount of knowledge and skills developed in it. As a rule, our programs consist of several modules. The largest module is 5 days (Monday to Friday) for 8 hours. There can be no more than two such modules per year. There will be more internships. Traineeships for research engineers, process engineers are provided. These business trips should give them a fresh perspective on traditional things. Internships can last more than 5 days, especially if they are related to research.

- How will the quality of the university's work be assessed?

We will ask ourselves specific targetsexpressed quantitatively. But it is important that we get everything in the end. It's not just about the increase in the percentage of correct answers to tests. For us, the assessment of the graduate by his leader is of fundamental importance. Did he get good knowledge? How does he use this knowledge? Has he started to work better and better understand the processes in which he is involved? What has changed in him? That's what's important.

 

It might be helpful to read: