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Twiser has received its first investment from Plug & Play.
Find out more



New Digital Solutions in HR-Tech Will Always Be Our Focus

Emre Gavas
Compensation & Benefits, HR Analytics and Organizational Design Manager at Eti

How would you summarize your current performance management approach?

Our performance management consists of goal setting, interlude evaluation, and year-end evaluation stages. In addition, our feedback approach where all our employees can ask for feedback from each other throughout the year also supports our performance management.

The goal-setting stage starts with preparing our strategic plan, the yearly budget, and the company’s goal board. While our goals boil down from top to bottom, we determine the joint goals that the departments will take on together, individual goals, and competency goals. All our colleagues at Eti have individual goal boards, and this process is completed with solid communication and coordination within our company.

We complete the interlude evaluation stage structurally within a determined period. This period allows all our colleagues to track their goals’ status via the digital infrastructures in our company. During this period, we make a quick evaluation of all our goals and revise them if necessary. These results are taken into consideration during the year-end evaluations. 

At the year-end evaluation stage, we evaluate all goals in the light of budget and the company’s goal board accomplishment rates. The goal boards are then closed after the competency goal evaluations. With the completion of the calibration stage, we then get our final performance scores.

What are the fundamental design principles of your performance management system?

All policies, models, and processes we implement in Eti are founded upon five fundamental design principles. Similarly, our performance management model is shaped around this framework of principles:

Strategy: By its nature, our performance management is one of the important tools in our company for implementing strategies. The process starts and is completed with our strategic plans and budgets.

Our Global Eti performance model: It is implemented jointly, simultaneously, and in the same way as the Eti Food and Eti Machine companies in Turkey and Eti Romania and Eti Poland organizations.

Digital solutions and implementation: All the processes within our performance model flows over digital platforms. Performance management and constant feedback modules make up our main digital infrastructure used in this process.

Approaches that are constantly improved upon: We improve upon our performance management approach after every period. After implementing our approach in 2020, when we included our competency goals, we made the system more user-friendly and effective with the digital infrastructure improvements we implemented in 2021. 

Our manner of caring about open communication: All our employees are able to reach the content that teaches about our business model in great detail whenever they want.

Are there new elements you want to bring to Eti Group from the world of HR-Tech in the near future?

Since digital solutions are one of our fundamental design principles in Eti, the new digital solutions will always be our focal point. We want to integrate our goals with the results from Eti’s different control panels as our new digital infrastructure solution within our performance management model. That way, all our employees will be able to view their performance results over the performance management module whenever they want. They will also be able to track the yearly state and year-end estimations and determine their work priorities more efficiently.

What kind of plans do you have about your post-pandemic working conditions and performance management methods?

As Eti, after taking and finalizing the first precautions that would ensure our business continuity during the pandemic, we started to prepare for the new post-pandemic period. We are currently analyzing the effects of the main working model, which is on our agenda, on all processes in our company. 

We’re also planning to revise our performance management approach in this context. The most significant change we’ve set forth to do is integrating two new revision periods, aside from the interlude period evaluation we hold once in midyear, into our approach.

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