HR recruitment process

Grupa LOTOS S.A. is one of the biggest employers in Gdansk. Beside the refinery, what can be considered as core business for oil company, Grupa LOTOS S.A. owns other subsidiary companies being responsible for petrol stations and retail business – LOTOS Paliwa, oils and lubricants business – LOTOS Oil, maintenance and technical services – LOTOS Serwis, asphalts and bunker oil business – LOTOS Asfalt, upstream business – LOTOS Petrobaltic and others. Capital group gives jobs for roughly 5500 workers whilst Grupa LOTOS S.A. by itself employs ca. 1200 workers divided into various categories starting from plant operators working on shift based system, through back office and administration, marketing specialists, board management office, middle management and finally so called “A class” managers and directors leading whole company. All companies together create capital group where a lot of common responsibilities are in hands of Grupa LOTOS S.A.. One might find similarities with Porters value chain chart with support activities centralized in Grupa LOTOS S.A. hands and primary activities besides refining, delegated to affiliates. Human resource management is the one of that centralized supporting activity.

Common human resource management is realized on different levels, first rather not formal regard top managers of all subsidiary companies, they simply depend on single member of board from main company and with important issue they act as executors of the big boss will.

Second level is more formal. Whole capital group has common human resources management office placed in an organizational and management chart directly under main CEO with procedures and processes centralizing recruitment, retirement plans trainings and successions....

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...onment start to believe that slogans and announcements are for real company’s culture will become something real what can be later include into recruitment process. For the time being with the most of well experienced workers usually on higher positions in the hierarchy, remembering completely different work culture from the communism, it is not enough just to invent company’s’ culture by issuing new procedure. Culture and values need time to grow and attach roots in employee’s minds. As soon as such values are well established internally there is a time to use recruitment process as a catalyst and fixing agent to make it sustainable. Inside well established and large companies like Grupa LOTOS S.A. changes especially on the field related to human resource management should be incorporated slowly rather like evolution than revolution to preserve internal stability.