Welcome to the company new employees. Seven welcome-techniques for adapting a beginner. Be sure to make a block about the mission of the company, the history of its creation, competitors and customers

Many have heard about the existence of "Welcome Trainings", but in practice, not every employee who has come to a new organization is lucky to fully appreciate all the bonuses of such a newcomer adaptation system.

In fact, there is no real skill development during such training, since its main task is to awaken in the newcomer a passionate and, if possible, indomitable faith in the company, its ideas and, of course, in the product itself. Ideally, "converting" a newcomer to corporate religion is trusted by experienced employees of the company, although such an opportunity, of course, is not always available.

In the very general view at first, a new employee should be told basic information about the office (history, partners, clients, achievements, and so on). Further items of the mandatory program are product data, information about corporate culture, working conditions, opportunities professional growth etc.

O however, often an introductory course, which, by the way, in some companies lasts up to several days, due to lack of time, is reduced to a brief, and sometimes even very confused speech of one of the immediate supervisors. The merits of the company are presented to the new employee in the form of frames of a glossy presentation created at the dawn of its existence, and, moreover, not at all for employees, but for partners. Acquaintance with the products is limited to catalogs randomly dumped on the table, and the presentation to the team is reduced to the voiced name and surname. After that, the "mentor", throwing some standard phrase like: "well, you look around here for now," disappears in an unknown direction, taking with him the last hope for a full-fledged start to the first working day. So that the new member of the team does not get confused and does not lose the fuse that, no doubt, the peppy presentation shown to him a few minutes ago generated in him, it makes sense to spend a little more time to introduce a new player to the team with the least losses.

First of all, it is worth personally introducing the person to the direct management, and presenting the "highest echelon" at least from a photograph, so that the newcomer does not goof off on occasion and at least manages to identify the "chief" by suddenly colliding with him in the smoking room.

Introduce new employee the team stands in the presence of all his future colleagues, while, if possible, adding to the name and surname at least a couple of facts about the new hero. It is good to give a person a chance to introduce himself personally, allowing him to say a few words about himself. Instead of scaring a newcomer with multi-page job descriptions in four volumes, forcing him to study the rules up and down, it’s better to spend a day, but still explain in simple, human language, and ideally, show by example what he will have to do (out of great philanthropy it is equally important at the same time to show the newcomer the way to the toilet, smoking room and dining room).

"Adaptation of personnel" - Recruitment. Information transfer channels. Job Closing Technology. Evaluation and selection. Preparation of the candidate's exit. Main steps. Welcome! Search and attraction. Corporate Social Organizational Technical, technological Professional Psychophysiological. Selection and adaptation of personnel.

Talent Search - Moikrug.ru - is one of Yandex's services, essentially an analogue of LinkedIn. Professionali.ru is a professional communication service for managers and entrepreneurs. Events in which the user participates. Ready to answer any of your questions and give Additional information. The main talent search tool.

"First working day" - Do not be late. Write down your questions and incomprehensible moments. Do not say: "But in our company X ...". Take time to say hello and get to know the people around you. Respond positively to colleagues' desire to communicate with you. But do not rush to repeat what others are doing, you first need to analyze the situation.

"Probationary period" - Plan of work in the position. Commissioning plan. participants in the procedure. Appointment of a mentor. Adaptation is the connection of a new employee to the work process. Results probationary period. The adaptation period coincides with the trial period. Goals of adaptation of new employees. Results of the period of adaptation. Probation.

"Recruitment" - Primary selection based on resume/questionnaire. Questions to the candidate: Open Closed Alternative Repeated Clarifying Consistently clarifying. Formation of base of resume/questionnaires. A responsibility. Choice of search methods: internal and/or external. Pros and cons of using the regulations for the search and selection of personnel.

"Personnel selection" - Medical checkup. Testing. Probation. Reference and track record checks. Often the applicant is placed on probation. Fill out the application form and resume. Tests of performance of separate works. Hiring. Factors affecting the selection of personnel. Main selection criteria.

In total there are 9 presentations in the topic

When the HR manager Alena N., after attending the next HR seminar, enthusiastically announced that the company lacks an event that would contribute to the adaptation of employees, she faced sincere bewilderment of the manager and heads of departments. “Why is this necessary, because we already normally meet newcomers”, “this is for large companies, with a large “turnover”, and once every two months someone comes to us”, “that’s just what we lacked”, - was heard in the answer is a dissatisfied murmur.

However, not wanting to cut at the root innovative ideas initiative manager, the management agreed to the experiment. With the condition that this innovation does not require material and time costs from them. A week later, the welcome event plan was developed, and a few months later it was “tested” on several newcomers. In their opinion, as well as in the opinion of curious old-timers who joined the “excursion”, the chosen format of the event turned out to be very successful.

“Of course, we cannot track long-term results yet. But preliminary analysis indicates that newcomers really quickly joined the team and adapted more effectively. It was possible to determine this due to the fact that for several years, after a month of work in the company, new employees filled out a questionnaire in which they indicated what difficulties they had to face in the process of adaptation, what information they lacked. Those who participated in the welcome training noted fewer such “blank spots,” said Alena N.

Between boredom and uselessness

Of course, at enterprises where the number of employees does not exceed several hundred, it is not advisable to conduct two or three-day welcome trainings, as is sometimes done in large companies. On the other hand, reducing everything to a confused story of one of the immediate superiors or colleagues, who, having patted the newcomer on the shoulder, advises him to “look around” and “figure everything out himself” is also not the best option. That is why it is better to conduct acquaintance with the company according to a certain plan.

When developing a welcome training, experts advise to be guided by such principles as the practicality of the information provided, its usefulness and applicability. Sometimes it may be more important for an ordinary employee to find out in time where you can have lunch, and not some fact from the biography of the overseas president of the company, whom he is unlikely to ever see. A person should feel that he has been given a warm welcome. And from this it is necessary to proceed, developing the structure of the training.

Two extremes should also be avoided: on the one hand, excessive formality, pomposity and pomposity, on the other, familiarity. However, the first extreme is much more common. Doesn't contribute to the idea of ​​a warm welcome and the recent trend to test employees for assimilation of information from the training.

“At seminars devoted to the development of welcome training, I was often asked such questions - “how to check that newcomers have learned the information”, “how to test the results of the training”. I was always surprised by such zeal, and I asked to answer the question, “why?”. In response, something inarticulate was usually heard in the style of “well, well, they should know” ... Of course, such a schoolboy approach completely discredits the very idea of ​​\u200b\u200btraining, which should emphasize that the company is glad to have a new employee, ”shared Liya Fafoltova, business manager trainer (Moscow).

piece product

To avoid formalism, the content of each information block, which traditionally includes a welcome training, should be carefully thought out.

For example, representatives of an employing company make a mistake when they include presentations designed for clients in a block that should contain information about the company. After all, in this way the employee is shown that they are ready to share with him only the external, “combed” and “smoothed” side of the company’s life. In addition, such presentations rarely please with a truly creative approach. It is also important not to “overload” the beginner with unnecessary information. After all, companies often sin by pouring a huge stream of information about the history of the company, legends about the founders, their welcoming speeches and other attributes of tedious and painful “obligations” onto the employee.

The amount of information in the block introducing the company's products or services should also be taken into account.

Talking about corporate culture and HR policy, you should not enthusiastically quote slogans from the corporate website or go into those details of the career growth of top managers that can hardly ever be useful to an ordinary accountant.

At the same time, the most valuable and important information for a beginner is an understanding of the rules of labor regulations and interaction within the company, the nuances of working with the main information and communication systems.

Organizational moments

It is believed that welcome training should be conducted by a person who knows the organization well and is loyal to it. This allows not only answering questions that arise, but also better conveying the corporate spirit of the company.

In large companies, welcome-trainings are usually held once a month, and in small ones - as needed, sometimes - personally for each employee.

Most often, this function is taken over by the HR manager. However, a more effective option is to give the employee the opportunity to ask questions after he has read the information prepared specifically for new employees. (For information on how to write a guide for a beginner, see). “This approach makes it possible to clarify some points. Then employees feel that the company is interested in helping them get involved in common processes as quickly as possible. And it is important that the well-established welcome-training procedure allows employees of the personnel search department to take on some of the functions of line managers. At the same time, the adaptation of beginners does not take its course, because sometimes it happens that the immediate supervisor may simply not have time to talk about basic things. In turn, myself new employee feels more independent, and this, of course, affects the efficiency and productivity of his work.

Our other experts agree with this opinion, confirming that the attention given to a newcomer will be rewarded a hundredfold, because it is in the first days of work that an employee needs support most of all.

How to present?

In order to introduce a new employee to colleagues, experts advise writing an information letter that would include:

• surname, name, patronymic of the new employee;
• job title;
• brief information - which university he graduated from, where he worked earlier and in what position;
• what functions will it perform;
• surname, name and patronymic of the immediate supervisor and subordinates;
• phone numbers, work e-mail.

As soon as the HR director started talking to the head of the company about the adaptation of newcomers, he answered him: “People come to us as adults. We are not in a kindergarten to babysit them!” Meanwhile, turnover among employees on probation has steadily increased. Then the HR Director instructed his subordinates to conduct exit interviews with those leaving and find out for what reason they leave. The HR director told the CEO about the results, and he changed his point of view on adaptation.

Most importantly, he supported the idea of ​​the HR department to develop a "Welcome training" for newcomers. The HR director told the manager that the biggest reason why good people leave the company before the end of the probationary period is the lack of information. No one tells newcomers what and how the company works, who its customers or consumers are, what norms of behavior are welcome and which are not, how to interact with the manager. Because of this, new employees got the feeling that no one was waiting for them in the company, that they were not really needed. The HR director remarked: “Yes, you don’t need to babysit new employees or meet them with bread and salt. Beginners want to understand what company they are in, how to behave. And the employer is obliged to provide such information.” That is why they create “Welcome-trainings”. Let's make a reservation right away that despite the name, this is not a classic training in the usual sense of the word, since it is not aimed at developing new professional skills. This is a set of events during which the employee receives information about the company. Information can be presented in completely different forms and genres.

Elena Melnikova– Head of Corporate Culture Development at Home Credit Bank

Simply broadcasting information about the company's strategy and values ​​is not interesting.

Included and interactive blocks

Most often, this information is simply declared for granted. Therefore, it looks dry and boring. We have changed the concept of delivery and now we do it in the form of a game. We invite newcomers to become a steering committee for 15 minutes, build a work strategy and fill the company's values ​​with meaning. Then the employees present their results and often their wording repeats our information, but this is already their wording! In addition, we invite employees from business, PR, and marketing departments to the trainings. They talk about their work in the first person. It turns out very bright and incendiary. In general, our entire training is structured in such a way that it looks like an individual virtual tour, which is conducted by an “expert” in the bank.

On the first day, outline formal communication rules, chain of command, and hierarchies

This is the first thing a newcomer wants to understand, and this is the first step in adapting to the position. Have an onboarding manager or other HR professional introduce the new employee organizational structure companies. Ask for a brief description of it, describe which divisions exist, how they are connected to each other, which leaders and what they supervise, who reports to whom.

But you are well aware that the position does not always correspond to the real status of the employee in the company. In every organization there can be non-authoritative leaders, and "gray cardinals", and "their own people". It is desirable that those who present the organizational structure of the company tactfully convey this information to new employees. This will help them better navigate the company, understand how and with whom they can behave.

To reinforce information about the structure of the company, include a simple Discovery maps game in the training

Its meaning is as follows: your subordinates depict the organizational structure of the company on a large paper, but some departments do not indicate and ask the employee to name them. All services must be drawn as rectangles. Sign the greater part - indicate the name of each unit. And leave some blank. Ask the employee to name which unit should be in the empty rectangle - guided by logic and paying attention to which units are next. Or ask to show the place that the employee will occupy in the organizational structure of the company. This involves new employees in the learning process, helps to remember information better.

Example

The personnel service of StroyComplex presented the structure of the company in the form of diagrams, and the newcomers to whom this diagram is presented are given cards with pictures. For example, a truck is drawn on one, money on the other, concrete blocks on the third. Employees are asked to identify which department the card belongs to (say, Logistics, or Accounting or Engineering) and attach the card to the diagram in the appropriate location, where that appropriate department is located. The game lasts 10–20 minutes, depending on the complexity of what is depicted on the paper and the number of participants.

Marina Kozyritskaya– Deputy General Director for Human Resources at CROC

We convinced the tops and the owner of the company to participate in "Welcome-trainings". It matters a lot

We managed to explain to management and key employees how important it is for them to speak to newcomers. After all, there are many young people among our new employees. For some, this is the first place of work, they need to adapt to the company and to work as such. For ten years now, top managers and the business owner have been participating in adaptation seminars. This creates the basis for the birth strong team. New employees quickly and deeply absorb the principles of our work and culture, as in the first days they see key people and receive first-hand information. At the same time, it is important personal contact: the smallest but significant details that a new employee notes for himself at this meeting will help him quickly become part of the company.

Be sure to make a block about the mission of the company, the history of its creation, competitors and customers

It seems to be official and a formality. Nevertheless, such information forms a holistic image of the company in the eyes of the employee. And most importantly, it gives him an idea of ​​why the company has developed these or those rules. For example, in the Frontex company, they arrange a spectacular presentation for newcomers about the "five-year plan" - the first five years of the company's existence and development.

Of course, the HR service alone will not be able to create such a block. Involve the heads of departments, the oldest employees who have been working in the organization from the first days of its existence, as well as the first persons of the company, in its development.

Example

HR director production company puzzled over how to make "Welcome-training" interesting for completely different categories of beginners: workers, IT-specialists, technologists, employees of the marketing department. At a HR meeting, the HR director discussed several options with subordinates, listened to their suggestions, and settled on an idea that could bring everyone together: create and conduct a three-hour training session that tells the story of the company's development.

The leaders of the organization and the training manager, speaking to newcomers, began to focus on how the company grew from small business into a serious holding, what products it produces, what consumers value it for. In addition, new hires were informed about the company's plans, such as the intention to open a foreign subsidiary within the next five years. The training had a motivating effect on new employees. They left the meeting room, where the presentation of a block of information about the history and modern days of the company, was taking place, with wide-open burning eyes.

As part of the training, conduct a quiz on the history of the company

Of course, the quiz can be held after you have told new employees about the history of the creation and development of the company, given a brochure with dates and facts (it must be prepared in advance) or a disk with information, or a link to information on the intranet. After a day or two, gather all the newcomers in the meeting room and hold a face-to-face quiz. Ask them questions, and let the newbies answer. Start with the simplest and perhaps even humorous ones, such as: “What color are the doors at the entrance to the building?”, “How many floors does the company’s office occupy?”, “What is shown on the company logo?”. Then move on to more serious questions from the history of the company. For the correct answer - a small bonus or a gift - Notebook with company symbols, a key ring, a cover for a driver's license or passport.

What is the format of the "Welcome-training"?

Here are four of the most common options.

Option 1: classroom training. Everything is held indoors (audience). These can be meetings with old-timers of the organization, and games, business simulations, when you need to suggest how to act in a particular situation.

Option 2: electronic course (e-learning). Suitable for when it is not possible to conduct training in person. The disadvantage of this method is that it is impossible Feedback, participants are passive listeners, they do not develop a sense of belonging.

Option 3: webinar. This form is good for companies with a distributed branch network. Webinar technology allows you to save the elements of a live contact.

Use storytelling! Let a bright historical fact tell the first person of the company

Invite business owners or the head of the company to a meeting with newcomers. When executives tell stories from the company's past at the Welcome Training, it brings them closer to employees and increases newcomers' confidence in the company. Stories are always more expressive, better remembered than the usual official text.

Example

The personnel department of a large construction organization always invites one of the five founding fathers to the "Welcome training". The co-founder tells how the company appeared in general, how the idea to create it was born. In particular, the business owner recalls his student years and how one day during the summer holidays a construction team was formed from the course he studied at the institute. He was engaged in the construction of a shopping and entertainment center.

It was the 1990s, when the socialist system collapsed, the era of business began. And once a friend of the co-founder, sitting by the fire with a guitar, suddenly said with a smirk: “Let's organize a building cooperative and work for ourselves?”. Then everyone laughed at this proposal. However, later a friend began to insist on realizing the idea. And they took the risk. Over time, their cooperative turned into big company. The founder names the qualities that contributed to this: speed of decision-making, willingness to take appropriate risks, competence in one's business, the ability to look at the result through the eyes of a client. These qualities are the key corporate values ​​of the company. And having heard the story first hand, beginners remember these values ​​and try to follow them in their work.

A separate training block - acquaintance with the regulatory documents governing the work of an employee

An HR manager is also quite capable of familiarizing himself with these documents. Let him show the newcomers the local regulations, existing in the company, will ask you to familiarize yourself with them and sign, ask questions. An HR service specialist can also conduct a safety briefing, talk about the procedure for paying salaries and about the social package, about the mode of operation (what time does the working day start, what time does it end), about how sick leave and vacations are issued.

Be sure to tell us about the system of rewards and punishments operating in the company. It is very important! New employees should be aware of which faults they will be held accountable for, and for which results, on the contrary, they will receive material and non-material rewards.

How to show a new employee that they were waiting for him and evoke positive emotions in him

1. Compose a congratulation from colleagues on going to work, arrange it on a postcard and put it on your desktop.

2. Place an announcement on the company's internal website about the release of a new employee.

3. Give a chocolate bar with the company logo (on the wrapper or on the chocolate bar itself).

4. Put a corporate diary and a set of stationery on the desktop.

5. Send a congratulatory message to the employee's relatives that he has started a new job.

6. Issue a New Employee Reminder.

7. Equip with a beginner's kit: latest release corporate newspaper, job description, marketing materials (if any), a souvenir with company symbols.

Describe corporate standards and HR policy, career development opportunities

If the company has established dress code requirements, rules have been introduced business etiquette, be sure to explain them to beginners. Even if the requirements for appearance are not strict, certain liberties are allowed, employees should still be aware of them. Some companies pay a lot of attention to how employees of different departments should communicate with each other, as well as with the heads of their departments and others, in what order they can contact the CEO.

Example

When Technostar tells new employees about the rules of conduct, they put special emphasis on the communication system. In particular, they denote two tools that are traditionally used in the company for communication: the corporate portal and Outlook mail. Employees can use these communication channels to contact any of their colleagues or supervisors. In addition, on corporate portal there is a "trick" - "Corporate Wikipedia Technostar". This is a platform of corporate intelligence: there are many professional terms and concepts, the meaning of which, as well as the method of application in practice, are described by the employees themselves. Moreover, one can start a page with a term, while others add information about it. In fact, people exchange experiences on professional issues.

Pay special attention to information about opportunities for developing professional and personal skills in the company, about career growth. Clearly describe in the presentation what and how you can study (at the expense of the company or on an equal footing), tell us about the programs developed by the company's training center or the Corporate University (if any). When describing career opportunities, be sure to clearly state under what conditions promotion is possible, what evaluation procedures are carried out in the company, and what results the employee must show in order to qualify for a promotion. Be sure to indicate what personal qualities an employee must have in order to move up career ladder what corporate rules and values ​​to share.

Ask leaders to talk about their careers at the training. Show the CEO's video message

Try to convince the leaders different levels and top managers to come to the "Welcome-training". The participation of a management representative in it raises the status of the introductory course and is positively perceived by new employees. If one of the first persons of the company personally tells his story of success in the company, remembers how his first working day in the company went, then, firstly, this will greatly enliven the training, and secondly, it will cause more confidence among newcomers to that information that you give them. This means that the effectiveness of the training will increase.

Example

At EuroBusiness, the "Welcome-training" lasts four hours, of which top managers and HR specialists speak for the first three hours. They talk about the company, its products, business processes and the rules of interaction between departments. The last hour is devoted to questions and answers, as well as to informing newcomers about the general organizational working conditions, corporate culture and standards, and the personnel management policy in the company.

Of course CEO not able to speak in person every time to those who have recently joined the ranks of the company's employees. Then record his appeal on video and demonstrate it during the training to beginners.

Tatyana Ivanov – Deputy Head of Human Resources Department, Pepeliaev Group

Regulations are poorly absorbed by ear. Include them in a printed Employee Handbook and post them on the company's internal website

Create a special section on the corporate website and put all the internal provisions there. Employees will be able to study them more thoughtfully. We do not have an influx of newcomers, so we conduct individual conversations with everyone and introduce them to the peculiarities of working in the company. In addition, on email newcomers, we send letters in which we welcome them and give links to the sources of the necessary information, to the contacts of colleagues. But our newcomers especially like the meeting with the managing partner of the company, Sergey PEPELYAEV. It takes the form of morning tea. The managing partner talks about the company, its traditions and achievements, goals and plans for the coming years, as well as about himself, his family, hobbies, and career. The same goes for new employees. This is how the manager and employees get to know each other.

Make a movie about corporate standards and company life and show it to newcomers

The film is the best way to illustrate corporate culture company, and its standards, and in general will show how the company lives and in what rhythm, what values ​​it has, what employees become successful and climb the career ladder. Be sure to include videos with corporate holidays and sports tournaments. Prepare interviews with executives and key employees of the company. In these interviews, employees can talk about what gives them a job, how they feel about the company, how they became successful and fulfilled themselves. If you have remote branches, you can also make reports from there. If you want, add a virtual tour of the company to the film - tell and show where everything is located in the office.

Example

Immediately after the meeting with new employees, the HR department of O! Well" invites them to watch corporate cartoons from the series "A Day in the Life of a Well Man". Each cartoon is a separate story about an employee. The stories tell how the employee's working day goes, what and with whom he talks, how he receives tasks from the manager, how it works and what results it comes in. For example, at a department meeting, an employee interrupts the manager and colleagues all the time, evaluates their proposals. interacting with supervisors and colleagues.

The project has just been prepared, and legends are already circulating about it. That's what happened to Welcome course for new employees Instead of a standard story about the company - a game as if according to the script of an exciting movie - with chases, battles, mysticism and intrigue. project received an award WOW!HR in the Play hard area.

Why such an unusual way was chosen to familiarize newcomers with the activities of the company, what tests await the participants, the site told the portal Ludmila Shavlokhova, Head of Personnel Development for Corporate Sales, Marketing and Support at Beeline.

- Lyudmila, what is the essence of your project?

An interactive 1.5-hour Welcome course will complement the one-day welcome training that new employees take. New Deal is designed to convey to new employees the updated strategy of the company, its positioning in the market, tell about the history of the company and development trends.

- What made you think about the project? What tasks would you like to solve?

In the context of answering the question, it would be more correct to say what made me return to the idea of ​​​​creating a course. The reason for the resumption of work was dynamic changes, updating the company's strategy and its positioning in the market. The focus on building a customer-oriented company and the need to convey this "message" to new employees (and not only new ones) gave a new impetus to the creation of the product. One of the co-customers of the course is the customer experience department.

Course objectives: to immerse the beginner in the organizational context, tell the history of the company, the main milestones of development, give a "helicopter overview" about the main activities, values, processes. Customer focus is the cornerstone of the course. A large part of the educational material is devoted to this topic.

It should be noted that at the same time we were engaged in updating the full-time welcome training. We decided to make this event more interactive and dynamic, abandoned the presentation of 80+ slides, and developed a game format together with an external provider. It is logical that most of the information about the company, which the trainer previously spoke about, based on slides, we brought into the electronic course. In some cases, it will be the main training activity, since we do not always have the opportunity to gather groups for face-to-face training.

- How was the project born? Why was gamification chosen?

The idea of ​​creating an electronic course was born back in 2011, my colleagues, who were responsible for distance learning at that time, held a competition and chose a development company. For a large organization with several tens of thousands of employees, this is quite a logical decision. However, according to objective reasons The course has been suspended.

In 2014, based on the request of colleagues from the Customer Experience Department, we returned to the development idea. Discussing the concept of the course, possible implementation formats, we realized that for a company like ours, it is necessary to make a bright and unusual course. But Nice picture- that's half the battle. We also understood that doing a traditional course in a narrative format about a company "such a width, such a height" is yesterday, especially when it comes to broadcasting attitudes, culture - direct communication "head-on" does not work. Employees, especially young ones, feel corporate pathos from a mile away, perceiving it as just another blah blah blah. Therefore, other means of communication must be sought. And here the culture itself, the image of Beeline allowed us to think about a less formal and somewhat hooligan way of solving the problem.

The story of a beginner who, on the very first day of work, instead of a traditional acquaintance, finds himself in a cycle of incredible events and, together with his mentor, solves difficult tasks one after another to save his colleagues - this is our concept of an introductory course.

The structure of the course consists of two parallel large parts: story-entertaining and informational-educational.

The plot of the course is built on the principles of a film script. It contains both intrigue and a detective story, a bit of mysticism, chases and battles. For filming in the story part (in mass scenes), we invited real employees.

Hellish batch from "Based on Unreal" (plot) and "real" (cases from the life of heroes + educational content) stories. We have used in the course the history of our employees - their experience in helping customers. And these are stories not only and not so much employees front office, most of them are cases described by lawyers, employees financial services etc. And, of course, official data about the history of the company, the history of the brand, the work of various departments, etc.

Various formats were used for educational content - scribing, infographics, interactive elements. Several intermediate comic tests in the form of a game ("Answering Machine", "How to Become a Millionaire", the final test, designed based on the cult computer game "Mortal Kombat".

- Did you implement it yourself or attracted someone from the outside?

This is a joint project with an external developer - a company that is one of the leaders in Russian market developers of such courses.

- How was the preparation? What was the team?

Preparing to create a course, collecting primary material is an insanely time-consuming process. It seems to me that 70% of the development work was taken up by preparation. This stage involved about 10-12 regular participants from various departments of the company (customer experience department, internal communications, recruitment, sales and distribution development unit, customer service department) and the same number, if not more, to agree on individual teaching materials on specific topics: tech. and IT, PR, brand, digital. It is more difficult to say to whom she did not turn for advice, approval, help, material.Coordination of the script, editing also took a lot of time and effort.

- What were the difficulties, difficulties? How were they overcome?

On the one hand, there is a huge amount of information that needs to be filtered, to understand what we include in the course and what we leave out of it, on the other hand, there is a lack or lack of formalized knowledge on certain topics. Where there was a lot of information - work on isolating the main thing, where there was not enough - searching for carriers of expertise, working with them.

High rate of change. This is an objective reality that simply had to be taken into account: to be ready to rewrite individual parts of the educational content again and again or arrange it in such a way that it (the content) is the least sensitive to changes.

- which of structural divisions companies supported the project more, invested the most effort?

Client experience and HR colleagues - first of all, colleagues from Beeline University, internal communications, the Customer Service Directorate and the training department of the sales and distribution development unit.

- What was the first reaction? Were there any surprises? In the process, as a result?

If we talk about the reaction of the presentation participants, for many this is the first experience of "meeting" with an electronic course in such a design. The picture, the plot, of course, amazed colleagues.

Video about the project - It's Beeline, baby!

WOW!HR website