Samruk-Kazyna will monitor labor relations in companies

Kazakhstan’s National Welfare Fund Samruk-Kazyna is going to launch an Internet portal to timely detect problems in labor relations in different companies and preventing them from developing into disturbances, Interfax-Kazakhstan reports citing the fund’s chairman Umirzak Shukeyev. “We are going to open an Internet portal to monitor major problems and to prevent management of local companies from hiding swelling conflicts,” he said at the 7th international conference on human resources on Thursday, March 1, in Astana. ”We have set a goal of becoming a benchmark for effective working relations in Kazakhstan,” Shukeyev stressed. Shukeyev reminded that the Fund has created a special partnership “that will have the connections with every region, make social surveys and keep abreast of the social feelings of the employees”. ”This will allow to objectively evaluate the situation in the regions and, after analyzing, develop recommendations for each company to improve the social-labor relations. Another key objective of the center will include methodological support of HR professionals,” Shukeyev said. Besides, he noted, “the positions of the trade unions and the collective agreements will be enhanced, new approaches to collective agreements will be developed and an improved model of dialog among companies, state authorities, NGOs and trade unions will be found”. ”We will improve the qualifications of the managers and HR professionals. It is important that managers of our companies know the dynamics and the characteristics of the deadlocked situations, crisis negotiations, reasons and dynamics of work conflicts,” he stressed. ”These are just the outlines of our plans on regulation of social-labor relations that will be detalized and systemized with out further work in this direction,” Shukeyev said. Samruk-Kazyna Fund also intends to look into personnel-related policies, in particular, increase transparency of appointments, especially to managerial positions; implement an effective system for evaluation of performance and motivation of personnel; ensure managerial succession; facilitate involvement of highly qualified professionals. ”We want to resolve the main problem of our companies today: passive personnel policies that currently hold only administrative functions and reacts to problems only after they are fully unleashed. We have to learn to diagnose the situation and forecast the number and the quality of personnel several years in advance and learn to prevent negative events,” Shukeyev stressed. He noted that “special attention should be paid to moulding and developing a common corporate culture and common corporate values among the managers and the employees”.