the risk associated with difficulties in recruiting qualified staff pertaining, in particular, to areas characterized by narrow specialization and those where candidates with unique competences are sought.
the risk is mitigated owing to the high PZU brand awareness among labor market participants. In communication targeted at candidates, various advantages of PZU are emphasized, including: stability of employment, vast professional development opportunities, bonus systems, serious approach to a healthy work-life balance, introduction of hybrid forms of work, care for the wellbeing of staff (pursuit of the #DobryStan (#WellBeing) strategy). Tools for communicating with the labor market include PZU’s presence as an employer in social media and employer branding campaigns in specific target groups online and offline. Candidates are sought through alternative sources, including social media and industry portals.
: Human Capital Management Policy in PZU PZU and PZU Życie SA.
Regardless of the situation, the focus of PZU’s attention is always people and their needs, because it is people who make up any organization. We listen, talk and engage with people, through which we create solutions that speak to their needs and changing realities. With this approach, we have implemented a hybrid model that combines the expectations of employees, maintains the continuity of business processes and supports the development of teamwork and innovation. We focus our activities around building a positive employee experience – we support their autonomy, create opportunities for the development of diverse potential, and provide space for easier reconciliation of professional and social roles and the so very important – personal passions
PZU’s ambition, as defined in the strategy for 2021–2024, is to be the employer of first choice in the markets covered by the Group’s business.
The intention is to achieve the PZU’s objectives relying on a committed, motivated and professional workforce enjoying the benefits of a friendly and inspiring workplace.
To make this possible, 6 main strategic initiatives have been launched with a view to developing the potential of PZU employees:
development of effective cooperation between business areas, increasing the speed of actions and the quality of solutions implemented;
development of a culture of innovation and of the ability to quickly respond to challenges and create market trends;
retaining employees with key competences and attracting the best talent on the market thanks to our image of being a desirable employer;
effective use of the potential brought to the organization by its diverse teams;
continuation of an effective dialogue with employees with a view to building an engaging working environment together.
taking care of the broadly construed wellbeing of staff and preventing declines in their performance or efficiency
The fundamental document regulating the issue of managing employee matters is the Human Capital Management Policy in the PZU Group adopted in 2018. This Policy’s objective is, in particular, to support to the execution of the PZU Group strategy by doing the following:
- safeguarding business needs in human capital management;
- ensuring coherent and integrated rules for human capital management;
- conducting coherent actions in human capital management.
In addition, topics related to managing employee issues have been captured in the Best Practices of the PZU Group that define:
- common values and rules for ethical management;
- working conditions (among others remuneration policy, benefits unrelated to pay);
- competence development;
- occupational safety and health.