Süleyman Tosun, Group Director at Aydem Energy, commented on how to foster a sense of organizational belonging among IT teams:
Aydem Energy operates in the distribution, generation, and retail sectors. This means we work with a wide variety of job profiles. Our information technology teams also operate across diverse settings—working in the field, in the office, and remotely. This diversity demonstrates that the employee experience cannot be managed through a single method; rather, it requires a multifaceted approach.
We begin addressing the employee experience right from the start of a career, specifically with recent graduates. We have a program called “Enerjim Tamam,” which we developed in collaboration with our Human Resources department. This program attracts increasing interest and applications from recent graduates, and we strive to select the best talent from among thousands of candidates. Participants gain experience across various departments and companies within the group over a set period, after which they make choices based on their areas of interest and educational backgrounds.
A positive trend we are seeing is the growing demand from candidates specifically in the field of information technology. This initial step allows us to engage with these individuals early in their careers and cultivate their experience from the very beginning.
Naturally, there are also issues regarding work arrangements—topics that everyone values and that have recently been a major focus of discussion. Within our group, we accommodate various working styles: some colleagues work from the office, others work entirely remotely, and some follow a hybrid model. These arrangements are planned to align with the specific duties and responsibilities of each role, and I can say that this approach effectively maintains high levels of employee motivation.
Of course, remote work also changes how people perceive the office environment. To sustain a positive employee experience in this context, our digital applications and platforms play a crucial role. We have various human resources practices covering both talent management and training and development; we enable our team members to leverage these opportunities to advance their careers.
Above all, however, the most crucial aspect is viewing this not merely as a technology-driven endeavor, but as a matter of culture. Engaging with our team members, highlighting the value their work brings to the organization, and demonstrating that impact keeps their motivation high—serving as a key factor in talent retention.
Furthermore, when team members clearly see the benefits—both for the organization and for themselves—they approach their work with greater enthusiasm and determination. We therefore strive to operate by balancing these two elements and maintaining open communication. In short, what matters most to me is establishing and sustaining a culture of collaborative creation. I’ll conclude with that thought. Thank you.
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