We have the position of “buddy” – a friend who will help in everything

We have the position of “buddy” – a friend who will help in everything

“Dmytro, please help me, I can’t open my desktop. It’s half past ten, and I haven’t logged in yet. What should I do? how to be I will be fired.”

It was Dasha, a new employee, who called. She called her buddy, the person who is responsible for ensuring that newcomers get into work properly. Dmytro – chief processing engineer worked with Dasha. And so he did support work.

This is a common story with us. The first days at a new job are stressful. You need to get to know colleagues, get access to projects, get into the company’s internal processes, etc.

In short, adapt. It takes some time.

Every new team member needs his Dmytro. He can be asked stupid questions, with which it is sometimes inconvenient to go to the manager. For example, who to call, where to run, where is the cooler.

It’s easier to turn to one.

As a rule, in companies, no one is thrown arbitrarily anyway, we just decided to consolidate this practice. Our bank has a buddy community, it already has 120 people.

Who are buddies? Employees who are ready to help adapt. It’s not about guidance or mentoring, it’s about support and comfort.

I will now explain what role buddies play in our onboarding system.

About benefits, criteria and terms

Dmytro is the chief processing engineer at Gazprombank. Before that, he worked in subsidiary companies. Total experience – 10 years. The head of the division in which he works talked about the buddy community. Dmytro and his experienced colleagues decided to fit in.

According to Dmytro, there are several criteria for a successful tandem of a buddy and a novice. It is best if they are about the same age. The buddy himself must know the structure and standards of the organization well, how its internal processes are arranged, and have access to the necessary systems.

The main task of a buddy is friendly support, training is done by a mentor or manager. From Dmytro’s point of view, as well as other members of the community, a new employee is more willing to ask questions to his buddy than directly to the boss or the HR department. And feedback from him is perceived better.

The first month for a new employee is the hardest. Buddy shares this burden with him. The one-month term is formal, but conditional.

After this time, the buddy does not stop interacting with his ward. He helps in working moments, but less, because the new employee has already grown into an independent specialist.

About dances with tambourines, which are easier to handle together

Hryhoriy is another representative of the buddy community, he is a senior developer in the department of engineering expertise and development tools, he has been working at Gazprombank for more than three years. He is sure that there is a buddy in almost any company, it’s just unofficial. And in the bank, a new employee has a specific person who can be turned to not only for professional, but also for some everyday issues.

“It does not happen that a person is immediately sent to free swimming, given a workplace, and told: “This is where to saw.” And he thinks, how, from what end to take up this means of production of his.”

The manager offered Grigory to become a buddy, later it became clear that “everything is serious”: there was a presentation of the community, educational materials and communication with community colleagues.

His ward is Ilyas, they are both on distance. Approaching and showing which buttons to press, where to press to solve the problem is slightly (of course not) difficult. But you can indicate the correct vector and encourage. And also suggest whom to contact for the necessary access or to which corporate events should be attended.

Ilyas has been working at Gazprombank for about three months as a database developer of the IKAR automated system. IKAR is a legacy project, working with it turns into constant dances with a tambourine. This is what Hryhoriy and Ilyas are busy with now. Many processes that are layered on top of each other, and it will take a long time to enter without external support. “Don’t worry,” Grigoriy told Ilyas, “everything will work out.” In the case of legacy, this is certainly life-affirming advice.

About work and personal requests

Anastasia, another of our buddies, has also been working at Gazprombank for a long time and is already helping new employees. Sometimes even with unexpected requests:

“Looking for someone to go play D&D with. And I had friends who played. I asked them if I advised him to contact me. He went down, he was very pleased. Then he celebrated his birthday there.

When the first announcement of the buddy community took place, Anastasia was afraid that she could be given any employee of the company. But, as it turned out, the ward is selected either from his own team or from an adjacent one. Like any buddy, she is directly interested in the employee getting into the process faster and starting to work at full capacity. At the same time, it is important that he does not just close tasks, but reveals himself and grows as a specialist, generating new ideas.

Her ward is Manvel. In the first two weeks, he ran into a problem: several resources needed to be accessed. Anastasia helped to understand the internal processes, make the correct requests and send them to the appropriate departments.

About how a buddy’s work pays off in the future

Gazprombank has an internal wiki, Confluence with a checklist and instructions for new employees that everyone else can see. Taking a fresh look at these documents gives you an idea of ​​what can be fixed. That is, the company or its individual divisions receive useful feedback from a new employee.

An employee who encountered for the first time some internal, not very well-arranged processes, always feels fresh and strong emotions, which are no longer present in those who have been working for a long time: “And when a person says that this process is bad, you understand that it is rather all in all, really bad and worth watching.”

For example, a new employee may ask: “Why is it done this way?”. And his buddy also begins to ask this question: “Really, why?”. And he understands that it is possible to do something differently, better. And the more such questions, the better for the work of the team and the company in general.

According to Grigory, the benefit of a buddy is also that the invested efforts pay off later. The faster and better the new employee adapts, the faster he will relieve his colleagues.

About Buddy’s motivation: merch is cool, but the main thing is your own desire

Dmytro notes that he personally does not need additional motivation to become a buddy, the desire to support is enough. And the manager chooses for a new employee exactly the kind of person who wants and can handle it:

“You shouldn’t become a baddie if you don’t want to. Financial or mercantile incentives should not influence the desire to do this.”

About the evolution of a colleague-friend in a baddie

The buddy program at Gazprombank did not “appear out of nowhere.” Most organizations have always had and will always have experienced employees who support new ones, accompany them and introduce them to the course of affairs. Including ours. The company’s HR, Iryna, said that a survey was conducted among managers, recent new hires and those who acted as mentors. According to the results, the hypothesis about the importance of the role of a supportive colleague-friend in the process of adaptation was confirmed. We decided to make it an official practice — we organized a community of buddies, we hold training events, and we invented an incentive system.

The program itself is an HR initiative, but managers are responsible for creating specific pairs.

They know the internal specifics of teams, understand which employees are more suitable for each other. In a couple, there is always a two-way interaction. All parties benefit from it: new employees – support and help, buddies – a new perspective on familiar things and feedback. And the manager is a relief, let’s call it that, of “household” problems and free time that can be spent on the team. Yuliana’s HR believes that “the very concept of a buddy is an additional signal to a new employee that he is important and that he is thought of.”

The role of a buddy in a team is different from that of a leader or mentor, it is more about moral support. It is unique in its informal nature, thanks to which new employees feel more confident. The main qualities of a buddy are a high level of empathy, the ability to establish connections and find the right words and, most importantly, an inner desire to help. You can ask a buddy to solve some organizational and technical issues, but this is precisely the specifics of a manager and mentor. A buddy is an equal partner in adaptation.

The buddy program is a pilot project, so far not all departments are involved. Our approach is not about bureaucracy, rules and regulations, but about help and support. It’s just official now.

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