The refinery prioritizes its people policy since it makes effective staff development and management possible as well as the creation of a cohesive team of professionals with common corporate goals. Thirty-one of LLP Zhetysu Kazynasy’s 500 workers are young people. Every new employee at the establishment has a higher caliber professional degree. The average age of refinery workers is 37 years old.

The effectiveness of the activity is largely dependent on how well-prepared LLP Zhetysu Kazynasy staff members are to adapt quickly to changing market needs in order to meet the organization’s predetermined strategic goals and objectives. Thus, recruiting more staff is one of the main goals of LLP Zhetysu Kazynasy’s personnel policy. Competitive personnel selection processes were developed by LLP Zhetysu Kazynasy in order to achieve the best possible balance between staff renewal and retention. These guidelines offer a precise framework for selecting, recruiting, and changing employees in accordance with the refinery’s specifications.

In order to be given consideration for admission, candidates must pass all three mandatory selection processes, which include testing, a structural unit interview, and a panel interview at the refinery competition committee. Hiring is automated and resume flow is visible at all levels thanks to “Electronic Recruiting” information technology. Workers can better grasp the system of professional knowledge and abilities, accept established relationship norms, and expedite the labor collective’s admission process with the aid of an adaptation program developed by LLP Zhetysu Kazynasy. Senior staff members have been placed in a personnel reserve and their internship, training, and certification procedures accelerated.

As part of its staff development program, the company provides training, retraining, and advanced training to its personnel. The plant’s workshops and complexes all have classrooms available for theoretical instruction, and the training center actively participates in the training process, making the environment ideal for staff development program implementation. Additionally, it has state-of-the-art teaching aids, multimedia training facilities, computer training facilities, and innovative technical process tools.

The refinery is aware that the younger workforce, who will eventually replace the veterans, will not only shape its prosperous future but also the continuation of industrial and human traditions. As a result, the company is giving serious consideration to replacing its current workforce with young professionals who have recently graduated from colleges and universities and who can quickly pick up new information and technology. Over thirty percent of the new hires are young specialists. During the hiring process, a mentor is selected from among the highly trained plant workers to offer each junior specialist specialized guidance. Potential experts are introduced to the corporate culture of the firm through an annual event called the Oil Refiners Initiation.

Within the organization, there is a Council for Youth Affairs. Young specialists actively participate in professional, linguistic, intellectual, and social events within the plant, as well as in professional, sports, and patronage activities related to the Peschanskaya boarding school. With the best universities in Kazakhstan and the Republic of Kazakhstan, close ties have been established. Every year, the plant provides hands-on training to about 100 students from different educational institutions that specialize in “Technology of Oil and Gas Processing,” “Chemical Technology of Organic Substances,” and “Technological Machines and Equipment.” Prominent experts in plant science participate in state commissions to defend graduating projects from the top local institutions and schools.