Vladimir Lebedev
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Strategy & Operations
Strategy & Operations
Scaling the Engineering Department, Recruiting Engineers, and Developing KPIs and a Global Grading System
(GGS by WTW)
Business Process Assessment, Evaluation
of the Company’s Digital Maturity, and Development of a Digital Transformation Roadmap.
Scope & Objectives
Scope & Objectives
Scope & Objectives
In 2019, while leading the Engineering Department at VIST Group (Zyfra Mining), the company experienced a surge in projects, necessitating organisational changes.
One of my key responsibilities was recruiting engineers and installation specialists for my team. I worked closely with a recruitment agency, providing job descriptions, while they sourced and screened candidates. During this period:
• I reviewed approximately 200 CVs
• Conducted interviews with 55 candidates
• Hired 15 engineers
Only two employees did not pass the probation period, while the rest successfully integrated into the team and contributed to the timely execution of company contracts.
At the same time, I led an administrative restructuring by merging engineering teams across three regional branches. To streamline operations, I:
• Developed standardised KPIs for engineer performance evaluation
• Implemented the Global Grading System (WTW’s GGS methodology) to create a transparent framework for career progression
In 2019, while leading the Engineering Department at VIST Group (Zyfra Mining), the company experienced a surge in projects, necessitating organisational changes.
One of my key responsibilities was recruiting engineers and installation specialists for my team. I worked closely with a recruitment agency, providing job descriptions, while they sourced and screened candidates. During this period:
• I reviewed approximately 200 CVs
• Conducted interviews with 55 candidates
• Hired 15 engineers
Only two employees did not pass the probation period, while the rest successfully integrated into the team and contributed to the timely execution of company contracts.
At the same time, I led an administrative restructuring by merging engineering teams across three regional branches. To streamline operations, I:
• Developed standardised KPIs for engineer performance evaluation
• Implemented the Global Grading System (WTW’s GGS methodology) to create a transparent framework for career progression
In 2019, while leading the Engineering Department at VIST Group (Zyfra Mining), the company experienced a surge in projects, necessitating organisational changes.
One of my key responsibilities was recruiting engineers and installation specialists for my team. I worked closely with a recruitment agency, providing job descriptions, while they sourced and screened candidates. During this period:
• I reviewed approximately 200 CVs
• Conducted interviews with 55 candidates
• Hired 15 engineers
Only two employees did not pass the probation period, while the rest successfully integrated into the team and contributed to the timely execution of company contracts.
At the same time, I led an administrative restructuring by merging engineering teams across three regional branches. To streamline operations, I:
• Developed standardised KPIs for engineer performance evaluation
• Implemented the Global Grading System (WTW’s GGS methodology) to create a transparent framework for career progression
These initiatives significantly improved team efficiency, career development opportunities, and operational alignment across the company.
These initiatives significantly improved team efficiency, career development opportunities, and operational alignment across the company.
These initiatives significantly improved team efficiency, career development opportunities, and operational alignment across the company.