Yorglass, the reliable and global supplier that has been giving life to glass for half a century with the consciousness of cooperation and solidarity; maintains its business strategies, operations and culture in light of these principles. Yorglass, who attaches importance to open communication channels as part of its belief in the power of the common development culture and its sustainability perspective, also benefits from different platforms while integrating innovative HR practices into every layer of the company. In this context, Yorglass with Ming, the product of the first internal start-up program aimed at increasing employee interaction, motivation and loyalty with each other and with the institution, creates an internal social environment by leveraging the dynamics of gamification.

Adopting a work culture that values ​​work and effort, is open to all ideas, is based on universal quality and interacts with all stakeholders, Yorglass draws attention with its HR approach, where development is essential for everyone. Yorglass, which supports cultivating human value that specializes in its field and is open to innovation and development, also contributes to the career and personal development of its employees. With the implementation of the Ming application, a social platform that aims to increase employee interaction with each other and with the institution, Yorglass; It offers many benefits such as tracking its employees’ goals, saving resources, contributing to the digitization of the institution, and connecting its employees who work in companies in different cities. Ming founder and Yorglass board member Merve Yorgancılar Işıtmak defines the application, which is different from each other but includes many features that an institution may need, as an example of necessity-born intrapreneurship.

Ming ensures end-to-end interaction between employees

They state that as Yorglass, they are taking innovative perspectives not only in an operational sense, but also in various departments that form the foundation of the company, such as human resources, to adapt to the dynamics of the changing world. Merve Yorganclar; “To restructure the solutions we offer in a way that adds value to our customers, we first started our digitization journey from the human resources processes and moved all our processes to digital from the beginning of recruitment. We started managing our HR operations through Success Factor, a cloud-based human resources application. In order to create a common target culture with our friends in different locations, we have included our staff working in production in our digitization process. Frankly, we’ve seen the common purpose logic and culture form faster and more robustly in companies with strong internal communications. For this we carried out the Ming project. Based on the common target logic, this gamification-based application allows each company to manage the market according to its own budget, enabling better management of motivation budgets. At the same time, thanks to the new salary module, all employees can receive their salary via Ming, which simplifies personnel activities. It earns points with in-app actions and converts the earned points into rewards in the market. Ming, an internal social platform, allows us to stay in end-to-end interaction with all our employees and workers by opening up internal communications.”

Strengthens sense of belonging with two-way communication and reward system

Yorgancılar pointed out that Ming could find an answer at every layer of the company; “The application does not require an email address and employees can log in using only their phone number, without any email addresses. At this point, we’ve taken security to the next level with the SMS authentication system so that only active employees within the organization can access the system, and this access is guaranteed by the integrations we’ve created. This allows us to communicate directly with both white and blue-collar workers. Internal communication becomes a two-way street as employees have the opportunity to share or comment; this allows the institution to know and analyze its employees better. Ming, the product of Yorglass’s first in-house start-up program, also enables institutions to conduct more transparent communication processes on their social media accounts. Because the comments of the employees in the application can be easily published directly on different platforms. Platform; It provides the ability to manage issues affecting all employees, such as surveys, announcements, job openings, birthdays and suggestions, through a single application. Thanks to the customizable points economy, we create a special loyalty system for the company by entering the number of employees and the budget, and allow us to add rewards that will motivate our employees by determining the market content.”

Creating a stable ecosystem that shares the same goal

Yorgancılar, who stated that the synergy created by Ming is a driving force in achieving the business objectives, explained the achievements of this synergy as follows: “One of the main benefits that Ming has provided us is that we can achieve the objectives of our company into this application. At this point, the goals we set as an institution are incorporated into the scoring system and ensure that all employees are focused on the same goal. With the task-based employee performance system, realistic performance data emerges when the manager is both evaluates the employee as the manager throughout the year on a long-term and job-based basis. In addition, the data obtained here is an important guideline in improving our business processes. With Ming, we make purchasing and improvement decisions based on these results through surveys to carry out on many different issues es related to the needs of employees, such as service, dining room and work shoes. For example, we ask our employees about their favorite dishes and the results are decisive when planning the dining room list. Most importantly, the overlooked issues can be reported in Ming so that the relevant units can take prompt action on any issue. In the context of social solidarity, the advertising module also made us prefer Ming. Thanks to this module, employees have the opportunity to give or sell items that they do not use for payment or for free to their colleagues in the company.”

Yorgancılar added that the announcement module, which is based on social solidarity, was created after the earthquake that hit İzmir in 2020; “After this sad event, there was a very serious climate of solidarity within the company and a lot of product exchange among our employees. We integrated it into Ming to make it more permanent and useful.”

“Our priority is to be together and side by side in success and difficulties”

Merve Yorgancılar Iştırmak, emphasizing that “the value given to human labor” rests on all the practices they have implemented and all the approaches they have adopted, especially Ming; “Our priority in all the steps we have taken so far has been to create value and touch life. As Yorglass, we always stand behind our employees, who are our main strength, as we continue to manufacture and work together to do better for our country, our environment and our lives. In addition to the many steps we have taken in this regard, in May 2022 we made an interim improvement of 25 percent in our employees’ salaries and 10 percent in July wages with the last decision we made. For September we apply a wage increase of 5%. We will continue to support our employees financially as well as in career and personal development.”