Talent Management

Training and Development

The foundation of sustainable success at Otokar lies in high-competence human resources whose development is supported. Our colleagues' knowledge, ability to use technology effectively, and professional and behavioral competencies play a decisive role in maintaining our company's competitiveness at national and international levels.

We conduct structured training and development processes that support professional and personal growth. Development needs are identified through Talent Management meetings held at the beginning of each year, and Individual Development Plans are created accordingly.

Our colleagues are directed to classroom training, online courses, seminars, and various development programs. In addition, the Koç Academy portal provides year-round access to video content on business, culture, arts, leadership, health, and technology.

Leadership development is a priority in Otokar’s development approach. In collaboration with Koç University, we run leadership programs. Our leaders also intensively participate in online programs from prestigious institutions such as Harvard Business School, Columbia Business School, and MIT Sloan.

Otokar’s development vision is supported by a strong internal trainer staff. Internal instructors facilitate the dissemination of technical expertise and strengthen our learning culture.

Under our Higher Education Support, Otokar covers the education costs of colleagues pursuing Master’s or PhD programs in engineering or non-engineering fields at state or private universities. We aim for our colleagues to deepen their expertise and reflect their academic knowledge in our R&D efforts.

Performance Management

Performance management at Otokar is conducted through the OKR (Objectives and Key Results) system, providing an agile, transparent, and results-oriented structure. This system aligns the strategic priorities of the company with the goals of our colleagues.

The system remains live and updatable throughout the year, ensuring that OKRs stay aligned with changing priorities. Colleagues are encouraged to set at least one development-oriented goal.

Five times a year, structured check-in periods allow managers and colleagues to communicate openly about goals, expectations, and development areas. This strengthens the continuity and quality of manager-employee communication.