How Allianz Turkey attracts and retains emerging tech talent
Boris Plantier from Qorus spoke with Burcu Önder, Talent Acquisition Manager, to learn how the company is addressing the challenges of attracting and retaining young tech professionals – while building inclusive programs like BeMyFuture and Allwonders to transform both careers and lives.
In an increasingly competitive IT talent market, Allianz Turkey is taking an unconventional and socially driven approach to recruitment. Boris Plantier from Qorus spoke with Burcu Önder, Talent Acquisition Manager, to learn how the company is addressing the challenges of attracting and retaining young tech professionals – while building inclusive programs like BeMyFuture and Allwonders to transform both careers and lives.
What challenges are you facing as an employer when it comes to recruiting young talent, particularly those specialized in new technologies?
Recruiting young tech talent is increasingly complex, especially in the post-pandemic landscape shaped by the ‘great resignation’ and ‘quiet quitting’ trends. In Turkey, the IT sector faces heightened competition, with many candidates opting for global companies offering foreign currency salaries. High turnover, difficulty retaining talent, and the emigration of young professionals have further intensified the challenge. Additionally, many computer engineering graduates have unrealistic salary expectations, while others are determined to work abroad. These dynamics have forced us to rethink our recruitment strategies, prompting more agile, inclusive and innovative solutions.
What are the expectations of this new generation of employees?
The new generation of talent seeks more than just a job – they’re looking for purpose, flexibility and development. At Allianz Turkey, we’ve adapted to these expectations by introducing hybrid work models and flexible summer hours. These practices empower our teams to balance personal and professional priorities more effectively, while enhancing overall well-being and productivity.
They want to be part of long-term upskilling programs, not just short-term bootcamps. Their ideal development path includes not only technical training but also soft skills, mentoring and access to peer communities. Many are open to changing career tracks entirely if they are given the chance and the tools to succeed. They value continuous learning and want to grow within organizations that promote inclusivity and recognize individual potential.
Can you tell me more about the ‘BeMyFuture’ project that you recently launched?
GeleceğimAll (BeMyFuture) is a vocational training program we launched to build future software developers from outside traditional IT backgrounds. Targeting new graduates with no formal tech education but high potential and passion, we designed a 12-week hybrid training followed by a one-year employment opportunity.
We received over 5,000 applications, and selected 30 participants. By the end of the program, 29 were successfully hired into IT departments at Allianz Turkey. The program has significantly reduced IT turnover and increased talent pipeline diversity, while also contributing to our social responsibility goals by offering a second chance to candidates from disadvantaged backgrounds.
This program is built on two pillars: upskilling and reskilling. Could you explain these two pillars in more detail?
Of course. The upskilling pillar is centered on training candidates in both technical and soft skills. Through instructor-led sessions, simulations, e-learning and mentoring, participants build a solid foundation in software development and professional skills over 12 weeks. The curriculum was co-designed with our technical teams and external partner.
The reskilling pillar refers to the strategic shift in our talent acquisition – seeking high-potential candidates outside traditional IT profiles. We evaluated candidates via coding and analytical exams and saw record engagement, proving that young professionals are hungry for second-chance opportunities when given the right tools.
What are some of the early results you’ve seen?
The results have been extremely promising. The program saw 99% training participation and 100% assignment completion rates, and 29 out of 30 candidates were hired post-training. Our IT turnover dropped significantly to 10.5%, and occupancy rates in IT climbed to a record 93.8%.
We also saw measurable improvements in our employee experience survey scores, with a 10-point increase in both the Work Well Index (WWI) and the Employee Engagement Index (EEI). Equally important, the program fostered a strong mentoring culture, with lasting connections built between existing and new employees.
You’ve also launched the ‘Allwonders’ program dedicated to women. Can you tell me more about this initiative?
Allwonders is a career re-connect program for women who have paused their professional journey due to reasons such as motherhood, caregiving or marriage. Launched in April 2023, the program aims to reintegrate these talented women into the workforce through orientation, mentoring, vocational refreshment and personalized development plans. Each Allwonder is paired with a peer mentor and becomes part of the Allianz women’s network through social initiatives and training.
How have your existing employees reacted to these two programs?
The internal response has been extremely positive. In GeleceğimAll, employees took on roles as mentors, trainers and development buddies. This fostered a strong culture of mutual learning, intergenerational collaboration and increased engagement. In Allwonders, the pairing of returning women professionals with current employees created a network of solidarity and support. These peer relationships empowered both sides and enhanced our collective sense of purpose.
In both cases, employees felt proud to contribute to projects that not only addressed business needs but also made a tangible social impact. This alignment between company goals and social responsibility has further strengthened internal commitment and loyalty.
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