Marchar (Marketing + HR) and Agile Transformation of the Human Resources Department at EGO Translating Group
01
Objective
EGO Translating Group, a leader in the linguistic services market in Russia and Eastern Europe, faced systemic challenges: excessive bureaucracy in HR processes, rigid hierarchy, high staff turnover, and limited adaptability to a fast-changing market. Despite full ISO compliance, HR had become a bottleneck. The aim: to implement Agile in HR to accelerate hiring, onboarding, retention, and learning, while reducing attrition and increasing engagement.
Marchar (Marketing + HR) Component:
The link between HR and marketing was strengthened. The department assumed the role of internal brand manager, enhancing employer branding and increasing attractiveness in the talent market.
02
Methods and Tools
- Adoption of Agile frameworks (Scrum, Kanban) in HR
- Creation of cross-functional project teams for recruitment, onboarding, training
- Bitrix24 used as digital infrastructure: task tracking, communication, Kanban boards
- Abandonment of formal correspondence and reduction of document flow
- Weekly/monthly stakeholder meetings with hiring managers
- Internal transformation contests (“Product Fresh” and “Achievement”) as bottom-up innovation tools
- Iterative redesign of job profiles, KPIs, and communication channels
Marchar:
Brand marketing principles were used to design HR communication. Internal contests and open feedback formed part of an HR-PR strategy, with project teams acting as channels of meaning across the organisation.
03
Timeline (2021–2022)
Design phase:
1 month
Pilot HR transformation:
6 months
Expansion and stabilisation:
6–9 months
Full adoption and Agile culture:
1 year
Marchar:
Even in the pilot phase, positive signals emerged: staff participating in external HR events, growing interest in vacancies, and improved brand perception.
04
Focus of Change
- HR department as the entry point
- Executive Directorate as client: 307 in-house staff + 4,700 freelancers
- Impacted processes: hiring, onboarding, learning, performance review, communications, and HR branding
Marchar:
HR evolved from a service function into a brand ambassador. Employee engagement in corporate communication rose, and the employer brand gained a human, emotional face.
05
Estimated Budget
Consulting, training, contests, platform configuration:
≈ ₽ 1.5 million
(≈ €17 000)
(≈ €17 000)
No headcount increase; implementation via internal resources only:
~ ₽ 0
(≈0 €)
Marchar:
Much of the budget was reinvested into building emotional capital: contests, informal communication, flexible engagement tools.
06
Scope
- 307 in-house employees across 6 legal entities
- Coverage: full HR lifecycle
- 15+ HR/recruitment processes redesigned; communications digitised; feedback loops installed
Marchar:
Staff became not only managed individuals but also cultural contributors. Organic vacancy responses and candidate referrals increased significantly.
07
Impact
- 75 % reduction in staff turnover in Year 1
- Vacancy closure time reduced from 6 to 2 weeks
- Onboarding became collaborative and adaptive
- Training became continuous and peer-led
- Internal satisfaction scores more than doubled
- Continuous feedback and iterative planning integrated into HR
- HR transformed from a bureaucratic hub to a digital integrator of corporate culture
Marchar:
EGO Translating’s employer brand became associated with growth, innovation, and people-centricity. The company attracted both junior talent and senior professionals, and HR emerged as a core cultural agent.
Conclusion:
This was one of the first large-scale Agile HR transformations in Russia’s formalised B2B sector. Flexible methods, digital infrastructure, and a human-focused approach proved viable even under structural constraints. The Marchar model became central to this success, bringing not only agility but emotional brand value — internally and externally.
