Human Resource Management in Serbia 2016

Human Resource Management in Serbia 2016

Hire, Train, Motivate, Retain...

INTERVIEW

People Will Be The Key Success Factor of Business In upcoming decades, the main challenge of HR companies in Europe will be how to meet the expectations of employers in view of the shortage of high quality candidates on the job market TOMASZ HANCZAREK, CO-FOUNDER AND VICE-PRESIDENT OF THE SUPERVISORY BOARD OF WORK SERVICE S.A.

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n this interview for CorD, Tomasz Hanczarek, Co-Founder and VicePresident of the Supervisory Board of Work Service S.A., discusses the major changes in the job market driven by globalization and innovation.

• What do you see as the major developments when it comes to labour supply and demand in our challenging economic circumstances?

- According to the International Monetary Fund, 20 million people have migrated out of Central and Eastern

Central and Eastern Europe augment the situation. The conditions on the job market in the region have been very good in recent months, in stark contrast with other European countries.

This is corroborated by statistics: according to the Eurostat, unemployment stands at 10.3% in the European Union and 8.9% in the euro zone. This is much more than in Poland (6.8%), the Czech Republic (4.1%) or Hungary (5.9%). As a result, the job market operates in favour of employees, while employers face the challenge of recruiting and hir-

UNTIL RECENTLY, CENTRAL AND EASTERN EUROPE COMPETED WITH THE WEST MAINLY BY MEANS OF LOW LABOUR COSTS, BUT TODAY SUCCESSFUL COMPETITION IS INCREASINGLY BASED ON QUALITY HUMAN CAPITAL Europe within 25 years, representing more than 6% of the working-age population. Many nationals of Poland, Hungary, the Czech Republic, Slovakia and Balkan countries are looking for better paid jobs and a higher standard of living. For example, a Pole who works in Germany can earn three times as much for the same job as in his home country.

Record-low unemployment levels in

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Human Resource Management in Serbia 2016

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ing the best talent both for lower-level and senior positions. This is why the Czech Republic is working to attract migrants from Ukraine while Hungarian employers are looking to hire Slovaks and Serbs who speak Hungarian.

• What are the major characteristics of the CEE market in terms of demand for HR services?

- The main challenge is how to meet the expectations of employers in view of the shortage of candidates on the job market. From 2015 to 2060, Poland’s working age population is expected to shrink by up to 40%. The working age population will decrease by 34% in Slovakia, 31% in Hungary, and 25% in the Czech Republic. The gap will be hard to fill, and this will the a key challenge to employers as well as HR service providers.

• Which factors contributed the most to successful results of your group?

- Demand in today’s economy is very volatile, affecting orders and production in industrial and service sectors.

The volatility is driven by very tough competition as well as the low predictability of business processes. This creates a natural demand for flexible employment. Since the crisis, companies have faced constant uncertainty about the pipeline of orders. If their products don’t sell within a month, they will be replaced by new lines or models. It is the buyer who drives the sales, the main objective of economic processes. Due to sales peaks and the mismatch between order pipelines and production timelines, the best

solution for employers is to use flexible employment. The Work Service Group is the Central and Eastern European market leader because we bring the best solutions developed on the local market and implement the same strategy in other countries.

Our resources provide employers with qualified employees who are available during times of peak demand before they are redeployed in other sectors where production is starting. Last year, within two years of the acquisition, our Hungarian company Prohuman became the local temporary job leader. Its revenue has increased by 600% since 2010, and its sales improved by 38% year on year in 2015 alone. Prohuman hired 17,000 temporary workers in total, the best performance in the peer group. Low unemployment and a mounting HR gap drive demand for services of companies like Work Service.

- In the age of globalisation, people are free to choose where they want to live and work.

These choices are enabled by our political system, open borders, and the freedom of movement. This leads to foreign investments, which support the job market. Investment creates and grows new local companies, which supply subsystems and provide services to international corporations. Less developed economies benefit in the process.

International corporations relocate. As a result, people are on the move. Until recently, Central and Eastern Europe competed with the West mainly by means of low labour

This is exactly why our group has such a diverse scope of business.

• What is today the ideal model of an employee in terms of knowledge and other capabilities in the CEE region?

- Growing innovation in the economy is intrinsically linked with building human capital, which will increasingly contribute to the competitiveness and market position of companies. This requires a well-designed long-term HR strategy and policy supporting the development of employee competences and driving the efficiency of HR processes. People,

• What are the European experiences that you have gained which might be useful for HR professionals in our region?

- Western Europe faced a new phenomenon even before we did: a new generation of today’s 20 and 30 year olds who have very high expectations of the job market. These young people are confident, quick to adopt new technologies, and speak foreign languages. Their aspirations include personal development, life passions, collaboration, as well as life-long talent and skills are the key success factors of business as jobs evolve from production and services towards research and creativity.

OUR RESOURCES PROVIDE EMPLOYERS WITH QUALIFIED EMPLOYEES WHO ARE AVAILABLE DURING TIMES OF PEAK DEMAND BEFORE THEY ARE REDEPLOYED IN OTHER SECTORS WHERE PRODUCTION IS STARTING learning. They want to improve their competences and skills and to strike a good work/ life balance. They appreciate flexible working hours, a collaborative organisational culture, as well as training opportunities. For employers who need to look for the best solutions and implement custom incentive systems, meeting their expectations is a major challenge. In ten years’ time, Generation Y will account for 75% of the world’s working population. Meeting their demands will be a precondition for employers to hire the best talent.

• How does globalisation change the nature of HR services, and which good practices stand out as the most successful ones?

costs. However, this is changing, and successful competition is increasingly based on quality human capital.

• How do HR companies, prone to seasonal changes, maintain good business results?

- Business is under the high pressure of volatile market factors. It is therefore instrumental to have the right strategy ensuring a stable revenue flow in spite of unforeseeable market developments. The key measures include geographic and business segment diversification, as well as a balanced approach to growing business in those sectors that provide expected revenue under prevailing market conditions.

• In which areas should HR companies invest in order to live up to the market demands?

- The HR services sector is changing with the evolving job market. HR service providers must align with these developments. The key challenge now is to establish and develop a recruitment structure, attract the best talent in the market, and provide companies with the right HR resources. Fluency in new technologies is increasingly instrumental to the process as technology helps to reach the best candidates. In addition, the activation of senior citizens in the job market will also become increasingly important. The next 25 years will see a revolution in senior citizens’ employment. In the future, a professional life will be all about life-long learning rather than waiting for retirement. ■

Human Resource Management in Serbia 2016

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INTERVIEW

Education Compatible With Labour Market Needs

In the course of economic reforms, it is vital to make the education system compatible with labour market needs and eliminate unreported employment by having the minimum wage as a non-taxable base for taxes and contributions, which would result in many unreported workers re-entering the employment system

TIJANA TADIĆ, HR DIRECTOR, KARANOVIĆ & NIKOLIĆ LAW FIRM

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mple experience and excellent results achieved in large-scale, complex business systems have led to Tijana Tadić’s being appointed HR director in one of the most reputable law firms in the region – Karanović & Nikolić.

• How do you, as an experienced HR manager with excellent references, view HR trends in Serbia? Tell us the good and the bad news from the HR market.

- For a long time, HR played mainly an administra-

• What is the biggest difference in the HR approach in the public and private sectors in Serbia?

- My experience with the public sector is fairly limited, with the exception of a couple of large systems with which I cooperated and where the HR approach was structured, systemic and strategic.

They do invest in the development of their employees and are trying to follow latest HR trends. The private sector has much greater flexibility in decision-making and a lot of freedom in creating merit based award systems while allowing HR managers to really change things.

WE, AT KARANOVIĆ & NIKOLIĆ, HAVE BEEN FORTUNATE ENOUGH TO HAVE EXCELLENT COOPERATION WITH THE FACULTY OF LAW, THE MANAGEMENT OF WHICH IS ATTUNED TO THE NEEDS OF THE BUSINESS SEGMENT, WHILE RECOGNISING CONTEMPORARY TRENDS IN HIGHER LEARNING tive role without much affecting strategies and decision-making in companies. The good news is that, in the last few years, a generation of young experts with sound business knowledge has emerged who are slowly but surely changing ingrained beliefs.

Unfortunately, HR professionals still invest very little in their knowledge and professional development and are hesitant to leave their comfort zones, comprised of routine, administrative tasks. I do not see enough of innovative practices, and what often happens is that international standards are implemented without much thought given as to how they will fit into our culture and system.

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• A lot has been said about the incompatibility of the education system and business segment in Serbia. What is your view of this problem from the standpoint of an HR director in a company that has high HR standards?

- Our education system is obsolete and incompatible with labour market needs. Graduates have out-dated theoretical knowledge and unrealistic expectations.

Employers are forced to pour substantial resources into training first-time workers or rather compensating for the shortcomings of the education system with their costly internal educational programmes.

This is something that countries with compatible

Human Resource Management in Serbia 2016

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education systems do not have to deal with. We, at Karanović & Nikolić, have been fortunate enough to have excellent cooperation with the Faculty of Law, the management of which is attuned to the needs of the business segment, while recognising contemporary trends in higher learning. What makes them special is the fact that they involve legal professionals into their curriculum, and our lawyers have been guest lecturers at various workshops where students learned about business practices and could talk to us about the practical application of their theoretical knowledge. We are pleased to see that many workshop participants often apply for a job at our firm once they graduate, and some of them start their careers through our Intern-Candidate programme. I think there is enough good will in the ministry and in the education system to change things for better. Having an open dialogue with business is of crucial importance for the success of reforms.

• What, do you think should be included in existing economic reforms in terms of HR? - Workforce flexibility is a key prerequisite for successful business. Properly regulating the work done by staff leasing and recruitment agencies has been on hold for 10 years now. These agencies employ quite a few people and are of great help to employers because they deal with all the employmentrelated paperwork, leaving companies with more time and energy to engage in their core business. On the other hand, radical changes are needed in eliminating unreported work, which can be done pretty quickly and efficiently by having the minimum wage as a non-taxable basis for taxes and contributions.

Hundreds of thousands of unreported workers would re-enter the employment system this way, making them and their employers more visible and protected by relevant institutions. ■

INTERVIEW

Creating Efficient and Successful Teams

Assessment Systems, which has offered quality services in the countries of Central and Eastern Europe for the past 15 years, uses the same high-quality tools and services evaluation, selection and development of employees in Prague, Warsaw, Bratislava, Budapest, Moscow, Cologne, Astana, Zagreb, Sarajevo, Podgorica, Skopje and Belgrade

PAVLE BUDINČEVIĆ,

MANAGING PARTNER, ASSESSMENT SYSTEMS ADRIA

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ssessment Systems has a client portfolio that includes an impressive list of multinational companies as well as some of the most successful Serbian and regional companies.

• Your company’s core business is focused on increasing efficiency in people-related business.

What are the most frequent challenges companies face and you help them overcome?

- We help companies make better people-related decisions, based on hard data and scientifically validated methodologies. The most frequent request would be to help them assess the leadership or managerial potential of their candidates in succession planning or talent management. Recently we are receiving more and more requests to provide assistance in making teams more efficient, collaborative and coherent.

In order to achieve these goals, we use proven and renowned metrics and standardised approaches, but they are always tailored to the specific needs of each client. We usually start with assessing the managerial and leadership potential and identifying individual strengths and development needs.. It is only when you are absolutely sure where and what the issue is that you can implement an efficient employee developmental programme.

• Have the economic crisis and ongoing economic reforms resulted in Serbian companies seeking your assistance more often?

- Absolutely. The fact that more and more talented, skilled and educated people are leaving this country, and that companies’ priority have shifted from attracting to retaining key people, is leading to an increased interest in leadership and management development and engagement programmes. On the other hand, it is hard to make rapid tangible progress in work with human capital, but clients which experienced our unique approach quickly spread the word on the market. This has also been due to out team building programs we deliver that are not only fun but also bring changes of business approach and can lead to increasing the efficiency of organizations.

we will move from contact to delivery phase.

• To what extent can the assessed leaders that you recommend improve the efficiency of operations, when compared to employees who were hired through ‘normal’ hiring processes?

- It is an accepted fact that poor selection usually costs a company 150% of the employee’s annual salary. The cost of hiring the wrong person for a managerial position is much higher. Companies that use reliable and validated assessment tools (such as Hogan Assessment tools) dramatically reduce their chances of financial losses and disappointment with their hiring choices. Placing the right person in the right position improves the efficiency of company operations and the satisfaction of all employ-

IT IS AN ACCEPTED FACT THAT POOR SELECTION USUALLY COSTS A COMPANY 150% OF THE EMPLOYEE’S ANNUAL SALARY. THE COST OF HIRING THE WRONG PERSON FOR A MANAGERIAL POSITION IS MUCH HIGHER • Where do you see free space for a greater role of Assessment Systems and other similar companies in the Serbian economy?

- In many, many fields. In SMEs – because making bad hiring choices in a smaller system has even more dramatic consequences. In public companies – to start with competency-based approach vs. political approach in employee selection procedures. The same would go for all the governmental institutions. It is a good sign that more and more public companies are contacting us and using our services, but even more so that the Serbian Government contacted us for collaboration. Hopefully,

ees. Unfortunately, the majority of companies in our region do not use assessment tools at all.

On the other hand, some companies use psychometric tools that are low cost or free, but not been validated or, more importantly, are not standardized on population in Serbia. We insist on using the methodologically correct approach to each and every task, and therefore organizations that use Hogan and Assessment Systems tools achieve better results, especially over the long run. The fact that more than 70% of Fortune 500 companies are using Hogan tools in their selection and development processes speaks for itself. ■

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INTERVIEW

Key to Success – Constantly Caring About Employees The foundation of the HR management strategy at Carlsberg relies on continuously caring about the company's employees, both as a group and as individuals, ensuring that the staff is happy with their work environment, in which their private lives and work compliment each other LIDIJA LATINOVIĆ, HR DIRECTOR AT CARLSBERG SRBIJA

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f the workers are happy and satisfied and feel loyal to the company, then they will be successful and prosperous.

Carlsberg Srbija appreciates both individual and team contributions, while the company's corporate culture facilitates a balanced life for its employees.

• With 40,000 employees in 40 countries around the world, Carlsberg Group has one of the most advanced HR management systems. What are the key features of this system that is applied globally?

I think that the shortest answer to that is “GloCal” or the global approach in local context. What does this mean? Every system, regardless of how good it is, cannot be successful without having a clear purpose and application adapted to individual markets. Carlsberg Srbija nurtures the GloCal approach and gives free reign to local management to adapt certain business processes, including HR, to local needs.

Additionally, Carlsberg Group pays great attention to recruiting new and caring for existing employees by encouraging their dedication, adaptability and motivation.

OUR EMPLOYEES ARE OUR STRENGTH AND OUR COMPETITIVE EDGE. ALTHOUGH WE HAVE A VERY MOTIVATED WORKFORCE, WE STILL THINK THAT WE HAVE TO BE CONSTANTLY RECEPTIVE TO CONSTRUCTIVE CRITICISM FROM OUR EMPLOYEES AND TO CONTINUE IMPROVING OURSELVES - Carlsberg Group, under which Carlsberg Srbija operates, is committed to the constant development and implementation of responsible business practices through various projects, as well as through ongoing and strategic investing in the company's internal policies and business procedures. In terms of HR management,

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• The Danish management system is considered to be one of the most efficient in the world. What are the main prerequisites that Carlsberg's employees need to fulfil?

- We at Carlsberg have a combined strategy to persistently and continuously push the envelope in our industry, to expand

and improve our production portfolio, to be constantly focused on our clients, buyers and consumers and to give good example to other companies in terms of innovation and social responsibility. Also, it is important to mention that we are recognised as a company with a family-like work atmosphere where people reflect the company's attitude, ambitions and culture. All in all, our employees are what matter most to us, because they are the pillars of support of successful operations in any company. Apart from the individual workers, the employee structure is also important and we have a simple hierarchy with decentralised decisionmaking. We are very focused on each individual employee, and we encourage him or her to make team decisions within their scope of activity. Furthermore, we particularly encourage middle management, which serves as a strong link between individual employees and top management on our corporate ladder.

• If we were to sum up Carlsberg's HR policy in one sentence, it would be “happy worker – happy client”. What is this, deceptively simple but difficult to apply policy, based on?

- Our constant care for our employees is the key to success. A satisfied employee is a prerequisite for successful operations and prosperity. Every one of us wants our work to be properly valued, to be given the opportunity to make decisions, and to act on them. Based on that, Carlsberg Srbija appreciates both individual contributions and team results. It is important to underline that Carlsberg Srbija's corporate culture allows every worker to find a balance in life. Although we work diligently, we do care about our employees being satisfied with their work environment, where private and work lives go hand in hand. As HR director, I try to foster this principle and spirit and to be mindful of the fact that the hours spent working count less than the quality of work. Sometimes, providing that our job allows it, we work from home, and we do not stockpile our annual leave days but use them to the fullest with our families and friends.

ting to a certain function. If I had to sum up what Carlsberg Group is in a few words, I would say that we are one big family, that we have an individual approach to our employees, that we are giving and that we willingly accept responsibility.

• Could you tell us something about your HR management experiences in Carlsberg Group in Serbia so far?

- I have to admit there were quite a few challenges, especially regarding the corporate culture, but most of my experiences are very

evaluate processes, learn from others and, as I said earlier, readily pass on their knowledge and experience.

• What are the main differences between Carlsberg and other companies in Serbia regarding HR management?

- I don't think it makes sense to divide companies between Carlsberg Srbija and other companies. I would rather say that there is a difference in HR management in domestic and foreign companies. Carlsberg Srbija operates in accordance with the joint mission and vi-

• Carlsberg pays a great deal of attention to the social status of its employees, the work environment and good interpersonal relations. How do you manage to keep these important premises at such a high level?

- I like to say that we are one big family and that you can approach a family either as

CARLSBERG SRBIJA OPERATES IN ACCORDANCE WITH THE JOINT MISSION AND VISION OF CARLSBERG GROUP. I BELIEVE THAT THE MAJORITY OF INTERNATIONAL COMPANIES HAVE A SIMILAR APPROACH BASED ON RECOGNISED HR MODELS an entity or individually, i.e. each one of its members. Our employees are our strength and our competitive edge. Although we have a very motivated workforce, we still think that we have to be constantly receptive to constructive criticism from our employees and to continue improving ourselves. Carlsberg Srbija pays a great deal of attention to training its employees. Every worker has his or her annual development plan. However, our approach to training is not simply sending our employees to attend a workshop. In our company, we have a culture of sharing and exchanging know-how regardless of position, sector or country in which our branch is located. We try to break down functional barriers and work as a team to benefit our company and its employees, even if certain decisions that we make are not the most fit-

positive. It is a well-known fact that people in Serbia highly value authority and hierarchy while Carlsberg nurtures the principle of cooperation and acting as one big team regardless of the country. This posed quite a challenge for us because we had to adapt the way we function. Sometimes it is much easier to do as you are told than have the freedom to make and implement independent decisions.

The latter is exactly what we want from our employees – efficiency, practicality, proactive approach, new ideas and responsibility for decision-making.

We often like to say that we employ attitude and develop skills. It is very important to us that our new colleagues have a positive attitude and are open to new experiences and working with different cultures, willing to explore and play with ideas, change and re-

sion of Carlsberg Group. I believe that the majority of international companies have a similar approach based on recognised HR models and, I presume that there are differences in corporate culture as well, which, in our case, is based on empowering the individual for the benefit of the overall team.

Often our colleagues are engaged in projects implemented in other Carlsberg's companies around the world – from Denmark, France and Switzerland to India and China.

We take great pleasure in saying that all of our colleagues are very open-minded and welcoming, which makes learning a real pleasure.

• Considering that global markets are more or less different in terms of the companyemployee relations, what are these relations like in Serbia?

- It is not helpful to generalise about something and then try to give a clear answer. I believe that there are different practices, both positive and less positive. Also, I believe that we, at Carlsberg Srbija, give a good example, which will, hopefully, encourage other companies to follow in our footsteps. ■

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INTERVIEW

Providing Clients With Bespoke Solutions Gi Group has the realistic goal of becoming one of the top ten HR groups in the world in the next five years. Gi Group Serbia bases its business on high standards, business strategy, and the exchange of experience with over 30 offices around the world OLGA SVOBODA, DIRECTOR, GI GROUP HR SOLUTIONS D.O.O. BELGRADE

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i Group is one of the leading companies in the field of Human Capital Management. They are passionate about inspiring creativity and encouraging collaboration across markets and industries in order to achieve unique blended solutions that will help businesses grow smarter.

• Gi Group operates in over 30 countries in Europe, Asia and America. What would you mark as the common denominator of the business strategy of Gi Group International and Gi Group Serbia?

- Gi Group’s mission is to contribute through our HR services as a key player on a global basis to the evolution of the labour market and to emphasise the personal and social value of work. Within the next five years, we predict that we will become one of the top 10 groups in the world by size and one of the top five in Europe.

We could never achieve these goals if we didn’t have a shared and common business strategy worldwide. Wherever we are, one of the key pillars of our strategy is PEOPLE. We aim to attract the best professionals and retain our key talent.

In Serbia today we employ 27 full-time people with average tenure with the company of six years. Gi Group believes that by offering work environment that allows for develop-

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ment, creativity and cooperation, we are able to keep up with the ever-changing business environment in which we work and provide our clients with bespoke solutions.

• HR management came to Serbia through foreign investors. How is this practice adapted in Serbian companies, and which Gi Group services are most needed?

- In the past 14 years, we have witnessed the de-

Human Resource Management in Serbia 2016

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velopment of the HR function from strictly administrative to a more strategic business function, and we are proud to say that we have taken an active part in this process. Most international companies have their HR strategies formed in their head offices, however their local offices often seek support in implementing them.

The HR function is not exclusive to international companies. We have great examples of local, Serbian companies that have recognised the value of strategically managed human resources. Today, aside from providing recruitment, staff leasing and training services, we also have more and more projects that aim at developing corporate cultures fostering employee empowerment and engagement.

• From Gi Group’s international experience, where do you see space for a significant efficiency increase for companies using your services?

- Companies that want to keep pace with the market or take the lead need to be aware of market challenges and trends, ensuring that their work environment fosters innovation and an entrepreneurial mind-set.

We support our clients’ overall strategy by ensuring they have identified and hired key potential, developed their talent, and engaged their employees. If they want to secure sustainable growth, companies should be sure to have a clear strategy for developing a new generation of leaders, improving their employee engagement, as well as tackling recruitment challenges and skills shortages. ■

HAY GROUP - WINNING HEARTS AND MINDS FOR HIGH PERFORMANCE ORGANIZATIONS:

From Employee Engagement to Effectiveness We’ve all heard the one about the CEO who was asked how many people worked in his organization. “Oh, about half of them,” he replied. Joking aside, how true is this within your organisation?

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hances are it’s not being measured, or at least not in the rigor of top-line data such as profits or days outstanding or units produced.

Today employee engagement has become a major focus for leaders. Hay Group defines engagement as “ability to stimulate employees’ enthusiasm and pride in their work and directing it toward organisational success.” It has two components: Commitment – connection with the organisation’s purpose, and Discretionary Effort - the willingness to go beyond formal job requirements.

However, engaging employees alone is not sufficient to achieve the maximum level of individual and team effectiveness. What’s the missing piece? The answer lies in Employee Effectiveness: the measurement of engagement combined with enablement. To get the most from employees, leaders must not only moti-

more likely to outperform their individual performance targets. The companies that both engage and enable their people achieve 4.5 times the revenue growth of the rest, while high levels of engagement and enablement can improve staff retention by up to 54%. Most importantly, organisations with highly engaged and enabled workers also exceed industry averages for five-year ROA, ROI, and ROE – by up to 60%.

WHAT ARE SOME KEY TAKEAWAYS FOR YOUR HR AGENDA? First, you need to make a conscious effort to win hearts and minds.

This means leading with purpose and a clear, promising direction. In

ORGANISATIONS WITH HIGHLY ENGAGED AND ENABLED WORKERS ALSO EXCEED INDUSTRY AVERAGES FOR FIVE-YEAR ROA, ROI, AND ROE – BY UP TO 60% vate them but also enable them to channel their extra efforts productively. Organisations must ensure that employees are given the tools, skills and clear roles and resources to facilitate employees’ productivity.

Why is this important? Our research among millions of employees worldwide shows that highly engaged and enabled employees are 50%

process. Focus not just on annual targets, but also on on-going feedback, fair recognition and skills development. ● Don’t be afraid to give people autonomy – but always be clear on goals. Follow the “freedom in frame” approach. You will be amazed how people can leverage their skills and abilities in their job roles.

addition, senior leaders must be trusted and appear genuinely interested in organisations and people development.

Second, you should ensure that motivated employees have the support they need to be optimally effective in their jobs. This idea is underscored in some of the following recommendations: ● Re-align the Performance Management

● Be mindful of employee needs regarding information, tools and resources to do their jobs. Make them feel that they are working not just harder, but smarter! ● Re-think training. Ensure that people don’t have just “narrow” technical skills, but also the capability to serve customers, manage change, and work effectively in teams, under time constraints and tight budgets.

Employee effectiveness is not an option if you want to build a truly great organisation with lasting performance and a stellar employer brand. Today, HR and business leaders have an opportunity to make this happen. Are you ready? ■

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INTERVIEW

Helping Companies Achieve High Performance ICAP Business Services provides its valued clients with "full service." This ranges from identifying and selecting right candidates, to trainings, to creating a good business atmosphere.

ICAP also can help manage the outplacement of redundant employees

JELENA STANKOVIĆ, HEAD OF PEOPLE SOLUTIONS, ICAP BUSINESS SERVICES D.O.O.

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ICAP BUSINESS SERVICES D.O.O.

a broad range of HR services, and this is one of the reasons that we have clients that seek our support in all of these areas. Often it happens that we start cooperation in executive search and we continue with team development workshops or coaching.

Some clients hire us mainly for executive search, while others want to have a world-class training provider – ICAP is the exclusive, licensed partner of Huthwaite International and some of our most popular programs are SPIN® Selling skills, Skilled Negotiator, and recently we see an increase of interest in Effective Coaching skills.

crucial as each organisation is a unique dynamic system, reflected mostly in a specific set of competencies and their meaning and relevance that are assigned to a role by the hiring manager.

After sourcing the candidates, we begin indepth assessments. We try to put ourselves in our clients’ shoes and look at candidates as they might do. We do that by running structured competencybased interviews. Moreover, if a client wants additional information about candidates, we use Hogan personality tests to learn more about their drivers, strengths and “derailers” at work.

EXECUTIVE SEARCH, TRAININGS, AND HUMAN CAPITAL CONSULTING ARE INTEGRAL PARTS OF OUR PEOPLE SOLUTIONS BUSINESS, AND WE PROVIDE THE FULL SCOPE OF HR SUPPORT

• ICAP Group is an international business organisation that has operations in many EU countries.

Do your standards in Serbia match EU standards?

Are you planning to launch any new services or products this year?

- Definitely. ICAP Group is one of the most successful business services groups in South-eastern Europe, with a strong presence in Serbia, Greece, Bulgaria, Romania, Bosnia-Herzegovina and Cyprus. Apart from operating in EU countries, we also have strategic partnerships with top international companies such as Google, Huthwaite, Hogan, Cut-e and Northgate Arinso. Specifically, as far as our core business is concerned, this year we are launching a new B2B online platform (www. icapb2b.rs) allowing our customers to access all kind of business information through Internet concerning legal entities on the Serbian market. ■

CAP Group is one of the most successful business services groups in Southeast Europe, with a strong presence in Serbia, Greece, Bulgaria, Romania, Bosnia-Herzegovina and Cyprus.

• ICAP provides a wide range of B2B services on Serbian market. When it comes to HR consulting, you provide executive search, training, and various consulting services. Which of these services are required most often on our market?

- Executive search, trainings, and human capital consulting are integral parts of our People Solutions

Business, and we provide the full scope of HR support. We help clients attract talented people, support the development and training of employees, and facilitate in creating an environment based on teamwork, motivation and reward. Basically, we help companies achieve high performance and become an employer of choice. We also support employees from our client companies if they become redundant, through outplacement projects in which we enhance their employability by providing psychological support and “technical” guidance: from writing CVs to networking with prospective employers successfully. Not many HR companies in Serbia provide such

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GEORGIOS PANOUTSOPOULOS, COUNTRY MANAGER,

• On which criteria do you base your assessments of prospective business leaders before recommending them to clients for specific positions?

- We always start our executive search projects with diagnosis and profiling. We want to identify the company’s needs and define the search profile precisely, as one of the success factors in placing the right candidate depends on open communication between the consultant and the hiring company. Therefore, we agree on the experience and competences needed for a specific role, as well as the expectations from a prospective candidate.

This phase of aligning with the company’s view is

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INTERVIEW

From Agreement to Efficiency The aim of iConsult is to create efficient solutions using minimal resources that companies already possess, which are then upgraded with a new structure that does not encumber on the employees or the company segments. Our aim is to develop solutions that will be efficient and yield results while utilising the resources that the company already has and upgrading them with a new structure that does not impose on the employees or the company.

SENIOR PARTNER, ICONSULT D.O.O.

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or over a decade, iConsult has been working on improving business and processes of its clients through training, employee performance management systems, consulting and other human resource services.

During this time, iConsult has always insisted on achieving efficiency through knowledge, transparency, control and management skills.

• The scope of your offering ranges from employee management systems and measuring their performance to various types of advanced skill trainings. Which of these services are the most popular among your clients in Serbia?

- We are experts at performance management systems which enable our clients to improve their employee management skills and processes through providing contemporary transparent management tools with the end result of higher employee efficiency and better control.

Our services are tailor-made for each client and their goals, which they appreciate because it guarantees them efficiency. This approach is also proven to be the most useful and most cost-efficient. It is very difficult to single out our most popular services because all of our methods and tools are compatible, and we often combine them. Furthermore, when developing complex systemic solutions, we use other tools like employee training or evaluation in different

• Could you give us an overall estimate of the quality of the public sector employees compared to the private sector in the context of “having the right people in right places”?

- The biggest problem in the public sector is under-competent management. Our experience with working with the public sector has shown that management positions are usually occupied by some “experts” (e.g. engineers or computer programmers) that are not competent enough to be managers because that is not what they were trained for. Usually, they work on operational tasks together with their

BY HIRING EXTERNAL EXPERTS YOU ARE GETTING UNIQUE AND PRACTICAL EXPERIENCE, WHICH IS OF UTMOST IMPORTANCE, IN ADDITION TO OBJECTIVITY AND IMPARTIALITY, WHICH, IN TURN, REDUCES THE MARGIN FOR ERROR • Measuring employee performance in the salary context is quite a delicate segment of your work. How much can this process improve organisation and management, reduce overhead and provide other benefits for the company?

- It can do all of that to a fairly large extent, providing that that the new system corresponds to the company’s realistic needs and aims, and is properly implemented. The best people to implement this system are the people who have sufficient knowledge and experience in this area.

• Could you tell us why hiring external performance management consultants is a growing trend in the world?

- By hiring external experts companies are get-

employees rather than being engaged in organising the actual work. Unfortunately, this is also often the case in the private sector too, but in this sector, the companies invest more in educating their managers with the aim of improving their executive skills. Our starting point is usually evaluating managerial skills of executives after which we create tailor-made management training sessions or systemic solutions that help them to manage better, all based on the company’s realistic needs. The situation with the management potential in the private sector is not that bad, and we provide excellent solutions and tested tools that will help them to improve. Oftentimes, we manage to achieve exceptional results with very small investments. ■

GERMANY 2012

IVANA MRKALJ,

• It has been announced that many large public enterprises will be restructured in the course of the economic reforms in the country. In which segments can iConsult help in order to achieve the most efficient results?

- The main issue here is the conventional approach to changes without clearly respecting the idiosyncrasies and the environment in which the particular company operates. Our expertise can help them to find formats that will be applicable in the given circumstances and that will yield the desired results.

ting unique and practical experience, which is of utmost importance, in addition to objectivity and impartiality, which, in turn, eliminating the margin of error.

Human Resource Management in Serbia 2016

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INTERVIEW

Eliminating Fear of Public Speaking The experiences of the Media Skills Agency show that it is fundamental for political and business leaders to work harder on their speech culture and more suitable communication styles.

Fear of public speaking is often the most common problem SLAĐANA ADAMOVIĆ ILIĆ FOUNDER OF MEDIA SKILLS

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n the contemporary business environment and especially among business and other leaders, more and more attention is being given to public speaking and communication skills. The Media Skills Agency conducts its training courses in line with the highest standards while applying American methods in training clients for public speaking.

• Unlike other similar agencies, Media Skills holds unique media and public speaking courses. How did the Serbian market react to the new opportunities that you offer?

when a lot is expected from communication skills.

it, we use American methods and advice from Harvard University.

• Could you elaborate on this comprehensive project?

- We offer our clients the opportunity to pick their trainers and the programmes they wish to attend. Our guest lecturers are reputable TV editors, anchors and reporters who have considerable experience in working for global media outlets like CNN, BBC, Al Jazeera, Deutsche Welle, The Guardian and others. Lectures can be individual or in groups, but our advice is to go for the one-on-one education which

• Media appearances and communication skills are very important in the US. What is the situation like in Serbia?

- Look at Donald Trump and you’ll realise just how important is to be convincing in public appearances. Whether you like him or not, his statements are always reported. I remember that, at the beginning of the election campaign in the US, many global analysts predicted that Jeb Bush would be the next US president. As it turned out, Trump unexpectedly beat him in South Carolina, the traditional stronghold of the Bush family and the state where they had many supporters. Based on my TV experience, I think that our politicians need to improve significantly their speech culture and have a more suitable communication style. Businesses are also becoming more interested in our work. Business people are very keen to improve their presentation skills.

FEAR OF PUBLIC SPEAKING IS ACTUALLY THE BIGGEST ROADBLOCK AND TO ELIMINATE IT WE USE AMERICAN METHODS AND ADVICE FROM HARVARD UNIVERSITY - Bearing in mind that our programme is geared towards middle and top management and that the pharmaceutical and health industry have expressed a great interest in it, we can confidently say that we are very satisfied with our results so far.

Since we opened in February, we have held seminars for over 30 national and international companies, in addition to various public speaking courses, attended by representatives from the 14 most influential national institutions. We are so glad to see that business leaders have recognised the importance of our programme at a time

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brings the best results. One of the most renowned diction professors, Radovan Knežević, Ph.D., gives practical workshops featuring the most important speeches from the history of rhetoric. We also prepare our clients for political, lecturing and other types of appearances. Furthermore, we provide simulations of TV appearances and giving statements to the media in a lifelike environment with a camera, lights and the assistance from reporters, cameramen, directors, script editors and stylists, if required. Fear of public speaking is actually the biggest roadblock and to eliminate

• How compatible are your training courses with the EU standards and procedures?

- Media Skills conducts its courses in line with the highest standards, applying American methods in training our clients for public appearances. Also, we are cooperating with the Gustav Käser Swiss training centre in Serbia. ■

● MEDIA TRAINING ● SIMULATION OF TV APPEARANCES ● DICTION / CULTURE OF SPEECH ● SEMINARS ON PUBLIC PERFORMANCES ● COMMUNICATION AND PRESENTATION SKILLS ● CODE OF ETIQUETTE AND DIPLOMATIC DRESS

MEDIA SKILLS - Agency for media education, production and consulting Address: Bulevar kralja Aleksandra 26, 11000 Belgrade, Serbia Phone: 011 3233300, Mob: 063 360236 Email: office@mediaskills.rs, www.mediaskills.rs Human Resource Management in Serbia 2016

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INTERVIEW

Harmonising Education With Market Needs The Belgrade Chamber of Commerce’s Education Centre holds a substantial number of training courses. In 2015 alone, the Centre held over 160 different seminars and workshops on various topics, with over 2,000 people attending

MILIVOJE MILETIĆ,

PRESIDENT OF THE BELGRADE CHAMBER OF COMMERCE

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he Belgrade Chamber of Commerce is known for encouraging and promoting different forms of cooperation among business people through the establishing of bilateral and multilateral contacts and cooperation both in the country and abroad.

• As a professional business organisation which communicates to some extent with businesses, what do you think about the trends in the area of HR management, among Belgrade companies?

there is a discrepancy between demand and supply in terms of work profiles. The majority of unemployed persons are high school graduates and their know-how is simply not attractive enough for today’s employers.

There is on the market a constant demand for IT specialists, computer programmers, experienced managers, experts with broad education, as well as for certain specialists both from service and production sectors. It is of great importance that all labour market stakeholders actively participate in net-

IT IS HIGHLY IMPORTANT FOR EVERYONE IN THE LABOUR MARKET TO WORK ACTIVELY ON THEIR OWN NETWORKING, DEVELOPING AN ENTREPRENEURIAL SPIRIT, ADOPTING NEW AND CREATIVE IDEAS, IMPROVING TEAMWORK AND RAISING THE OVERALL BUSINESS CULTURE - The economy of our capital participates with almost 38% in the GDP of the Republic of Serbia, and it can be thus considered as a good indicator of the economic situation and trends of the country. Human resources are definitely the biggest potential of Belgrade. However,

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working, entrepreneurial spirit development, implementation of new, creative ideas, and teamwork and business culture promotion. Human resource management should be committed to further education, knowledge upgrading and training of employees.

• The Belgrade Chamber of Commerce has organised quite a few seminars and other forms of professional trainings for companies’ employees. How much attention is given to the efficient engagement of the workforce and new trends in this segment?

- The Belgrade Chamber of Commerce’s Education Centre holds a substantial number of training courses. In 2015 alone, the Centre organised more than 160 different seminars and workshops on various topics, with more than 2,000 attendees. Our programmes are innovative, competitive and we are showing a great responsibility in choosing highly qualified teachers. As a result, our attendees become more effective at work and 97% of them are satisfied with our services.

We certainly expect further demands from companies for our trainings, within our continuous education programs, in different economic sectors.

Companies’ motive is to improve their position on demanding market. Continuous professional education is the best way to maintain the quality of HR and have more efficient employment at all levels.

• The Chamber also organises meetings among business people from Belgrade and other towns in the country and abroad. How much attention do your clients pay to HR management as means to increase efficiency?

- The Belgrade Chamber of Commerce encourages and promotes different forms of cooperation among business people by establishing bilateral and multilateral contacts and cooperation both in the country and abroad. In that sense, we all agree that human resources present the most important resource in an organisation, and they should be treated with the utmost care and interest. The fact remains that people, their development, capacity and motivation, as well as the way in which they are managed, are the key factors of competitiveness and development for any organisation.

Exchanging experiences in this area is certainly invaluable, and the Belgrade Chamber of Commerce will persist in doing its best to continue with this practice of organising meetings among business people.

• How do business leaders react to this, and do you think they are willing to apply new HR management solutions in the companies they manage?

- Our business leaders are aware of the growing importance of HR. They know that the efficient management of these resources is of strategic interest to the organisation itself. This is something that can provide them a competitive edge because it is one of the main prerequisites to develop a strong, competitive company. Able, competent and skilful workforce is ready to respond to all the challenges and changes in business environment. HR management uses innovative strategies and policies, with an emphasis on education of the employees their capacity building. Formal and informal types of education are carried out simultaneously in Serbia.

• There are many public and private enterprises operating on the territory covered by the Belgrade Chamber of Commerce, and some of these companies employ hundreds,

even thousands of workers. What is the overall situation regarding labour skills?

- Belgrade’s share in the overall number of companies and employees in the Republic of Serbia is 45% and 23% respectively. Several decades ago, the Serbian educational system used to produce high quality workers and internationally recognised experts who, unfortunately, had been unable to find jobs in national companies and subsequently left the country. The current structure of our workforce is such that it requires continuing education and acquisition of know-how. The lifelong learning concept has become imperative for the current generation of employees, and this is implemented through informal education. At the same time, formal education is being reformed with the goal of producing a highly qualified workforce.

The modern chambers of commerce present a driving force of change in developed economies, providing as well the support to the science and business community, through a dual education model and efficient communication. The Serbian chamber of commerce system is currently being modernised, in order to be able to respond to the economic challenges, support businesses and reinforce the partner relationship with the government in the EU accession process.

• Are businesses in Belgrade satisfied with the level of high school and university education among young people and their willingness to work?

- There is no doubt that our educational institutions are solid, but the problem is that, for a very long time, educational programmes have

been lagging behind technology and market requirements. According to our information, employers are only partially satisfied with the knowledge that young people get from high schools and universities. The biggest complaints are related to the lack of practical knowledge, as opposed to theoretical. Also, businesses have problems when new employees take too long to start work independently, and their lack of creativity and motivation, often a result of job insecurity, small salaries or an inability to progress.

Improving our educational system, that is to say making our educational programmes more modern and flexible, properly implementing the programmes and making them more attuned to market needs, is certainly something that needs work.

• What seminars and educational gatherings for HR managers and workforce are you planning in the near future?

- The Belgrade Chamber of Commerce’s Education Centre regularly holds seminars covering various topics – commerce and finance, project management, writing EU projects, IT training, legal, management, quality management, and HR. And we are constantly expanding.

I would also like to single out our innovative education model that we began to offer late last year, following our two-day business seminar, held in April that was attended by the 10 most prestigious Serbian companies. We used the seminar to promote our Case Study Business Simulation where we successfully presented educational opportunities offered by this platform. Soon we will hold a Simulation for different sectors – banking, pharmaceutical, telecommunications and other.

We are constantly researching economy’s needs for new educational formats, and our task is to successfully implement these formats in cooperation with the top lecturers and to further position the Belgrade Chamber of Commerce as widely recognised and reliable partner. ■

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INTERVIEW

At Least 10 Reasons for Skills The story of ‘Skills’ started in the last century, or in 1996, to be precise. Back then we were the only training company in Serbia. In the last twenty years we have been working hard to develop and adopt new workforce knowhow and skills

DRAGAN ĐORĐEVIĆ, DIRECTOR, SKILLS

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t Skills we combine knowledge, skill, passion and innovation.

We continuously come up with new ways to further develop human skills. Our impressive list of clients is the best possible reference that we can provide.

We think that developing people is tantamount to developing business. This is the key component of the success of

proud. More than 36,000 people have to date attended our training courses and teambuilding events.

2. LIST OF REFERENCES WITH 306 + CLIENTS We are extremely proud to say that our list of references includes more than 306 companies. This number gains added importance when one considers

WE ARE ABLE TO OFFER YOU MUCH MORE THAN JUST AN ‘ORDINARY’ TRAINING COURSE, OR A ‘TRAINING ONLY’ TYPE COURSE. WE DEVELOP OUR PROGRAMMES BY TAILORING THEM TO MEET YOUR NEEDS; WE DO NOT ADAPT YOUR NEEDS TO SUIT OUR TRAINING COURSES any company. By training employees and developing their skills, companies gain a substantial corporative advantage on the market.

Here are at least 10 reasons why you should contact us:

1. OVER 36,000 PARTICIPANTS Young people just embarking on their career paths, people attending training courses for the first time, as well as experienced managers holding top positions in their companies, have all gained benefit from our innovative, practical training methods, of which we are truly

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the fact that we deal exclusively with in-house training. We have worked with different industries, both domestic and multinational companies, as well as the public sector.

3. SKILLS INNOVATIVE LEARNING EXPERIENCE – OUR METHODOLOGY © We are able to offer you much more than just an ‘ordinary’ training course, or a ‘training only’ type course.

We develop our programmes by tailoring them to meet your needs; we do not adapt your needs to suit our training courses. We only hold ‘in house training sessions’, as we are fully aware that

each client is special and, consequently, it will be our pleasure to adapt our training to your needs. It is crucial to highlight that we apply the 80/20 method, i.e., the method that includes 80 per cent practical work and 20 per cent theory.

4. ‘’OLD SCHOOL WISDOM, NEW SCHOOL DELIVERY’’ In our business, as well as in designing and staging training courses, we rely on our trainers’ experience and knowledge. At the same time, we follow and create trends and keep up to date with new technology and current tendencies, both in the world and at home. As a result, a Skills training event includes elements of ‘both worlds’.

members) throughout Serbia and in neighbouring countries (Montenegro, Croatia, Slovenia, Austria, Macedonia, Greece and Italy), holding sessions in both Serbian and English... The major news in 2016 is our TeamBonding programme, which is actually teambuilding with a twist. That is a cooking (grill) competition with some additional creative activities. For more information, visit our website www. teambuilding.co.rs

that companies with innovative ideas are far more successful than those that lack such ideas. As such, in 2011 we decided to take another step forward and set up Q Space, a club for those interested in innovations and change management. Various innovations which are now an ‘integral part’ of each of our training courses originated there. For more information, visit our website www.q-space.rs

8. HR+ We are founders of the HR PRO Club, the first and biggest association of HR professionals in Serbia. Founded in 2003, the HR PRO Club has for years

10. CORPORATE SOCIAL RESPONSIBILITY (CSR) The Skills firm, headed by its management and staff, deeply believes in, and supports strongly, the concept of corporate social responsibility.

WE ARE FOUNDERS OF THE HR PRO CLUB, THE FIRST AND BIGGEST ASSOCIATION OF HR PROFESSIONALS IN SERBIA. FOUNDED IN 2003, THE HR PRO CLUB HAS FOR YEARS COMBINED EDUCATION AND EXPERIENCE SHARING WITH SOCIALISING EVENTS FOR HR MANAGERS

We have conducted different campaigns for free education, organised group donations and promoted CSR activities as a business model. Some of our partners include UNICEF, Dobri Rodjak, Mali Svet et al.

Consider these two as bonuses for you :)

of our trainers for at least five years. When several Skills trainers work for you, what you get is synergy-enhanced training quality, due to their flawless teamwork and the Skills methodology.

11. DOG FRIENDLY COMPANY As of the end of march 2016, Skills is probably the only dog friendly company in Serbia. In other words, you can bring your dog and we have food, toys and even a host – our own dog, Don. http://www.skills.rs/aktuelnosti/dog-friendly

5. EXPERIENCE TRAINING CENTRE We have a unique training centre, the Experience Centre (www. experiencecenter.rs). This multifunctional, multipurpose and multimedia space, equipped with the state-of-the-art tools needed to stage our training courses, is situated in New Belgrade’s Yu Business Centre.

6. TRAINERS We can always provide you with a trainer who has considerable experience and expertise in the relevant training field. We cooperate with 14 trainers, each of whom has an average of 17 years of experience in the relevant training field.

We have been cooperating with all

7. TEAMBUILDING AND TEAM BONDING: NEW PROGRAMME FOR 2016 Teambuilding events are our ‘middle name’ and something for which we are known on the market. We have worked with large teams (up to 450 people), as well as very small groups of people (six

combined education and experience sharing with socialising events for HR managers. We are proud of the events that we have organised, such as HRadionica and HRevolution. Our LinkedIn group boasts over 600 members. This year will see some new projects launched, which were promoted in April. For more information, visit our website www.hrpro.rs.

9. Q SPACE Innovation has always been part and parcel of the way we do business. It is common knowledge

12. AAH! Our director, Mr Dragan Đorđević, is founder of the Association of Authentic Hedonists AAH! www.aah.rs, but that's another story. ■

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INTERVIEW

Employees: The Bank’s Biggest Capital Piraeus Bank pays special attention to the recruitment process with the main criteria being education, work experience and prior references. However, a candidate‘s capacity and desire to fit into the unique organisational culture, for which banking sector is known, are becoming increasingly important for employers

BOJANA VESIĆ ANTIĆ,

DIRECTOR OF THE HUMAN RESOURCES SECTOR AT PIRAEUS BANK AD BELGRADE

• Due to its uniqueness, many legal limits, high degree of responsibility, procedures, and standards, the banking sector definitely has particular recruitment demands. What are the main recruitment criteria in Piraeus Bank?

- The basic criteria that a candidate needs to meet in order for us to consider their job application are fulfilling the requirements and demands of that specific job. That is, having relevant experience and education. It is equally important to trust the person that we develop based on market references. Also, as of late, we have been insisting on something that we find very important which is the candidate‘s capacity and desire to fit into our unique organisational culture. Only those employees who really want to fit in and show effort will perform beyond expectations and view their job and work environment as an extended family.

• What is the basis of Human Resource Management in your bank?

- Human Resource Management in our bank is based on constantly improving our organisation-

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al culture, where we view all of our employees as equally important members of a large family. In order to achieve this, our employees need to feel like they belong, and we do this by perpetually working on their professional and personal development. The bank provides the required training for acquiring and advancing their know-how, and improving their competencies and soft skills.

Human Resource Management needs to show the employees that it cares, that the people are the bank‘s most important asset and capital. At the same time, managing people has to be based

HUMAN RESOURCE MANAGEMENT IN OUR BANK IS BASED ON CONSTANTLY IMPROVING OUR ORGANISATIONAL CULTURE, WHERE WE VIEW ALL OF OUR EMPLOYEES AS EQUALLY IMPORTANT MEMBERS OF A LARGE FAMILY on respect, understanding and showing empathy when needed, and, above all, on tolerance and fair rules which are the same for everyone. It is paramount for everyone to adhere to policies and procedures in the same manner.

• Are you satisfied with the know-how, potential and ambition for acquiring more knowledge shown by young graduates that are applying for a job with you?

- Yes and no. Some young people are thirsty for

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• What incentives does the bank provide to motivate their employees to be more productive and efficient?

- We try to create the best possible conditions for

work and advancement. We motivate, and give them special tools and opportunities for development in their desired direction. Both the employees and the bank benefit from this. In order for our people to be more productive and efficient, they need to trust the management, i.e. the people who run the bank, to understand our mission and vision and to feel that their work is appreciated and valued. It is also important for them to know that they are authorised and responsible for making decisions in their scope of work. ■

GERMANY 2012

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f we are talking about Human Resource Management in Piraeus Bank, the accent is on mutual relations, where the bank regularly provides training and works on improving the organisational culture and, in return, expects its employees to be loyal, adhere to procedures and work hard on performing their given tasks.

knowledge, because they understand that knowledge is the basis for progress and receiving benefits. On the other hand, there are people who are convinced that the knowledge they got from school is sufficient, and their focus is solely on rapidly advancing up the corporate ladder. More and more young people already have a pre-defined job criteria and salary range. It has been awhile since I have noticed any hunger for knowledge in these young job applicants. Also, I cannot remember when I last heard: “All I am interested in is learning the job and acquiring as much knowledge as possible. And I am ready to volunteer if need be.”

INTERVIEW

Tailor-Made Client Solutions

Workforce HR offers comprehensive and efficient solutions, tailor-made for each client and its market needs. Some of the services that Workforce offers are staff leasing, recruitment and selection, training and development of human potential

NIKOLA MIJAILOVIĆ,

CEO & Partner, Workforce Group

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orkforce HR bases its business on trust, reliability and a wide range of services harmonised with internationally recognised standards and procedures, as well as on the monitoring and implementation of new trends and solutions for the efficient utilisation of human resources.

• Workforce operates on the basis of tried and tested practices from developed countries.

Could you tell us something about the most important services you offer to your clients?

- Our duty is to recognise the challenges faced by our clients with a view to offer solutions to overcome these challenges. In most cases, our HR agency offers support in staff leasing, recruitment and selection. Staff leasing means that Workforce undertakes the role of a formal employer and carries out all staff-related activities, while the client focuses solely on its business. This format of flexible employment has been used in Serbia for over ten years, and even more so after the arrival of multinational companies. In terms of recruitment and selection, we offer full support in selecting the best possible candidates for a job while applying our reliable Workforce methods. Apart from conventional recruitment sources like Infostud and Linkedln, we also have our own database with over 50,000 candidates.

We handle job ads, CV screening, phone interviews, personality and skill testing (SHL assessment tools), competence based interviews, and presenting the most suitable candidates to the client.

• In this time of challenging economic circumstances and reforms, the job market is rapidly

changing. How does Workforce contribute to improving the job search in Serbia?

- Labour fluctuation is a natural occurrence in the current economic environment. We expect the labour market to become even more dynamic in near future. As an HR agency, we provide support not only to employers, but also to candidates who are looking for a job. Our advantage is that we

have information about employers who are hiring and those who are downsizing. The biggest challenge here is how flexible and adaptable is workforce in the new circumstances.

• What benefits can companies have from Workforce taking over their payroll?

- The main benefit for companies is that they are getting a partner in one of the most important business segments. Trust and reliability are the core values of our organisational culture. By care-

fully listening to the needs of our partners, we deliver tailor-made solutions for their challenges.

These are just a few benefits: • Focusing on core business • Reducing staff-related administration • Overcoming challenges associated with labour fluctuation and reducing employment risks • Headcount reduction • Professionalism and expertise of the Workforce team • In which way is the Workforce HR tool / software solution for HR professionals unique?

- In line with our business philosophy of providing tailor-made HR solutions, we have created the Workforce HR tool, specialised software for HR professionals and anyone engaged in HR. This cloud-platform enables our clients to have centralised management of all HR procedures. The Workforce HR tool simplifies procedures, reduces files, ensures transparency and increases productivity while saving time and money for its users.

The main benefits for clients are: • Database of all hired workers • Electronic records of the staff-related documentation • Transparent cost overview • Data analysis with different parameters • Statistical data processing and reporting ■ More info: www.workforce.rs

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INTERVIEW

Company Composed of Employees In Serbia, and elsewhere in the world, the company is composed of its employees – they are the drivers of innovation, the latest technologies, change and the advancement of all business processes JELENA MARKOVIĆ, HUMAN RESOURCES DIRECTOR AT G4S SECURE SOLUTIONS

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t the heart of every company is also the essence of human resource management – the development of staff within the organisation, finding people with appropriate knowledge and skills outside the company and motivating them to join the team, on the one side, and strategic support to the management as that relates to organisational development with the aim of advancing operations and achieving results, on the other side.

• During your career in human resource management you have worked in various economic sectors, from trade, via telecommunications to banking, while now you are at one of the world's leading companies for the provision of security services. What is the common strategy that you have adhered to in your career to date?

resource management at G4S SECURE SOLUTIONS in Serbia.

• G4S employs over 600,000 people worldwide.

What forms the basis of its common strategy for the selection of employees and which areas of this corporate strategy are implemented in Serbia?

- G4S is the leading company in offering integrated security services and solutions of its customers on six continents. Our global presence in over 100 countries and our experience, as well as the longterm relationship and trust we have built up with our customers, allow us to develop services and security solutions that are leaders on the market.

The G4S brand is today synonymous with the most modern and highest quality services in this field, thanks to our employees and the corporate values that we cherish. In Serbia, just as in any other mem-

G4S IS COMMITTED TO OPTIMISING THE INDIVIDUAL AND OPERATIONAL CAPACITY OF EVERY EMPLOYEE THROUGH THE PRACTICE OF HIRING THE BEST PEOPLE IN ALL WORKPLACES - Looking over my eleven-year experience in this field, I believe that the knowledge of all processes in the field of human resources, understanding the business in which the company operates, constant education and the application of global trends in the profession, and continuous communication with employees at all levels, are the most important elements of success. The professional experience and knowhow that I gained in various industries, and the knowledge of the situation on the local market, have allowed me to develop myself further and profile myself as Human Resources Director, as well as, at the strategic level, installing and overseeing the implementation of human

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ber country of the G4S group, we apply unique HR and corporate strategies, tailored to the needs of the local market and practices. We have ensured this through the uniform application of the principles of corporate human resources strategy in everything we do - PRIDE model (protect, respect, involve, develop, engage).

• The specific jobs done by G4S Secure Solutions Serbia certainly also imply specific requirements when it comes to employees, given the great responsibility towards clients. What are the basic principles that must be fulfilled by employees of G4S Secure Solutions Serbia?

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- The essence of our operations is in providing services to clients at any time. That’s why it is most important for us, as a company, that we are always able to adapt to the needs of the client. In this sense, G4S is committed to optimising the individual and operational capacity of every employee through the practice of hiring the best people in all workplaces, as well as creating an environment where our employees can and want to give their full contribution to the success of the organisation.

This practically means that we employ people who have different knowhow and skills, which enables us to respond successfully to the specific requirements of over 1,000 clients in Serbia.

• In your opinion, does the education system in Serbia provide sufficiently qualified people for the work you do, or is it necessary to conduct long-term training in order to secure qualified associates?

- The G4S team in Serbia comprises about 4,000 employees of various profiles and education, depending on the job in which they are engaged. Although cooperation with local universities is very important to us, and one of the colleges which we collaborate with the most is precisely the Faculty of Security Studies, every member of the G4S team, in addition to the formal vocational education they possess, also passes through special dedicated training and professional practice.

An example of the additional training we organise within G4S Serbia is Introductory training on the values of the company, the code of ethics, safety and security, local and company procedures.

We also work intensively on specialised training programmes for all employees, aimed at providing their licensing for security affairs, which is brought by the introduction of the Law on Private Security. ■