Uma análise ao Estado de FLOW nas Organizações em Moçambique
2023/2024 – 5ª Edição
MOÇAMBIQUE
HUMAN RESOURCES STUDY IN MOZAMBIQUE
An analysis of the State of FLOW in Organizations in Mozambique
2023/2024 – 5th Edition
BY
ABOUT FLOW
Flowgroup is an Organizational Development consultancy that aims to transform individuals and Organizations to develop more constructive work cultures and habits, where employees feel happier and experience continuous growth. We believe that the best professionals in any industry have something that sets them apart, and that something is a different A itude. Our programs focus on cultivating a itude and helping break personal and organizational beliefs to assist Organizations in achieving be er results.
Operating in Mozambique since 2012, we specialize in crucial business areas, including Organizational Culture, Leadership, Integrated Human Resources Systems, Assessments, and Talent Acquisition.
We believe that the purpose of work is to achieve the state of “Flow” - an almost euphoric state of complete immersion and concentration that leads to extraordinary results. Any employee can experience the Flow state, and part of our mission is to help more employees and Organizations reach it.
Organizations that foster Flow experiences among their employees are also promoting their own state of Flow. It is in this virtuous circle that extraordinary results emerge, and frustrations fade away. This is where highperformance teams and Organizations are born.
High performance is being in Flow. That is its secret, and it is within reach for all of us.
Business does be er with People in Flow.
CHECK-IN
It is with great enthusiasm that we launch the fi h edition of the Human Resources Study in Mozambique, a significant milestone in our journey of providing valuable insights to Organizations in Mozambique. Since the first edition of the Study, our commitment has been clear: to deliver a quality study that can inform strategic HR decisions based on concrete data, and this year is no exception.
A er five editions, we are introducing a long-considered theme - the state of Flow in Organizations in Mozambique. Therefore, in addition to the analysis of classic HR priorities and trends, we will explore this transformative concept that profoundly impacts employee performance and well-being.
The state of Flow, inspired by Mihaly Csikszentmihalyi’s model, is not just a concept but a philosophy that permeates the essence of our company, reflected even in our brand.
With this edition, we aim to provoke deep reflection on how Organizations can create environments that foster the state of Flow among their employees - where challenges and skills are in harmony, resulting in optimized performance and driving personal satisfaction.
We hope to continue adding value to the business community with a holistic view of the future of work in Mozambique, going beyond the data and analyses of a typical study. We remain commi ed to driving progress and excellence in human resources management, empowering Organizations to reach their full potential.
Our heartfelt thanks to everyone who contributed to making this edition possible, and we hope this study serves as a source of inspiration and guidance for those seeking to enhance their people management practices and promote a more productive and rewarding work environment.
Daniela Neto Partner, Flowgroup
ABOUT THE HUMAN RESOURCES STUDY
This is the 5th Edition of the Human Resources Study in Mozambique - the only study in Mozambique focusing on HR programs, trends, and priorities. We are excited to share the developments observed in this ongoing reflection on HR programs, trends, and priorities in our country.
This year, we decided to bring a different perspective to the study by exploring the theme of the state of Flow in Organizations in Mozambique. To enrich this analysis, we invited professionals from various fields and roles to share their experiences, providing a comprehensive view of the state of Flow in their professional activities.
The survey was launched in October 2023, targeting all professionals working in Mozambique, from CEOs and HR professionals to various roles within Organizations. Notably, we introduced a dedicated platform for responses, enabling personalized reports on the state of Flow for each respondent.
We retained the 10 programs from the previous edition, linking each of them to the state of Flow.
Data collection was conducted through 252 responses, involving over 100 Organizations from different sectors. Among these, we had the valuable contribution of 20 CEOs, 44 Directors, 44 Managers, and 144 professionals with various roles in the Organization (staff ), with 24% of them having connections to the HR universe.
We ensured comprehensive representation from all provinces, sectors, industries, and organizational sizes, promoting participation from the business community nationwide.
HIGHLIGHTED RESULTS
TALENT ACQUISITION
TALENT RETENTION
TALENT MANAGEMENT
LEARNING AND DEVELOPMENT
ORGANIZATIONAL CULTURE
HEALTH AND WELL-BEING AT WORK
TALENT MANAGEMENT
TRAINEES)
TALENT ACQUISITION
COMPENSATION AND BENEFITS
TALENT RETENTION
CAREER AND SUCCESSION
Priority level by comparison group
From
LEARNING AND DEVELOPMENT
TALENT ACQUISITION
INTEGRATION OF YOUNG PEOPLE (GRADUATES, INTERNS, TRAINEES)
TALENT RETENTION
HEALTH AND WELL-BEING AT WORK
CAREER AND SUCCESSION
PEOPLE ANALYTICS
TALENT RETENTION
CAREER AND SUCCESSION
TALENT ACQUISITION
LEARNING AND DEVELOPMENT
COMPENSATION AND BENEFITS
PEOPLE
From most priority to least priority Results from the 5th edition | 2023 1
ORGANIZATIONAL
TALENT
LEARNING
HEALTH
HEALTH
OF
ORGANIZATIONAL CULTURE
CAREER AND SUCCESSION
TALENT ACQUISITION
ORGANIZATIONAL
PEOPLE ANALYTICS
HEALTH AND WELL-BEING AT WORK
COMPENSATION AND BENEFITS
Comparing the projected perspectives from the 4th edition of the Human Resources Study, which forecasted for the year 2023, with the observed reality in the 5th edition reflecting the year 2023, and the projections for the next 12 months (2024), significant adjustments in strategic priorities of Mozambican Organizations stand out.
Initially, Talent Management led the priorities for 2023, followed by Talent Retention and Learning and Development. However, the past year’s reality revealed a scenario where Compensation and Benefits took the lead, followed by Integration of Young People into the Workforce. This deviation points to a dynamic focus shi within Organizations, demonstrating agile responses to emerging needs.
Looking ahead to the priorities for the next 12 months, Talent Retention takes the primary position, indicating a heightened emphasis on strategic employee retention. Talent Management, although still relevant, descends to the second position, suggesting organizational strategy adjustments. Additionally, Talent Acquisition and Integration of Young People into the Workforce stand out with notable advancements, showcasing proactive a ention towards recruiting new talent.
Analyzing the projected global investment for the next 12 months, a significant change in resource allocation is evident. Learning and Development takes the top position, reflecting a continued commitment to
Organizational
Culture and Health and Well-being at Work also hold significant positions, indicating a growing recognition of the importance of well-being and culture in the workplace.
Examining insights across different comparison groups, CEOs emphasize Organizational Culture and Compensation and Benefits, highlighting a focus on workplace environment and remuneration. HR Executives prioritize Talent Management and Learning and Development, while the HR Team places emphasis on Talent Retention and Career and Succession, demonstrating comprehensive talent management.
Distinct priorities across different regions of the country show a diversified approach.
In the North Region, Talent Management leads, while in the Central Region, Integration of Young People takes prominence. In the South Region, Talent Retention is prominent, reflecting a concern for strategic retention.
The analysis by industry reveals tailored strategies. In Agriculture and Fishing, the Compensation and Benefits program is crucial. In the Accommodation and Food Services sector, Talent Retention leads, driven by inherent high turnover challenges in this industry. Retail and Trade focus on Talent Management for operational efficiency, while the Energy and Natural Resources industry emphasizes Organizational Culture, aligning with sustainability.
Industries like Logistics, Health, and Services prioritize Talent Retention, while Financial Services prioritize Talent Acquisition. Development Agencies place Career and Succession at the top, underlining organizational development.
The comparative analysis between the projections for 2023, the observed reality, and the projections for the next 12 months reveal notable adaptability in the strategic priorities of Mozambican Organizations. The shi from Talent Management to Compensation and Benefits, followed by a renewed emphasis on Talent Retention, signals agile responses to emerging needs. Investment in Learning and Development, along with the growing importance placed on Organizational Culture and Workplace Health, highlights a continued commitment to employee development and well-being in the workplace. The variation in priorities across different regions and industries demonstrates an approach tailored to different regional and sectoral realities, reflecting Organizations’ dynamic ability to adjust strategies to optimize organizational performance.
LEADERSHIP DEVELOPMENT
EVP (EMPLOYEE VALUE PROPOSITION)
INTERNAL TRAINER TRAINING
EMPLOYEE MENTORING
CYBERSECURITY
ALL-IN-ONE SOFTWARE
AGILE PEOPLE MANAGEMENT MODELS
FLEXIBILITY IN THE WORK MODEL
CORPORATE UNIVERSITY
DECENTRALIZED HR
In a comprehensive analysis of Human Capital trends, a notable convergence in priorities is observed, with Upskilling emerging as a significant investment trend in employee skills development, followed by Onboarding, underscoring the importance of cultural alignment from the outset in the Organization. Digital Transformation assumes a prominent role, reflecting the need to digitize processes and systems.
From the perspective of CEOs, there is a significant emphasis on Leadership Development and Employee Mentoring, signaling a commitment to developing leaders and providing individualized guidance to employees. Upskilling remains crucial, aligning with an investment in internal growth.
HR Executives prioritize Employee Mentoring, indicating a focus on the positive influence of organizational models. Upskilling remains
vital, while Cybersecurity gains prominence, reflecting a response to emerging concerns.
Within the HR Team, Upskilling leads the way, followed by EVP (Employee Value Proposition), suggesting a special focus on the value proposition for employees. Onboarding and Work Model Flexibility are also considered priorities.
The perspective of the Remaining Organization underscores the importance of Onboarding, followed by Upskilling and Digital Transformation. All-in-One So ware solutions emerge as a trend, indicating an effort to centralize HR processes.
Overall, there is a convergence on several trends globally, but the nuances in priorities for each group indicate an integrated approach, where skills development, employee experience, and digital adaptation play fundamental roles. This strategic alignment is crucial for addressing challenges and promoting sustainable growth within Organizations.
Upskilling: The New Frontier for Human Capital Development in Mozambique
In the Mozambican business landscape, the constant evolution of human resources management practices reflects not only the pursuit of efficiency but also the adaptation to the changing market needs. In this dynamic context, the results of the Human Resources Study reveal a clear and impactful trend: Upskilling emerges as the top priority for Organizations in 2024.
The term “Upskilling,” referring to the investment in developing employees’ skills, has been highlighted as an essential strategy for specialization and talent retention. In an increasingly competitive and volatile market, Organizations recognize the importance of valuing internal capital by investing in the empowerment of their own employees.
The collected data reflects this trend. Upskilling
has emerged as the number one priority for HR teams, ranked second among HR executives and the rest of the Organization, and third among CEOs. This convergence of perspectives underscores the significance a ributed to internal skill development as a catalyst for organizational growth.
However, the emphasis on Upskilling does not occur in isolation. It is intrinsically linked to other trends identified in the study, such as Leadership Development and Employee Mentoring. The synergy between these practices reflects a holistic approach to talent management, where empowered leadership and continuous support for employees are fundamental to the success of skill development initiatives. It is noteworthy that flexibility in the work
model, despite its growing importance in a post-pandemic context, did not reach the top positions in the priorities of HR leaders and employees. This data suggests a greater emphasis on valuing skills and investing in human capital as key strategies to drive organizational growth. Furthermore, it is crucial to contextualize these trends within Mozambique’s economic and business landscape. In an environment marked by digital transformation and increasing global competition, Organizations face the challenge of adapting quickly to changes and cultivating an environment that fosters innovation and continuous development.
In this sense, Upskilling is not only a response to the demands of the present but also an investment in the sustainable future of Mozambican Organizations. By empowering employees with the necessary skills to
tackle current and future market challenges, companies are not only strengthening their competitive position but also contributing to the country’s economic and social growth.
This human capital trend emerges as a central strategy in the pursuit of excellence and innovation, highlighting Organizations’ commitment to investing in their greatest asset: their people. By prioritizing skills development, companies aim not only to ensure their relevance in the market but also to promote an enriching and stimulating work environment for their employees, driving long-term growth and prosperity.
Overview of different states in organizations in Mozambique
The research findings on different Flow states in the workplace within Organizations in Mozambique suggest a positive outlook, particularly regarding the Flow state, which is fundamental for employee well-being.
The majority of respondents are in the Arousal state, indicating a need to acquire skills to tackle significant challenges. The high predominance of the Control state reflects competence in dealing with moderate challenges, contributing to a productive environment. However, the limited presence in Flow highlights an area for improvement. Despite the predominant Arousal state, achieving the Flow state, characterized by a balance between challenge and competence, is crucial for both employee and organizational well-being and should not be overlooked.
States of Anxiety, Worry, Relaxation, and Apathy show low results, indicating that overall, employees are not facing significant challenges in these states.
Analyzing by roles, CEOs and HR Executives emphasize Arousal and Control. In the Arousal state, they face challenges, but competence needs to be enhanced to address these challenges. In the Control state, they rely on their competencies to address challenges, although these are moderate. The HR team stands out with significant presence in Arousal, Control, and Flow, revealing a strong connection between challenge and competence.
Considering industry sectors, the Financial and Insurance Services also stand out in the predominant states of this analysis, with a significant presence in Flow. The Healthcare, Logistics, and Services industries show a similar balance between challenge and competence.
In summary, while Arousal and Control are prominent states, the Flow state should be an area of focus to improve employee well-being and satisfaction across different roles and sectors. Strategies to cultivate full engagement in tasks and invest in continuous skill enhancement are crucial to achieve this goal, allowing employees in Mozambican Organizations to enter a state of Flow.
THE DIFFERENT STATES
Apathy
Apathy is a common state in human experience, o en described as a lack of interest, engagement, or motivation towards activities or events around us. In Mihaly Csikszentmihalyi’s theory of Flow state, apathy represents the extreme opposite of the ideal state of engagement and fulfillment.
In a state of Apathy, individuals may feel disconnected from their surroundings, lacking energy or motivation to seek challenges or find meaning in their lives. This state can be triggered by various factors, including monotonous routines, lack of clear goals, or draining life experiences.
To overcome apathy and move towards a more positive state, it is crucial to identify and cultivate activities that spark interest and passion. Se ing challenging goals, exploring new tasks, and finding meaningful
connections with others can help reignite motivation and purpose in tasks.
By recognizing the signs of apathy and taking proactive steps to address it, a process of renewal and personal growth can be initiated, paving the way towards a more meaningful life.
Arousal
In the state of Arousal, challenges stand out as significant opportunities for overcoming obstacles. An individual immersed in this state finds their skills at a midpoint, constantly seeking expertise while acknowledging areas for ongoing development. Each obstacle overcome not only elevates competence but also increases personal satisfaction, establishing a synergistic interaction between effort and reward.
In this moment of engagement and fulfillment, there is an active pursuit of growth and improvement. The individual experiences a state of intense alertness and focus, responding to daily demands with a constant enhancement of their skills. This state is marked by the sense of possibility to achieve maximum potential, embracing challenges that stimulate and substantially motivate.
To transition from this state of Arousal to the desired state of Flow, it is crucial to
identify skill improvement opportunities. The individual must fully concentrate on tasks, eliminating distractions and allowing for complete immersion. Furthermore, seeking feedback becomes an essential step in understanding areas for improvement, engaging in meaningful conversations that provide valuable insights. This path of self-discovery and continuous improvement contributes to the smooth transition from Arousal to Flow, where the balance between challenge and competence reaches its perfection.
Worry
Worry emerges when challenges are presented at moderate levels, but an individual’s skills fall short of what is needed to face them confidently. In this state, individuals experience a certain level of stress when confronted with tasks, aware of the imminent challenges they will face. Insecurity and nervousness are common, requiring strategies to enhance skills and approach challenges with more confidence.
Overcoming worry involves specific actions such as se ing realistic goals, seeking support, and developing appropriate skills. These strategies promote a more confident and resilient approach to moderate challenges, allowing the individual to feel more empowered to tackle tasks.
To transition from this state to the state of Flow, it is essential to build and invest in acquiring knowledge relevant to the role/task at hand. Focusing on past successful experiences, analyzing how they were accomplished, and the skills used, helps reduce nervousness.
Additionally,
Finally, accepting challenges as opportunities for learning and growth rather than threats promotes greater confidence and assertiveness at work.
Relaxation
The state of Relaxation manifests when challenges are low, but an individual’s skills are high, leading to a sense of ease in performance. In this state, tasks appear familiar and easily manageable, creating a relaxing and sometimes satisfying experience. However, it is crucial to recognize the risk of stagnation and lack of stimulation that can arise in this scenario.
Individuals in the state of Relaxation encounter challenges at a lower level, but their skills are perceived as high, generating a feeling of confidence and satisfaction. To optimize this state, it is essential to understand the need for more significant challenges. Exploring new areas, se ing ambitious goals, and seeking opportunities that involve more advanced skills can revitalize the work experience.
Transitioning from this state to the state of Flow involves strategies such as increasing the challenge of tasks, making them more complex, and, if applicable, engaging in some healthy competition. Se ing ambitious goals that
require more from the individual’s capabilities and skills is also an effective strategy to move out of the comfort zone. Additionally, having conversations with key individuals in the Organization or leaders and requesting new challenges can be another important step toward achieving the state of Flow.
Control
The state of Control is characterized by moderate challenges paired with perceived high skills, enabling a confident and focused approach. Individuals in this state feel in command of situations, experiencing a harmonious balance between challenge and competence. This sense of mastery fosters confidence, concentration, and active engagement in tasks, contributing to a productive and satisfying work environment.
When in the state of Control, individuals naturally feel happy and confident in tackling daily tasks. This confidence translates into apparent mastery over situations, resulting in a proactive and focused approach to responsibilities.
However, to avoid stagnation, it is crucial to maintain a proactive approach. Continuously seeking relevant challenges, exploring new areas, and constantly enhancing skills are essential strategies to sustain mastery in tasks.
Transitioning from this state to the state of Flow involves strategies such as increasing the challenge of tasks, making them more complex, and, if applicable, engaging in healthy competitions. Se ing challenging goals that demand more from one’s abilities and skills is also an effective strategy to challenge perceived control over tasks and increase the level of challenges faced. Maintaining true focus on tasks performed will contribute to a state of deeper engagement and ongoing mastery.
Anxiety
The state of Anxiety is a challenging territory where challenges rise significantly, but perceived skills remain below what is needed to face them with confidence. In this scenario, individuals are confronted with tasks that seem too difficult for their current abilities, creating an environment of stress and constant alertness. It’s as if they are at a crossroads, aware of the need for improvement but facing the pressure associated with the unknown.
Anxiety in this state is fueled by substantial challenges that push the limits of individual skills. The feeling of inadequacy can be overwhelming, triggering a stress response and constant alertness, as if they are in a race against time to acquire the necessary skills.
Overcoming anxiety in this state requires a multifaceted approach. Simplifying tasks by breaking them down into smaller parts allows individuals to focus on elements more aligned with their capabilities, thereby easing the management of associated stress.
Se ing clear and realistic goals is crucial, reducing the sense of overwhelm and providing a clearer path to face challenges.
Moreover, acquiring specific skills related to the tasks at hand is essential to increase confidence and approach challenges more calmly. Investing time in enhancing the necessary skills is critical to building a solid foundation, empowering individuals to navigate elevated challenges with greater confidence and composure.
Boredom
The state of Boredom represents a peculiar experience, manifesting when challenges are at a low level of complexity while perceived skills remain at a moderate level. This scenario results in feelings of disinterest and stagnation, where tasks seem overly familiar and do not require the full potential of individual skills. It’s like traveling a monotonous road, where the lack of novelty leads to demotivation and loss of interest.
In this state, daily tasks, no ma er how routine, fail to fully engage the individual, generating a sense of dissatisfaction. The balance between challenge and competence is skewed, resulting in an environment conducive to apathy and demotivation.
Comba ing boredom requires an active and conscious approach. Seeking more challenging stimuli, exploring new opportunities, and reinventing tasks are essential strategies to maintain interest and promote continuous growth. Increasing the challenge of tasks,
finding purpose in daily activities, and staying focused on the tasks at hand are crucial steps to transition from the state of Boredom to the desired state of Flow, where the perfect harmony between challenge and competence is achieved.
Flow
The state of Flow represents the desired state in Mihaly Csikszentmihalyi’s theory, defined by the perfect harmony between challenge and competence. In this ideal state, challenges are presented at a high level, aligning in a balanced way with a person’s skills. The result is an engaging and deeply satisfying experience where concentration reaches its peak, time seems to dilate, and personal fulfillment reaches maximum levels.
Those in the state of Flow face significant challenges, but their high skills make these challenges accessible and stimulating. The individual feels not only focused but genuinely happy and immersed in the activity they are engaged in. Cultivating environments and tasks conducive to the state of Flow becomes essential to optimize the work experience, promoting exceptional performance and psychological well-being.
To maintain this state, it is crucial to stay focused, avoiding distractions that could
disrupt deep immersion. Continuously challenging oneself is another effective strategy, adjusting challenges as skills are honed, avoiding boredom, and maintaining engagement. Additionally, finding meaning in tasks performed, understanding how they relate to personal and professional goals, contributes to ongoing motivation and satisfaction, thus sustaining the state of Flow.
FLOW FOR MOMENT
The Flow Moment section of our study offers a rich and multifaceted perspective on the concept of Flow state, exploring how this unique experience is encountered in different professional domains. Through conversations with prominent professionals in distinct fields, we sought to understand how the Flow state manifests and is influenced by specific work contexts.
The first interview was conducted with a CEO from the corporate world, offering insights into the Flow state in business and leadership. In this conversation, we discussed how leaders navigate constant challenges, make strategic decisions, and create environments conducive to organizational growth.
The second interview was held with a doctor, a central figure in the healthcare world, whose responsibilities demand high levels of concentration, technical skills, and emotional resilience. By delving into the experience of Flow state in this profession, we were able to explore the complexity of medical procedures, the demands of quick decision-making, and the importance of patient interaction.
By contrasting the experiences and perceptions of Flow state between these two distinct professions, we can identify common pa erns. These nuances reveal the multifaceted nature of the Flow state and highlight its adaptability to different professional contexts.
In summary, the interviews provide a unique opportunity to explore the dynamics of Flow state in these two areas, enriching our understanding of how this experience can be cultivated, enhanced, and applied across diverse professional se ings.
Interview with a Chief Executive Officer
Flow state in Leadership
Interview with Dejan Petrovic
By Frederico Ferreira
a prominent figure in the business world, brings with him a rich and challenging professional journey. Starting at Nelt Serbia, a leading company in the sale and distribution of fast-moving consumer goods, Petrovic quickly stood out, shaping practices and routines in partnership with international giants such as Procter & Gamble.
Over the years, Petrovic has faced various stages, from sales representative to Country Manager, exploring sectors as distinct as logistics, human resources, and finance. His career is not limited to a linear trajectory; instead, it is a narrative of adaptation, learning, and visionary leadership.
Dejan’s experience goes beyond numbers and business strategies. He shares how the Flow state influenced his journey, from the initial challenges in Serbia to the successful establishment of businesses in African countries like Zambia, Mozambique,
and Zimbabwe. His journey in the sugar industry with DNA – National Sugar Distributor is a testament to his ability to create conducive environments for success, keeping teams motivated and in harmony.
By exploring the different phases of Petrovic’s career, this interview offers a unique insight into how the Flow state can be a catalyst for professional growth and business excellence. We invite you to delve into the intricate tapestry of Dejan Petrovic’s career and discover the valuable insights he shares about leadership, teamwork, and the fundamental role of the Flow state in the corporate environment.
How was the beginning of your career?
I started my career in 2003 at Nelt Serbia, which is a fast-moving consumer goods (FMCG) sales and distribution company, and there was an open position for a sales representative where more than 1000 candidates applied. Ge ing in wasn’t easy, and I was fortunate to be admi ed. I began working for Nelt Serbia in a division of Procter & Gamble, the world’s largest producer of fast-moving consumer goods. The US-based company owns many leading international brands. Policies, practices, and routines are exchanged in partnership with Procter & Gamble, which set us apart from other companies at the time.
The owners of Nelt were very open to accepting the know-how and knowledge from P&G,
Dejan Petrovic, current Managing Director of DNA – National Sugar Distributor, and
and that really made a big difference. The routine from the first day I went to work was organized, very disciplined, and properly planned in terms of timing. When the day started, there was a brief meeting with the sales supervisor. We had a team of five sales representatives and one supervisor.
Do you remember experiencing the Flow state at that time?
I remember that on my first day, I didn’t have breakfast or eat anything until I returned to the office in the late a ernoon. So that was my first experience, and it was so dynamic because the sales plan was so ambitious that I worked with all the sales representatives.
There were a number of planned retailers to be visited and defined steps for each visit, and I had to follow the plan. It was really something I wasn’t expecting at that time, the way it was organized, and I can definitely connect that to the Flow state, which is the topic of discussion. There was a flow from the moment you entered the office until you finished. The whole day was in flow. Why was that? Because there was a specific and structured plan to follow throughout the day!
To what extent did this dynamic and Flow state help you in your career, as you mentioned?
That’s a very relevant topic, even for the field sales representative level I was at the time, where the goal was to visit a specific number of stores and achieve a certain success rate. Having in my plan a structure of what you want to achieve, priorities, daily, weekly, or monthly follow-up of my goals, and not just going out and asking store owners what they want.
The Flow state allowed me to deliver good results, and a er a year, I was promoted to sales supervisor in the food division with global leaders in that segment, such as Wrigley and Mondelez company. I felt that my responsibility was now to bring the Flow state to a team, which was a different scenario from before, where I only had to focus on myself. I had to create an environment where we could work together and achieve the Flow state. It was a sensational experience, and we also achieved outstanding results. The commitment and dedication were incredible!
But you didn’t stop there? What new challenges arose, and how did you experience the Flow state again?
In 2006, I was promoted to Sales Director in Macedonia. It was another experience and another challenge, but it also exposed me to other global FMCG players like S.C. Johnson, among others. A larger Organization, more divisions, and a diverse product portfolio. I was eager because everything was new to me, and I tried to apply the same strategies from the previous scenario. It took some time to absorb the differences, and once absorbed, combining my personal touch with the team members’ experience and establishing a good relationship helped us achieve results. I always emphasize that the Flow state is a prerequisite for good results. That’s what I learned, and that’s what I believe! However, to reach the Flow state, there is also a precondition for creating that teamwork environment, and there are steps to achieve it.
In 2008, I was promoted to Managing Director, which exposed me to other sectors like logistics, HR, and finance besides sales, which was my area of expertise. Becoming a country manager has really helped me understand the business
holistically. That took me back to the beginning, where I wasn’t in the flow, and again I had to create a conducive environment for it without disconnecting from the base and disseminating the overall vision and business strategy. It took time, but we managed to achieve the Flow state.
And then how did Africa and Mozambique appear on your horizon, already having a solid career in the Balkans region?
I knew I wouldn’t stay in Macedonia for long because, for the group, once a particular stage in terms of organization and people is reached, it means there is a capacity for the next step within the Organization; usually, such companies don’t let you stay stagnant. At that time, Procter & Gamble was looking at the Sub-Saharan Africa region, so they offered the Nelt Group a cluster consisting of Angola, Zambia, Zimbabwe, Mozambique, and Malawi.
In 2012, I was offered Nelt Zambia, Zimbabwe and Mozambique Managing Director to start a business in Africa; as I would say, they threw me out of a plane without a parachute. I accepted the offer without thinking because, for me, that was a huge privilege, an opportunity to experience something new and develop myself further. We started in Zambia in 2012, then in Mozambique and Zimbabwe in 2013. Although it was a different environment with a different culture and challenges, it was a fantastic experience to learn about the region and the business. The companies are still operating in Zambia and Mozambique. They have obviously improved over time, and I’m proud to have laid the groundwork and started the business.
And how did DNA – National Sugar Distributor come about? Was it a new challenge and perhaps
outside your comfort zone?
In 2018, a er 15 years of working with Nelt, I decided to embrace another challenge. So, again, an u erly different industry, the sugar industry. The first year, I used to learn about the industry, and I was refraining from making sudden changes based on my instinct. I guess my maturity helped me be open and grasp different ways of doing business, which was already very solid. My focus was to identify the opportunities with my team, which was very experienced already, and to finetune specific strategies that we believed were sustainable and would add value to the industry. We agreed on strategies and how to embrace opportunities, and then we experienced the Flow state. We had good years, and we were in flow in terms of management, team, distributors, suppliers, and shareholders, and that’s where we are today. I am still learning a lot every day, which keeps me motivated and energized.
What was the most significant moment in your professional career when you experienced the Flow state, and how did it contribute to your success?
I’ve had many moments in my professional career, but I think of people whenever I think of the Flow state. It’s as if I have a flashback of having all my colleagues with a smile, good results, and successfully achieved goals. But without happy people all together in the Flow state, I don’t think it’s sustainable. When it comes to particular moments, recognition and surpassing objectives are a sign that you are really doing something. The awards we achieved together were a confirmation, which I see as relevant to the Flow state. Going beyond objectives brings a sense of arousal and fulfilment; it’s the feeling it
brings to the team, and we should try to protect the Flow state within the team.
We hit many targets, and for me, one of the most exciting was not when I was Managing Director but when I was at the beginning of my career as a sales representative in Serbia, when P&G launched the Ariel Color laundry detergent. To put it in context, I’m from southern Serbia, where compared to the north, people have less purchasing power, so naturally, the expectation was that the south would make fewer sales. But because we had a Flow state in the south region and we as a team were so motivated, we achieved the highest sales. I remember having a market visit from the P&G Director during that Ariel detergent launch which appeared to be the most important for my career because the feedback I received from him put me in the loop of candidates for sales supervisor. If I hadn’t been in the Flow state in every aspect of the work, I don’t think the feedback would be great.
It seems to me that o en, the important thing is to start and accept the challenges that come our way and that we create.
You take one step forward, and then another level comes right a er. So, we wouldn’t have this conversation now if I hadn’t taken the first step. So, that was the most important moment of my career, when I proved that I could deliver, even if the market conditions were not favorable, but because the partnership and collaboration with the team and customers allowed us to achieve that Flow state.
I think it’s mandatory to have a structured approach, even though one can think that the Flow state happens automatically, and you don’t think about the next steps; it just flows. However, if you don’t define the workflow, I don’t think it’s possible. There must be consistency and discipline; otherwise, we can derail, but if there is a structure, it will always get back on track.
And regarding the new generation of talent emerging in Mozambique, what do you think is the challenge to ge ing into the Flow state?
Things have changed. We can’t expect the same mentality from 10 or 30 years ago, with many formalities. The new generations cannot work under the same obsession we had with formality; flexibility must be there. Give them freedom as long as they pursue the same values and communication is transparent. Obviously, there must be a framework and guidance, but as long as there is communication between the teams, that creates that bond among team members and creates an environment conducive to the Flow state.
Interview with a doctor
The state of Flow in Medicine
Interview
with Richard Pulchand
By Michela Simão
professional trajectory has been marked by challenges and discoveries. He began his career as an emergency doctor in the emergency department of HCM, where he gained valuable experience dealing with critical and emergency situations. Later, he shi ed his focus to the Department of Urology, expanding his expertise and engaging in a postgraduate program in nutrition and metabolic health. This additional training not only enriched his knowledge but also opened doors to a new facet in his career: consulting in the field of metabolic health.
Pulchand demonstrates a continued interest and commitment to professional development, seeking opportunities for growth and learning. In addition to his clinical work, he has also found a calling in occupational medicine, where he seeks to explore his potential and contribute to the well-being of others. His dedication to medical practice, combined with a proactive approach to expanding his professional horizons, distinguishes him as a commi ed and continuously evolving professional.
Why did you choose this profession?
Medicine was not a choice, it was a calling that emerged from my earliest steps. From a young age, I have been fascinated by the complexity of the human body and the opportunity to help others.
How would you describe the concept of “being in Flow” in your professional field?
In medicine, the state of Flow is like a deep dive into the ocean of concentration. During a procedure, when everything around me disappears and I am completely immersed in the task at hand, that’s when I reach the peak of my performance.
In your opinion, is the Flow state inherent to your profession or something that can be developed?
I believe that the Flow state can be cultivated in any field, but in medicine, the nature of our activities, o en challenging and unpredictable, creates fertile ground for the development of this mental state. Outside of work, activities like sports and art can also lead us to this state of fulfillment.
Can you share a specific experience where you felt in Flow at work?
I vividly remember moments during lengthy procedures or even while writing clinical
Richard Pulchand is a doctor whose
reports, where time seemed to expand and each action flowed naturally, as if I were synchronized with the universe around me.
Do you recognize when you are entering the Flow state?
Yes, it’s like entering a kind of bubble, where the external world fades away and I am completely immersed in the task at hand, with impressive clarity and focus.
How do the challenges of your job influence your experience of the Flow state?
Actually, challenges are the catalysts for the Flow state. The more complex the task, the more likely I am to enter that state of deep concentration, provided, of course, that competence is also present.
To what extent do your skills play a crucial role in achieving the Flow state?
Skills are like the tools we use to shape our Flow state. It’s the confidence in our abilities and the experience accumulated over the years that allow us to smoothly navigate through the demands of the job.
Are there specific aspects of your profession that facilitate or hinder the Flow state?
When interpersonal interactions are too intense, it’s more challenging to achieve the Flow state. The need for constant adaptation and response to external stimuli can disrupt the natural flow of concentration.
In conclusion, what advice would you give to other professionals who want to experience the Flow state in their professional activities?
I believe the secret lies in confidence and surrendering to the process. Accepting the unpredictability of circumstances and trusting our judgment are important steps to opening the doors to the Flow state. Ultimately, it’s not just about achieving success, but also embracing the process of learning and growth that comes with it.
A joyful life is an individual creation that cannot be copied from a recipe
Mihály Csíkszentmihályi
FLOW FOR THOUGHT
The Flow For Thouht section of the Human Resources study delves into the dynamics of Flow state, providing insightful and practical perspectives. Each article offers a valuable contribution from experienced professionals across various sectors, offering unique insights into optimizing and integrating Flow state in different professional environments. From thoughtful reflections to in-depth analyses, each article addresses a distinct aspect of Flow state and its application in the professional world.
The first article, titled “Creating a Flow-Enhancing Workplace,” is a thoughtful reflection by a Human Resources professional in the banking sector, exploring how to cultivate an environment conducive to Flow state.
The second article, “Challenges and Strategies in Human Resources Management in the Hospitality Sector,” provides an in-depth view from an HR professional facing specific challenges in the hospitality industry.
Meanwhile, the third article, “Flow state in Human Resources,” presents insightful analysis from an HR professional at BAT Mozambique, highlighting the importance of balancing challenges and skills to promote engagement and job satisfaction.
Finally, the fourth article, “Unlocking Your Full Potential - The Art of Finding Flow state,” wri en by the founder of our Brand - FLOW, discusses the pursuit of Flow state and how this experience can positively impact professional and personal life.
By bringing together these valuable contributions, this section promises to enrich understanding of how Flow state can be a transformative force across different sectors and professional contexts.
A Workplace that enhances the Flow state
By Melba Jorge Nhamithambo
O en, when we think about what makes a job a ractive, the first idea that comes to mind for most of us is related to salary and associated benefits. However, beyond the perks that are equally important and impactful in individuals’ lives, there is a component of deep professional fulfillment that promotes a sense of accomplishment at the end of each workday. It’s what makes us come back every day.
We are talking about a work culture that inspires high levels of productivity, that supports employees and creates conditions for them to achieve their maximum potential, both mentally and operationally. We are talking about a very intentional, people-centric culture.
For example, I refer to the internal value proposition of the Bank where, for us, FNB is more than just a workplace. It is a home where we seek to give our employees the ability to own their own work. I believe this is a fundamental feeling to achieve the best results.
It’s about taking responsibility and commitments, what we call our promises, to ourselves and our colleagues. Our main promise is “keep your promises.” Here, employees are challenged to rethink, modify,
and improve, always seeking efficiency. We are commi ed to building an environment where communication between teams and leadership is open and fluid, and where discussing challenges and solutions is encouraged, fostering the free expression of new projects and ideas at all levels of the hierarchy. As a result, the a ainment of the mental state we call “flow” is evident in employees who are most focused on achieving their goals. This state is typically described as an experience where task accomplishments happen effortlessly, the sense of time dissipates, and creativity soars. The brain filters distractions, focusing solely on the work at hand. Task execution is both exciting and rewarding.
At FNB, we aim to keep our people invested, in a state that redefines the concept of productivity, where people see themselves as part of something bigger, embracing our mission and values. The understanding of this commitment and the contribution that each of our professionals represents creates a heightened sense of responsibility towards results, a responsibility that promotes individual focus on outcomes, creating conditions to elevate the individual state of Flow.
Consistently achieving a state of Flow means reaching the pinnacle of productivity, which is not complex but requires a conscious shi in habits and thinking, reducing distractions and multitasking, defining clear responsibilities and objectives, adopting healthy physical and mental habits and routines, and a workplace where leaders encourage teams to adopt a professional accountability mindset throughout their work journey.
FNB is a place where we understand that work should also be a pleasure and where our people should feel comfortable expressing their approaches to frequent challenges, discussing solutions. A home where our people can and should confidently feel and act as business owners (ownership).
Wri en by
Melba Jorge Nhamithambo, Head of Human Capital
FNB
Mozambique
Challenges and Strategies in Human Resources Management in the Hospitality Sector
By Emília Tembe
As the Director of Human Resources at Hotel Cardoso, my professional journey has been dedicated to the continuous pursuit of harmony among employee satisfaction, guest satisfaction, and management satisfaction - the essential pillars on which our Organization is built, promoting a culture of teamwork.
In the contemporary business landscape - where the hotel market converges with guest houses - I recognize the imperative need to implement a robust behavioral management process, skills development, and an open leadership style. This approach, valuing both theory and practice, strengthens the organizational foundation and fosters not only employee growth but also that of the entire Organization.
Challenges are inevitable in any area, and in the hospitality sector, marked by intense competition for talent, we face a growing need to have talented and skilled professionals. The loss of a significant talent implies substantial losses, given the time and resources required to develop and train another individual to fill the
position, which can compromise organizational objectives. It is therefore essential to adopt and implement effective talent retention strategies.
In the past, we opted for a model called “Commitment Agreement,” associating highcost training as a retention strategy for employees. However, we recognized the need for a strategic change, adopting the inclusion of all levels of employees in discussions and idea contributions. This practical approach strengthened the sense of belonging to the Organization, contributing significantly to the main objective - talent retention.
Regarding Recruitment and Selection, we face the challenge of aligning organizational objectives with candidate expectations, given the scarcity of skilled professionals. To overcome this gap, we established the “We Are Ready to Teach” initiative, offering opportunities to recent graduates to gain professional experience. Partnerships with hotel schools ensure a continuous source of talent, who, a er successful internships, are
integrated into our permanent team. Currently, we are proud to have about 25 students from these partnerships, making a positive contribution to our work environment.
Regarding salary challenges, we understand the expectations of employees, especially when they observe the operational success of the hotel. To mitigate this pressure and maintain motivation, we have implemented a variety of incentives, including recognition for the best employees of the month/year and monthly offerings for birthdays.
I thank Flowgroup for the opportunity to share my experience in the field of Human Resources. This continuous journey of adaptation and innovation reflects our commitment to achieving the desired state of flow in people management in our sector.
Wri en by
Emília Tembe, Director of Human Resources Hotel Cardoso
The Flow state in Human Resources
By Stella Conselho
In recent years, Over the past few years, various developments and trends in the Human Resources (HR) space have, in many ways, revolutionised global ways of working. This includes adapting our organisational approach to certain aspects such as workforce planning, which is now heavily reliant on data analytics. This is critical in facilitating informed decision making as well as tailoring effective employee programmes, such as those focused on wellbeing in the workplace to promote work-life balance.
Mihaly Csikszentmihalyi, who is globally recognised as a pioneer of the notion of Flow, developed the theory that one is happiest when they a ain a state of Flow - “a state of concentration or complete absorption in the activity at hand and the situation”. In other words, a state of intrinsic motivation, which is a ained through an optimal balance between the challenge at hand and one’s skills. In his study paper titled ‘Flow – The psychology of optimal experience’, he further revealed that people were most creative, productive, and happy when they found themselves in a state of Flow.
As HR professionals, we are o en challenged by other business leaders, with a focus on two key questions: how do we keep our talent motivated and how are we ensuring retention of our high performers? O en, the first response outlays interventions from a reward and recognition standpoint or increased employee engagement activities. While these do play an important role, Mihaly’s study identified the following eight characteristics of Flow which have a direct correlation
with employee motivation and retention.
1. High level of concentration;
2. Clarity of goals and immediate feedback;
3. Altered perception of time;
4. An intrinsically rewarding experience.
5. Effortlessness and ease of task implementation;
6. A balance between challenge and skills;
7. Actions and awareness being merged, losing-self-conscious and becoming one with the task; and
8. A feeling of control over the task.
In summary, Mihaly asserts that when the challenge is significantly higher than skill, one may experience anxiety. However, if both the challenge and skill are high, the state of Flow is a ained. Therefore, the progression between challenge and skill must move in parallel.
At BAT Mozambique, our people remain our greatest resource. To ensure that the state of Flow is ever present, we facilitate continuous improvement of our employees’ existing competencies and skills while developing new ones, to support the organisation’s goals. This approach ensures that, per Mihaly’s assertion, their skills remain responsive to existing and emerging challenges.
Further, we anchor this approach to our sustainability agenda which ensures that our
people reflect the organisation’s environmental, social, and governance (ESG) priorities.
Sustainability underpins our transformation ambition, reflected in our purpose to create A Be er TomorrowTM by building A Smokeless World. With sustainability at the core of our business, we are commi ed to driving excellence in environmental management, delivering a positive social impact, and ensuring robust corporate governance across the business. This means having the right people, in the right places to drive this transformation. And as consumer preferences and technological innovation evolves, we need to re-evaluate talent capabilities across business units to ensure that we meet the needs of our consumers, today and in the future.
In line with the qualities we seek in our Talent, key includes Ambition, Courage, Resilience, and Leadership capabilities. This is brought to life through our values, which are: Truly Inclusive, Do the right thing, Love our consumer, Passion to win, Empower through trust and Stronger Together.
Now, how do we embed our values to drive superior business performance?
Clarity is key for alignment on business objectives, expectations of the role and skills needed to succeed. At BAT, one of the many ways in which we provide clarity to employees is through our Talent performance management cycle which begins by defining the strategic leadership agenda (SLA). The SLA is subsequently cascaded to facilitate se ing of SMART performance objectives (both business & people), and continuous feedback.
How do we turn clarity into action?
We develop and implement robust Talent
development interventions following the 70-20-10 learning model. These interventions include, but are not limited to, assessment centres, on the job coaching tools and crossFunctional and/or international assignments.
The assessment centres are designed to assess talent based on both leadership and functional capabilities from which individualised development plans are created and tracked. Our functional career handbooks are a useful tool, which employees can use to navigate and get a deeper understanding of the skills and critical experiences needed to succeed.
On the job coaching tools provide employees with a platform to receive timely and practical feedback from seasoned leaders on how to improve their skills by applying new and different techniques to their day-to-day tasks.
Lastly, cross-functional, or international assignments expose talent to different market dynamics. This provides a unique opportunity to stretch employee capabilities, whilst building on their business and commercial acumen, as well as analytical thinking and decision-making capabilities.
If we refer to Mihaly’s theory, by providing new challenges to employees we minimise chances of employees entering a state of boredom or relaxation. Instead, we must continuously calibrate the challenge and the skill to guide our Talent into a aining a state of Flow. Consequently, not only do we keep Talent motivated, but also enhance their retention in the business.
Through clarity, we eliminate uncertainty of expectations, deliverables and enhance understanding of how one’s role contributes to the a ainment of our business strategy.
Hence, by providing our teams with the necessary tools to excel and a ain a state of Flow, we empower them to take ownership of their respective spaces by Bringing their difference and being the change.
In conclusion, by investing in our Talent, we accelerate our efforts to create a legacy of leaders that will be at the forefront of our transformation.
Wri en by Stella Conselho
Former HR Business Partner: East Cluster
BAT Mozambique
Unlocking Your Full Potential - The Art of Finding Flow
In the fast-paced world we live in, where competition is fierce, everyone strives for lo y goals, distractions are constant, and burnout and demotivation pose real threats in every Organization, “finding your flow” has become more important than ever.
Researched and coined by Mihaly Csikszentmihalyi, the renowned Hungarian American psychology professor, the “concept of Flow” refers to a mental state of complete absorption and engagement, where time seems to fly and the individual experiences a sense of energized focus, enhanced performance, and accelerated learning. Moreover, achieving the Flow state leads to increased creativity, pure pleasure and happiness, and an overall sense of fulfillment. In essence, people perform their best when they are in Flow.
Over 20 years ago, when we decided to build the Flow Brand and create a global community around it, it wasn’t just the sound of the word “flow” that we liked very much. We believe that the concept introduced by Csikszentmihalyi to the world in 1975 has become one of the fundamental pillars of positive psychology, and thus serves as our guiding star in everything we do. Furthermore, the concept works both at the individual and organizational level. Therefore, in this brief article, we will explore the principles behind finding flow for yourself and collectively.
About the Concept
The concept of Flow revolves around the idea that there is an optimal level of challenge and skill required to engage and unleash the full potential of an individual or an Organization. Csikszentmihalyi describes Flow as the balance between the perceived
difficulty of a task and the perceived ability to tackle that challenge. When the challenge is too low, boredom occurs. Conversely, when the challenge is too high, anxiety arises. Flow occurs at the point of equilibrium between these extremes. Therefore, our task as leaders and consultants is to understand whether an individual or an Organization is overburdened or underutilized and intervene accordingly.
Key Components of Flow
Clear Goals: Having clear and specific goals is essential to entering the Flow state. When you know exactly what you want to achieve, it provides a sense of purpose and direction, guiding your focus and efforts.
Immediate Feedback: Immediate feedback is crucial for maintaining the Flow state. It helps individuals adjust their actions and stay on track, reinforcing the connection between effort and progress.
Balance Between Skill and Challenge:
Achieving Flow requires finding the right balance between your level of skill and the challenge at hand. Flow occurs at the midpoint where the challenge matches your skill set — whether at an individual or organizational level.
How to Get Started?
1. Identify Your Passion, Cra Your Story, Define Your Vision: To find the Flow state, it’s essential to engage in activities you are passionate about and have a clear picture of who you or your Organization want to be and what you want to achieve.
2. Set Clear Goals, Build Your Strategy, Plan Your Actions: Define clear and achievable goals, determine how you want to get there, create a concise roadmap for your efforts, break larger tasks into manageable steps, and manage to maintain focus and motivation.
3. Embrace Challenges, Empower People, Enjoy the Journey: Embracing challenges is a key component of the Flow state. Introducing a degree of challenge that stretches your abilities and those of your colleagues can lead to greater engagement, performance, and satisfaction.
4. Seek Learning, Help Others Develop, Foster Knowledge Sharing: Using creative ways to share knowledge and continuously develop your skills—individually and as an Organization—will enhance your ability to engage, compete, and perform tasks.
5. Minimize Distractions, Act as a Facilitator, Create the Right Conditions: As a leader, creating an environment that supports people in completing their tasks and projects is crucial. Be present when support is needed and minimize distractions when things are going well.
1. Enhanced Performance: Flow state is associated with improved cognitive abilities, enhanced problem-solving skills, and increased productivity. When in the Flow state, individuals and Organizations o en find that they can perform tasks more efficiently and accurately.
2. Increased Creativity: The heightened focus and intensified concentration experienced in the Flow state can trigger creative thinking. Many artists, writers, entrepreneurs, and innovators a ribute their most significant discoveries to moments when they were in a state of Flow.
3. Greater Satisfaction: Engaging in activities that lead to the Flow state provides a profound sense of satisfaction and fulfillment. The intrinsic rewards of the activity itself, combined with the sense of accomplishment, contribute to an overall positive experience.
By understanding the key components of the Flow state and incorporating practices that cultivate this ideal state of consciousness, individuals and Organizations can enhance their performance, stimulate creativity, and find greater satisfaction in their daily lives. Therefore, take the time to find your own Flow state, work on providing the right conditions for your colleagues, and use the concept at an organizational level to experience the magic of total immersion and optimal performance.
By Péter Kalmár Founder of Flow Brand
AGRADECIMENTOS / ACKNOWLEDGEMENTS
A todos os nossos Clientes e parceiros que contribuíram para o conteúdo deste estudo, através do seu conhecimento, escrita de artigos e entrevistas.
Richard Pulchand, Dejan Petrovic, Melba Jorge Nhamithambo, Emília Tembe, Stella Conselho e Péter Kalmár. Obrigado pelo tempo e dedicação que disponibilizaram nos artigos e entrevistas que, sem qualquer dúvida, enriqueceram este estudo.
Aos nossos parceiros, VIVO e Hotel Cardoso, pela sua inteira disponibilidade e por acreditarem neste projecto.
Ao FNB por se juntar no apoio a este estudo, e à BAT por mais um ano consecutivo a acreditar na relevância de trazer dados concretos à comunidade que gere o capital humano em Moçambique.
À nossa equipa da Flowgroup por nos trazerem sempre uma perspectiva e knowhow especializados acerca das tendências e desafios de Recursos Humanos.
A todos os profissionais que responderam ao questionário e contribuíram para o resultado desta edição, e a toda a comunidade de RH que continua a acreditar e a utilizar este estudo como ferramenta de trabalho!
To all our clients and partners who contributed to the content of this study through their knowledge, writing of articles, and interviews.
Richard Pulchand, Dejan Petrovic, Melba Jorge Nhamithambo, Emília Tembe, Stella Conselho, and Péter Kalmár. Thank you for the time and dedication you invested in the articles and interviews, which undoubtedly enriched this study.
To our partners, VIVO and Hotel Cardoso, for their full availability and for believing in this project.
To FNB for joining in supporting this study, and to BAT for another consecutive year of believing in the relevance of bringing concrete data to the community that manages human capital in Mozambique.
To our team at Flowgroup for always bringing us specialized perspectives and know-how on the trends and challenges of Human Resources.
To all the professionals who responded to the questionnaire and contributed to the outcome of this edition, and to the entire HR community that continues to believe in and use this study as a working tool!
PARCEIROS PATROCINADORES
EDITORES
