Managing Director and Partner, Hauska & Partner, Croatia
We support ambitious organizations in responsibly managing their impacts and creating a sustainable and prosperous future. We understand that the world today puts a lot of pressure on companies to change, to be flexible, inclusive, and sustainable. It’s not about a few initiatives; it’s about navigating business strategies with relevant cultures and attracting and retaining talents. We establish and strengthen relationships with stakeholders in organizational development, sustainability, and socially responsible business. And we have been doing it for more than two decades.
Can you comment on the importance of strategic communication and corporate culture in company growth?
Organizational culture describes how people collaborate in one company, how they communicate and behave, and how management leads and manages. It’s the force that enables (or stops) good ideas and strategies to be executed and successful. It's essential for company growth. Even without any particular activity, culture exists, but knowing that the right initiatives can foster different results, more and more companies are investing in it. A positive corporate culture attracts and retains talent, boosts productivity and satisfaction, enhances customer service, and differentiates the brand. Strategic and effective communication is an inseparable tool in the company’s success. It aligns goals, engages employees, manages change, protects reputation, and fosters innovation and collaboration. It also creates connections and bonds with various stakeholders. They make a cohesive, motivated, and innovative workforce, providing a solid foundation for sustainable growth and a competitive edge.
Can you describe the concept of employer branding? Is it a better way to improve the employer-employee relationship?
Employer branding is all about creating an engaging and meaningful workplace and using this as leverage to attract and retain employees. What does an engaging workplace mean? It's not about ping pong tables and free ice creams; it's a place where people know how they contribute to business goals, where they feel recognized and included, and where they can progress and develop professionally. And, of course, where they are paid fairly and according to their contribution. It's about team atmosphere, culture, leadership style and communication that flows through the organization. If things are done right, this is what makes an employer a brand. Brands, by nature, are ideas and concepts that relate to our aspirations and ambitions. The same goes for employer brands; if we see that this is the workplace where we can grow, we know it's the right employer for us. It's the only way to go. Many things affect the employer-employee relationship - from increasing demand for specific talent and skills, changes brought by technology, and future of work trends to a new generation mindset. Companies are facing more and more difficulties in attracting and retaining employees. It's a loop; companies are actively hiring, so people quickly leave the workplace that doesn't suit them. And if you don't create a strong value proposition and constantly deliver on it, hiring and keeping the right talent is almost impossible.
What about sustainability? How does the company's position in the market improve when they take care of these matters?
Focusing on sustainability and implementing an ESG (Environmental, Social, and Governance) strategy significantly enhances a company's market position and drives growth. Effective sustainability initiatives attract environmentally conscious consumers, leading to increased customer loyalty and a stronger brand reputation, while also resulting in cost savings through efficient resource use and waste reduction. Socially, ESG strategies promote positive community engagement and diversity, creating an inclusive workplace that attracts and retains top talent, boosting employee engagement and productivity. Strong governance practices ensure transparency, accountability, and ethical behavior, reducing legal risks and enhancing investor confidence. These strategies open up new market opportunities and partnerships, as businesses and governments increasingly prioritize environmental responsibility. By addressing sustainability and adhering to ESG principles, companies not only contribute to environmental protection but also enhance their competitiveness, resilience, and long-term success in the market, building a cohesive, motivated, and innovative workforce and achieving sustainable growth.
Given your experience in consulting services to companies and enterprises, which are the most relevant changes regarding the new HR tendencies?
The most relevant changes in new HR tendencies include the shift towards remote and hybrid work models, driven by the COVID-19 pandemic. According to a report by McKinsey, about 20-25% of the workforce in advanced economies could work remotely three to five days a week, leading to flexible working arrangements that attract and retain talent. There is an increased focus on employee well-being and mental health, with companies providing support for stress management and promoting a healthy work-life balance. A study by the American Psychological Association found that 89% of employees at companies that support well-being initiatives are more likely to recommend their company as a good place to work.
Diversity, equity, and inclusion (DEI) initiatives are becoming a priority, aiming to reduce biases in hiring, promote diverse leadership, and ensure equitable opportunities. Research by McKinsey shows that companies in the top quartile for gender diversity on executive teams are 25% more likely to have above-average profitability. The adoption of HR technology and automation is transforming HR processes, including recruitment, onboarding, performance management, and employee engagement. According to Gartner, 70% of organizations are expected to integrate artificial intelligence to assist employee productivity by 2025.
Additionally, data-driven HR decisions are becoming more common, using analytics to improve recruitment strategies, employee retention, and overall efficiency. A report by Deloitte indicates that high-maturity organizations are three times more likely than low-maturity organizations to use data analytics for workforce planning and employee management. These trends reflect the evolving landscape of HR as it adapts to new challenges and opportunities in the workplace.
Finally, from your experience as a leader in several companies, what advice would you give to those who are starting their path as leaders?
Leadership today is about being an authentic leader, understanding your strengths and shortcomings, and being able to work on your own growth continuously. This will help you motivate and engage people and create an environment where they can collaborate, work, and create value. It’s not about being a superman or superwoman, but having the social and emotional capacity to understand the people around you and to impact them and your business goals.
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