HUMAN RESOURCES
Katarina Jovanović Bućan Ingram Micro HRBP for the SEE Region
06 Culture of Growth
Martin Laschkolnig Founder and Director of
the Institute for the Development of Potential in Linz, Austria
10 Feedback as a Continuous Practice
Slavica Krezović Head of Human Resources at Bee IT
12 Caring for People Demonstrates Strength
Andrijana Aleksić Jevtić Executive Director of the Human Resources and Organisation Management Sector at NLB Komercijalna Banka
14 When Productivity Meets Well-Being
16 People Come First
Dragan Rosić Apatin Brewery HR Director
KEEPING THE FOCUS ON HUMAN POTENTIAL
By Berna Öztinaz, President of the European Association of People Management (EAPM), CHRO at Genel Energy, and Board Member of the WFPMA
AI is transforming HR by automating routine tasks, but the essence of leadership remains deeply human. The future belongs to organisations that prioritise empathy, inclusion, and meaningful connections alongside technological advancements.
AI is reshaping our profession by tackling repetitive tasks and offering deeper insights into workforce dynamics. This frees us to focus on the human side of HR—coaching, motivating, and building genuine connections with employees. My predecessor, Even Bolsted, summed this up perfectly in CorD’s annual HR edition of 2022 when he said, “Let Humans Concentrate On What Humans Do Best.”
That phrase has guided my own thinking, because I believe technology should augment, not replace, our most essential human qualities. AI can screen résumés more efficiently and forecast skill gaps, but only people can truly listen, empathise, and inspire.
Why is human connection more important than ever?
– We’re going to see a more holistic understanding of employees as individuals with aspirations, responsibilities, and unique life circumstances. As workplaces become hybrid or fully remote, it’s easier to lose sight of personal interactions. Yet I’ve found that genuine engagement—asking after someone’s wellbeing, recognising their hard work, and offering flexibility when needed— can make all the difference in performance and loyalty. We’re moving away from one-size-fits-all structures to more adaptive, person-centred approaches. If we keep empathy at the heart of our strategies, we can create environments where people thrive regardless of location or schedule.
What challenges do organisations face in attracting and retaining talent?
— The challenge often goes beyond compensation. Talented people want roles that align with their values and give them room to grow. They’re drawn to open, inclusive cultures where leaders communi-
cate transparently. This means every employer—from large corporations to startups—needs to reflect on what sets them apart. I’ve seen organisations that frame internal mobility and continuous upskilling as core perks. Those that genuinely invest in their employees’ growth tend to foster long-term commitment and a sense of shared purpose.
How can leaders create a culture of shared purpose and growth?
— It starts with honest dialogue. Leaders should communicate why changes are happening, how decisions are made, and what the overall strategy aims to achieve. Transparency helps employees see where they fit into the bigger picture, and that sense of belonging encourages resilience during uncertain times. We also have to remember that inclusion and well-being aren’t optional add-ons—they’re integral to high-performing teams. When people feel heard and supported, they’ll adapt alongside your organisation, rather than resist it.
What does the future of HR look like in 2025?
— I see a workplace in which technology is a powerful partner for people, enabling them to focus on creativity, problem-solving, and collaboration. AI will become an even more seamless part of recruitment, performance reviews, and learning pathways, but the art of leadership will still revolve around human interaction. We’ll continue to refine flexible work models, emphasising well-being and individual growth as core priorities. Above all, I believe that aligning business goals with ethical, inclusive cultures will define success. If we keep our focus on human potential—supported by intelligent tools—we will shape a future where everyone can do their best work.
MARTIN LASCHKOLNIG
Founder and Director of the Institute for the Development of Potential in Linz, Austria
INTERVIEW
CULTURE OF GROWTH
We cannot separate our private and working lives, because we take our worries from one into the other. People need purpose, community and the feeling that they matter – that’s what truly drives engagement ~ Martin Laschkolnig
Martin Laschkolnig is a visionary leader and expert in organisational growth, leadership and employee engagement. As a keynote speaker at the upcoming HR Experience conference in Belgrade, he will share his insights into fostering trust, empowering teams and shaping the future of work. In this interview, we explored the role of leadership in unlocking human potential, the impact of continuous
development and the evolving relationship between technology and workplace culture.
How can organisations create environments that truly unlock the full potential of their employees and foster both individual and collective growth?
— If we set aside the basics, like a liveable wage, etc. – as they should be a given – it ultimately boils down to creating an environment
of trust and the management of expectations; things that are often implied by the buzzword of “Psychological Safety” that we hear so much about these days. It comprises trust in the company itself as well as trust in the immediate leadership. So, this is a lot about the alignment of communication and the actual action that is taken. It’s not about always knowing what’s going to unfold. Today, nobody knows the challenges that lie
ahead – the uncertainties are far too great for that. However, communicating that honestly and respectfully is a crucial indicator. In this modern world, I believe we are beyond the age of the “lone wolf leader” who makes all decisions by themselves. Rather it’s about collaboration, about coming together to discuss the challenges and bringing all the perspectives to the table, so that we can come up with the best possible solution. And then enable the people to actually go out and execute. If you create a game plan and then micro-manage it, all engagement will be killed. Be there to help them, coach them, but also – if possible – let them make and learn from their own mistakes. Preferably in an uncritical environment, of course. We don’t want to let pilots make mistakes when flying, which is why they are heavily trained in simulators. But that, luckily, doesn’t apply to most environments. There we can go out and try stuff out and make the corrections to our mistakes.
What role does leadership play in empowering employees? How can leaders align their actions to inspire and support their teams effectively?
— The role of leadership in empowering employees is critical. People join a team for the company, but they leave it due to the failure of their immediate leadership. So, the effect of a good role model and leader is absolutely critical. It is about the little things, daily communication, the trust that you build up through interactions in the team, so they know that they can be open about their strengths and weaknesses, and that they are still accepted for who they are. So, again, this boils down to trusting one another and it’s therefore extremely important that a leader is a person who honours their word. If you, as a leader, are not able to deal with criticism, then you should not be a leader. People usually want to be helpful, so they are
actually trying to improve things when they voice a criticism. Try to separate the statement from the person, observe the facts and see what can be done to make it better. There are few things that are more helpful in building a positive culture than when you have the feeling that you can contribute, that you are listened to and that you are taken seriously. This doesn’t mean that you can’t renegotiate agreements or change directions, but you should never override a previous agreement without first communicating that properly with the people involved. Also don’t pretend to be perfect, as nobody is! Rather, be open about our human nature and acknowledge that we all make mistakes at times. A leader who honours their mistakes and owns them will have loyal team members, and this will encourage open communication of mistakes and ways that we can fix them, ultimately leading to better results for everyone involved.
Mistakes occur because of misunderstandings way too often, because expectations aren’t communicated clearly enough. So, it’s a good idea to not only issue orders, but also to ensure that they have been understood properly and that everybody is clear about what’s expected of them.
THE OLD JOKE GOES: THE CFO ASKS, “WHAT IF WE INVEST IN OUR PEOPLE, AND THEN THEY LEAVE?” TO WHICH THE CEO ANSWERS, “WELL, WHAT IF WE DON’T AND THEY STAY?”
What are the key benefits of investing in education and continuous development for employees? How can companies structure these efforts to achieve the greatest impact?
— Well, as the old joke goes: the CFO asks, “What if we invest in our people, and then they leave?” to which the CEO answers, “Well, what if we don’t and they stay?”
One mistake that I see repeated over and over is the promoting of the best performing people to be the leaders of their department. So, the best salesperson is promoted to leader of the sales department, and all too often these people are miserable in their new role, because they love selling, but they don’t love leading and maybe don’t even have the skills for that. One of the critical indicators is to build a relationship with people, to be interested in them, to see what they are do-
A LEADER WHO HONOURS THEIR MISTAKES AND OWNS THEM WILL HAVE LOYAL TEAM MEMBERS, AND THIS WILL ENCOURAGE OPEN COMMUNICATION OF MISTAKES AND WAYS THAT WE CAN FIX THEM, ULTIMATELY LEADING TO BETTER RESULTS FOR EVERYONE INVOLVED
ing, for example, in their free time, are they engaging in a sports club etc., are they taking on leadership rules in these environments? This can be a great indicator that somebody could prove to be a good leader of a department in your company, even if they aren’t the department’s most brilliant subject matter expert.
Another element is a culture of ongoing feedback. I’m not a big fan of performance reviews every half a year, because engagement depends on a timely feedback culture. This is what I call catching them when they do something right, and noticing and applauding them for it. This is much more effective and has
a much higher impact on their engagement than when you bring that up half a year later.
One common misconception is that we hire people with great skills and then try to train them to adopt the company culture. If somebody is a very skilled person in their field, but their culture does not match that of the company, i.e. the way we prefer to treat each other here – maybe they are even disloyal and only thinking of their own benefit, instead of being a team player – then they can be the most skilled person and they will still kill the team spirit and the engagement of others. So, my recommendation is to hire for character and cultural fit, and then work on the skills they need to possess. It is thus much easier to integrate them into a team and create a common climate of trust and teamwork.
I also want to emphasise the importance of integrating organisational development into the ongoing leadership culture of the company as a whole. This isn’t only something that HR does and implements, rather it needs to be a strategic goal of the entire C-level suite in the company. We can no longer separate the training and developing of employees from the overall enterprise culture.
In your experience, how does fostering creativity within teams contribute to organisational success? What practices can leaders adopt to encourage it?
— Creativity is important, and it’s also wise to notice that not all people are creative. Some need a lot of structure, and these people are really good at getting things done in a consistent and thoughtful manner. And sometimes it’s good to bring those people together, even though they might irritate each other – because the others lack structure on the one side and are way too creative on the other. But forging an understanding between these two kinds of people can lead to new insights that can help everybody to
better understand the needs of the other side and how to make processes run smoother for everyone involved.
Many employees resign over dissatisfaction with the way they’ve been treated by their employers. Initiatives like the four-day workweek and the ‘right to disconnect’ are gaining traction in Europe as ways to enhance employee wellbeing. In your view, are we entering a new era in which the work environment is being reshaped to prioritise workers’ wellbeing, and what role do leaders play in driving this change?
— I don’t think a four-day work week is, per se, the solution to the problems we are facing nowadays. I think people lack inspiration, community and the feeling of actually being able to contribute to something that’s bigger than themselves. We all want to make a difference and to have the feeling that we are seen and appreciated in what we do. If we have a strong enough reason, we can also endure very difficult circumstances. Don’t get me wrong, I’m not promoting making it difficult for your team, but I’m trying to emphasise that the human connection and the feeling that we have each other’s back and that our community cares for each other is a greatly underestimated factor when it comes to the engagement of employees. And a simple way to assess this is to ask yourself (and your team members): Am I looking forward to going back to work on Monday, or am I already ready for it to be Friday by Tuesday?
Now, of course, if external conditions are difficult, e.g. if a young family doesn’t have proper childcare, that will harm their ability to be fully present in the workplace. These things need to be remedied. We cannot separate our private and working lives, because we take the worries of our private lives into work and take our work stresses home to our private lives.
REMAIN OPEN, LEARN DAILY AND EVOLVE
Ingram operates in more than 200 countries and has more than 24,000 employees, Certified as a “Great Place to work”, it has a 95% score on the HRC Foundation’s Corporate Equality Index
Technology is changing and AI is assuming its own role, while people are still at the centre of everything and my motto remains ‘think globally, act locally’ – says Katarina Jovanović Bućan, who has spent more than 20 years working for global companies and with whom we discussed HR trends, staff shortages and the issue of employee turnover.
How much does it mean to you that you have the backing of a major corporation with clear rules and processes? Does that provide you with both strength and structure?
— Throughout the years, our executives and teams have seized opportunities, our leaders are overcoming obstacles with resilience, we have reached many milestones and amassed incredible achievements. The Ingram journey is possible thanks to the exceptional talent of our team, our customers and vendors, as well as the invaluable support of our partners. We have continued to innovate, by thinking globally while acting locally, and I believe strongly – as a professional oriented towards the HR business – that aligning global strengths and local needs is one of our greatest strengths, as there’s no limit to what we can do when we
KATARINA JOVANOVIĆ BUĆAN
Ingram Micro HRBP for the SEE Region
work together. Finally, if as a company we want to continue evolving rapidly, we need to keep focusing on upskilling our leaders and employees, remain open, learn daily and thus evolve.
More than 80% of companies worldwide are reporting a lack of qualified IT experts and indicating a high employee turnover rate among tech experts. How does Ingram Micro deal with this issue? — Ingram Micro is always progressing when it comes to creating an environment in which every person finds their own role and place; where employees are engaged not just because they are working for one of the world’s leading technology companies or because we are working on innovative technologies and projects, but also because we are a team in which the tenets of our success striving to cultivate a positive and productive work environment and every function - talent acquisition, talent development, HR business partnerships, diversity and inclusion, employee relation and trusted leaders - plays a crucial role.
We aim to stay connected with the needs of the market, to support each other and to be open to the needs of our partners and vendors. While feeling appreciated, meaningful and involved in daily company life, we are to-
gether shaping tomorrow, as both local and global teams. So, if you are results-oriented and responsible, and if you are talented and love to work and collaborate with others, Ingram will make sure to retain you and to gain your trust and provide opportunities to work together. We are focused on internal mobility, growing potentials within the organisation and developing a proper mindset and ambition among our employees. On the market and talent acquisition side, our management and HR team are led by principle: “Hire character, train skills.”
How does Ingram Micro approach Generative AI, which is becoming a key partner in many aspects of business?
— In the modern business environment, AI is a key partner for continuous growth, and Ingram Micro has recognised this for over 45 years. The arrival three years ago of Sanjib Sahoo, an innovator and leader in technological advancements, has further enhanced the development of AI platforms and the prediction of future trends. Locally, under the leadership of Vladimir Popović and with high business standards, Ingram Micro remains focused on partnering and digitalisation, while maintaining a clear awareness that people are at the centre of all business initiatives.
FEEDBACK AS A CONTINUOUS PRACTICE
“Our vision is to transform the HR function into a strategic partner in employee development, where feedback plays a crucial role in their professional growth and personal satisfaction,”
says Slavica Krezović, Head of Human Resources at Bee IT
SLAVICA KREZOVIĆ Head of Human Resources at Bee IT
Decision-makers must today balance employee retention with the recruitment and selection of new talent. Any assistance in this area is welcome—especially in the form of a tool that helps assess both soft and technical skills while contributing to the creation of a strong organisation. One such tool is Feedback Hero, an entirely Serbian-developed solution. We discussed the unique advantages of this innovation with Bee IT’s Slavica Krezović, a clinical psychologist, certified executive coach and expert in agile management.
What makes Feedback Hero unique among HR tools, and how does it help build a sustainable feedback culture?
— In a world where companies face constant workforce fluctuations and the need to enhance employee skills, Feedback Hero brings a refreshing solution. Developed entirely in Serbia, this software tool is becoming an essential partner for companies looking to improve their evaluation processes, competency development and tracking of Objectives and Key Results (OKRs).
What sets Feedback Hero apart from other market tools is its exceptional ease of use, data confidentiality in 360-degree feedback cycles, and its ability to inspire team members to be more engaged. In addition to evaluating both soft and technical skills, this tool supports the creation of a strong organisational culture.
In today’s business environment, decision-makers must navigate between retaining existing employees and continuously recruiting new talent. Under such conditions, the energy that should be dedicated to team development is often consumed by tackling workforce turnover. Feedback Hero provides a solution by enabling organisations to automate manual tasks related to evaluation and OKR management, freeing up time for strategic planning and designing development programmes for employees.
By using this tool regularly, companies not only enhance their teams’ competencies, but also boost engagement and job satisfaction significantly. This elevates the feedback culture to the highest level, leading to more efficient teams and overall business success. With Feedback Hero, a homegrown innovation proves that it’s possible to combine modern technology, simplicity and high business value – all aimed at achieving better results and fostering a positive work environment.
What do you consider as the most important aspects of developing a feedback culture and team dynamics, and how do your own expertise and experience shape your team’s work culture and objectives?
— In developing a feedback culture and fostering team dynamics, I prioritise the creating of a psychologically safe environment in which team members feel valued and empowered to share their ideas and concerns openly. Some of the key aspects of building such a culture and team dynamic include open communication, psychological safety and a clear understanding of shared goals. As a clinical psychologist, certified executive coach (ICF & ISCP)
WE ARE COMMITTED TO HELPING EMPLOYEES BALANCE PROFESSIONAL AND PERSONAL CHALLENGES, DEVELOPING SKILLS FOR CONSTRUCTIVE EMOTIONAL MANAGEMENT
and expert in agile management, I am dedicated to creating a work environment in which feedback is perceived exclusively as a tool for development, rather than criticism. By establishing a structured process, we have ensured that the team effectively
utilises feedback to enhance performance and mutual trust. This guarantees that every voice contributes to shaping a cohesive, resilient and highly efficient work culture. Ultimately, my role is to make feedback a continuous practice, enabling both individual and collective achievements. Colleagues should be viewed as partners, with the key to success lying in reciprocity. The company should not be the sole beneficiary of their contributions, but must invest actively in their development and professional growth. Only through such mutual support, which nurtures a feedback culture, can a long-term successful and sustainable working environment be built.
How do your psychological coaching sessions support employees’ mental health, and how do you integrate personal and professional topics during these discussions?
— The psychological coaching sessions in our programme support employees’ mental health by recognising that emotional wellbeing is the foundation of productivity and engagement. They are designed to provide a safe space where employees can reflect on personal challenges and identify barriers to success. In the IT industry, where stress is commonplace, burnout prevention is crucial for long-term wellbeing. We are committed to helping employees bal-
al and professional topics, we enable them to better understand the factors influencing team dynamics and recognise actions that contribute to a healthier and more productive environment. Such an approach, which does not separate personal and professional aspects into distinct spheres, creates room for meaningful, honest and longterm solutions that strengthen both our employees and the organisation as a whole.
What is the current state of the feedback culture in the region, and how can com-
limited to formal processes like annual evaluations. A lack of transparency, fear of conflict and rigid hierarchies further hinder the exchange of meaningful feedback. Building a strong feedback culture requires time, dedication and adaptation, but when implemented correctly, it significantly enhances productivity, trust and employee loyalty. That’s why we regularly organise events that bring together experts to exchange best practices and highlight the importance of feedback. Our vision is to transform the HR function into a strategic partner in employee development, where feedback plays a key role in their professional growth and personal
What can we expect at this year’s Feedback Hero Season panels?
— This year’s Feedback Hero Season panels offer a unique opportunity to gain insight into real-world challenges and case studies, featuring leaders from renowned local and global companies. The discussions will focus on the importance of a feedback culture in organisations, with specific examples of challenges and solutions from practice. Continuing from where we left off, after questioning whether feedback is a myth or a real tool for success, this year we will delve deeper into how to strategically use it for team and leadership development. Follow our social media channels for more information on upcoming events and the speakers who will shape the next season.
Executive Director of the Human Resources and Organisation Management Sector at NLB Komercijalna Banka
CARING FOR PEOPLE DEMONSTRATES STRENGTH
NLB Komercijalna Banka is the first in Serbia to be certified as a Family Friendly Bank. It has also been awarded the prestigious Top Employer 2024 and 2025 certification, further motivating the bank to uphold its high standards
Our mission isn’t only to be an employer, but also a reliable partner and pillar of support in our employees’ professional growth and daily challenges, helping them bring out the best in themselves and achieve their goals
– says Andrijana Aleksić Jevtić, Executive Director of the Human Resources and Organisation Management Sector at NLB Komercijalna Banka. Speaking in this interview, Andrijana discusses how the bank nurtures its employees and why
she believes investing in people is the best investment.
NLB Komercijalna Banka has been awarded the prestigious Top Employer 2024 and 2025 certification, officially recognising this bank as one of the most desirable companies to work for in Serbia. What does this recognition mean to you?
— We recognise that satisfied and engaged employees are the foundation of any company’s success. That’s why being acknowledged as a Top Employer isn’t just an honour, but also a responsibility towards the entire market. In a
time when talented professionals carefully choose to work for companies that support their personal and professional development, encourage innovation and foster a healthy work environment, receiving this award confirms that we are on the right track. At the same time, it serves as motivation to maintain our high standards, invest even more in our people’s growth and remain leaders in fortifying a corporate culture that fosters innovation and progress.
Your bank is the first in Serbia to be certified as a Family Friendly Bank. Would you say this rec-
ANDRIJANA ALEKSIĆ JEVTIĆ
ognition confirms your commitment to employees and improving their overall experience?
— The Family Friendly recognition isn’t just a result of our past efforts, but also a true reflection of the values we live by. As the first bank in Serbia to receive this certification, we have clearly demonstrated that achieving a balance between private and professional life isn’t just an option, but a standard. We believe that the real strength of an organisation lies in how well it takes care of its people.
Our employees know that they aren’t alone in the key moments of their lives – whether they’re planning a family and using our financial support for in-vitro fertilisation and prenatal tests or proudly watching their children excel with the help of our scholarship programmes.
Health is the foundation of every success, which is why we firmly believe that taking care of our employees’ wellbeing is the most important investment we can make. Through free and regular medical check-ups, we do everything we can to ensure a strong foundation for the long-term health and security of our team.
Finally, these are just a few of the more than 15 different types of support we provide. While we are proud of what we’ve already accomplished, we continue to improve our employees’ daily lives –because we want them to feel valued, supported and empowered to always give their best.
Do you believe that your most important task is to help every employee reach their full professional and personal potential?
— That’s exactly right! Our goal is to provide every employee with support and to create an environment in which they can fully develop their professional and personal potential. We listen carefully to our colleagues and develop initiatives that respond to their needs. Our support includes individu-
al mentoring programmes, training platforms that encourage both personal and professional growth, and expert assistance in overcoming daily challenges – both at work and beyond. We believe that employee wellbeing doesn’t end when the workday does, but rather encompasses every aspect of their lives. Our mission isn’t just to be an employer, but also a reliable partner and a source of support, helping them perform at their best and achieve their goals.
We’ve heard increasing discussion about the impact of ESG principles on HR professionals in recent years. Could you explain this connection?
— The growing importance of ESG principles in modern business is having a significant influence on the way companies approach the management of human resources, highlighting HR’s crucial role in shaping sustainable and socially responsible organisations. At NLB Komercijalna Banka, we believe that responsibility towards the community, the environment and employees is an inseparable part of our HR strategy.
One specific example of our commitment to ESG principles is the creation of the NLBKB Volunteer Club, which encourages employees to take part in socially responsible initiatives. This club not only enables our employees to contribute to the community, but also strengthens team spirit and reinforces the core values of our bank. Another example is the “Challenge the Future” internship programme, designed for final-year students. Over the course of six months, they participate in training that helps them develop their skills and competencies, empowering them to step into the professional world with confidence. What makes this internship unique is that the training is led by our colleagues – experienced professionals, who provide students with first-hand knowledge and valuable insights.
Everything we do is built on our three core values: developing people; fostering entrepreneurship; and improving quality of life. We are particularly proud of our initiatives that stem from our value of “improving quality of life”, as they best reflect our mission to have a positive impact on our employees, our community and society as a whole.
With a growing focus on people and workforce development, artificial intelligence has become a common topic. How do you view AI’s role in the banking sector? Is it a tool that can help rather than replace jobs?
— AI represents a significant opportunity for the banking sector. It is a powerful tool for improving operations, and not a threat. AI can be
OUR GOAL IS TO PROVIDE EVERY EMPLOYEE WITH SUPPORT AND TO CREATE AN ENVIRONMENT IN WHICH THEY CAN FULLY DEVELOP THEIR PROFESSIONAL AND PERSONAL POTENTIAL
seen as an enabler that automates routine tasks and processes, resulting in faster decision-making and freeing up employees to focus on creative and strategic initiatives. AI can drive transformation by helping employees identify and implement innovative ideas. This technology doesn’t take jobs away – it transforms them, creating opportunities for employees to develop new skills and adapt to future challenges. The key is for the banking sector to integrate AI in a way that aligns with core values – authentically, responsibly, and in the best interest of both employees and clients. In so doing, AI will become an ally in building organisations that are agile, innovative and people-centred.
WHEN PRODUCTIVITY MEETS WELL-BEING
Can we enhance productivity without compromising employee well-being? As technology reshapes the workplace, striking a sustainable balance is more urgent than ever
Productivity drives economic growth, but its relentless pursuit comes at a cost. In many Western economies, productivity gains are stagnating, even as longer hours and intense workloads take a toll on employee well-being. Escalating absenteeism and inequality highlight the hidden price of working “smarter,” placing well-being at the crossroads of economics and psychology.
The advent of generative AI and similar innovations offers potential breakthroughs in productivity but raises questions about workforce disruption. History reminds us that technological progress both eliminates and creates jobs, but the long-term effects of AI remain uncertain. Amidst this shift, the evolving skill requirements call for a transformation in education and workplace training. Organizations must provide employees with adaptable skills, while individuals bear the responsibility of continuous learning.
STRATEGIES FOR HR LEADERS
Well-Being as a Metric: Assess how innovations, policies, and practices affect employee well-being alongside productivity.
Systemic Work Environment Improvements: Combatting individual stress requires addressing systemic issues within the workplace.
Interconnected Goals: Productivity and well-being are not opposites; they
can complement one another when decisions account for both.
Behavioral Science Insights: Use insights from psychology to identify sustainable balances between performance and employee health.
Prioritize Employability: Organizations that focus on keeping employees resilient and relevant will foster longterm success.
Generative AI and other technologies are reshaping the workplace, sparking both excitement and anxiety. To thrive, businesses and individuals must embrace these innovations without losing sight of their risks. Bridging the gap between technological advancements and human needs is the key to a sustainable, equitable future.
SUSTAINABLE PRODUCTIVITY
ISN’T ABOUT WORKING HARDER OR LONGER–IT’S ABOUT WORKING SMARTER, WITH WELL-BEING AS AN INTEGRAL PART OF THE EQUATION
This recognition prompted our discussion with Apatin Brewery HR Director Dragan Rosić, who highlighted its significance for the company, as well as the benefits available to the brewery’s employees.
Your commitment to employees has been officially recognised by the global Top Employers Institute for a third time. How significant is this certification for your company, and what does it represent?
— We are one of only 17 companies in Serbia to hold this prestigious recognition, giving Apatin Brewery global acknowledgement for its excellence in employee practices. It confirms that the work we’ve been doing over many years is effective and that we are on the right track. This award is also an obligation for us to improve further with every year, enhancing our processes and employee care.
PEOPLE COME FIRST
Apatin Brewery [Apatinska Pivara] has received dual recognition for the third consecutive year from the Top Employers Institute, both locally and at the European level, earning the “Top Employer Serbia” and “Top Employer Europe” certificates. This achievement ranks the company among an elite group of 2,429 businesses across over 100 countries to have received this prestigious accolade worldwide
DRAGAN ROSIĆ
Apatin Brewery HR Director
What’s involved in the certification process for the Top Employer recognition?
— To receive this prestigious certificate, a company must undergo an extensive process conducted by the Top Employers Institute. The certification project itself takes several months and requires significant effort, time, energy and focus. Every member of the HR team plays a role in this process, which covers a broad range of activities. The evaluation involves over 250 criteria, including work environment, talent management, learning opportunities, diversity and inclusion, and employee wellbeing.
Among the six key categories assessed, several areas were highlighted as strengths of Apatin Brewery: business strategy, employee strategy, leadership, purpose and values. We have achieved consistent improvements in these areas year on year.
Which particular employee benefits would you emphasise?
— We work daily to create an environment in which all our colleagues can grow continually, feel respected and express their authenticity. What truly sets us apart from many other employers is the supportive atmosphere and company culture, which ensures everyone feels like they are part of a family. Our leaders aren’t distant icons, but rather approachable managers with whom you can share a beer after work.
We expand our range of benefits for all employees each year. In addition to standard packages that include bonuses, other financial incentives, supplementary health insurance, flexible working arrangements like sliding working hours and remote work, we always listen to our employees’ needs. Over the past few years, we’ve introduced a complete benefits package for employees’ families to mark important life events, gradual return-to-work programmes after extended absences, Fit Pass memberships, additional leave days for new fathers, and many other benefits.
Beyond tangible benefits, our focus remains on ensuring employee satisfaction, showing respect and providing opportunities for personal and professional growth alongside the company. This is especially rewarding when working in an industry synonymous with fun, socialising and celebration.