One of the most recruited roles this year in Romania were HR Business Partners. They have been actively sought, regardless the domain or level of seniority.
Just as asking the right question will most often lead us towards the answer, my experience shows that the failure or success of a recruitment process relies, in most cases, on determining the right candidate’s profile. One of the first steps towards this is to determine what function the position we are aiming to fill has in the context of a certain organization. Hence, we initiated a qualitative research project to better outline the profile and function an HR Business Partner should have within an organization. The study was performed using a sample of 37 participants - approx. 60% of which were HR Directors or Managers and 40% HR Business Partners in multinational companies.
When asked “Do organizations need HR Business Partners?” 100% of the study’s participants responded “Yes”. Roughly 70% added that in smaller organizations the function of HR Business Partners is performed by the HR Manager.
HR departments see the role of HR Business Partners as performing a strategic role, one that works to find HR solutions that helps organizations grow and achieve business goals.
Floriana Enescu, Partner
Since 2016, Friisberg & Partners International has been represented by Qualia Executive Search in Romania, a well-known executive search company on the local market.
After 6 years, Floriana Enescu, the Managing Director of Qualia Executive Search, has formed a new company, Friisberg & Partners International, Romania, and to end her collaboration with Qualia Executive Search. She said,
“I am grateful for all the experiences I had at Qualia Executive Search in the last 17 years. It meant a lot for my personal and professional growth, and for that I deeply thank my clients and my colleagues, especially to my colleague & co-founder, Ionut Balintoni, from whom I learned so many things that brought me to what I am today.
"Sometimes, after so many years, it is better for friends & partners to follow different paths. I am sure that Ionut will lead Qualia Executive Search to continue to offer the best services to its clients and partners, in the most ethical way.
"I started this new journey with a lot of enthusiasm and I thank my Friisberg & Partners colleagues for all their support. The world around us is changing and it embodies our deep dedication to client success and relationships, wherever our clients do business. Friisberg has a determination to never stop leading the way in innovation and thought leadership, so recognising that we were already so well aligned philosophically with Friisberg, we are genuinely delighted to now be Friisberg Romania.”
Zoltan Petho, Chair of Friisberg & Partners International, welcomed the opening of the new office. “Despite a global pandemic and economic crisis, Friisberg remains focused on its strategy to expand and innovate to connect clients to talent, internationally. We have made it our purpose to grow with our clients, as individuals and as a team, and Romania further strengthens our already significant presence in Central & Eastern Europe.”
Floriana Enescu is a psychologist with 20 years’ experience in recruiting and Executive Search.
Over the last 17 years, Floriana has coordinated searches for clients such as: Heineken, Beiersdorf, Allianz Partners, Phillip Morris, Danone, BNP Paribas Real Estate, Lagardere Group, Carrefour, Ikea, CB Richard Ellis, Hipp International, Coldwell Banker, Marks & Spancer, PayU, Signal Iduna, Tractebel, Siemens, Cushman & Wakefield, Vastint, Bionorica, Syngenta, Interbrands Orbico, Pinebridge, and Delamode.
Christmas holidays have always been a reason for joy, for children or adults, even if during Communist times the religious meaning of it was not significant.
Communists believed there is no God, therefore the Son of God did not exist and was not born. But they could not erase completely Christmas Holidays and the joy they brought, so they tried to erase the religious meaning of it.
Therefore, they renamed “Old Father Christmas” and he became “Old Man Frost”, St. Nicholas became “Old Man Nicholas” (most of us still refer to him as this).
For us, Christmas Holidays start at the evening of December 5th, when the tradition says that good children will receive small gifts from St. Nicholas in their boots (some good adults get gifts too), but only if they have been good, otherwise they will get a stick instead!
In Romania we have many traditions that we practise in the hope of wealth, prosperity and luck with their origins going back to medieval times.
My personal favourite is Santa's Eve Caroling, but there is also Goat Walking, Capra, - a custom that usually lasts from Christmas to the New Year, it is the name given to a traditional Romanian dance, usually performed by a young man disguised as a goat, with a fur on his back. The goat and her companions go from house to house, dancing at everyone’s door, on New Year’s Eve;
Little Plough, Pluguşorul, is a poem which is performed by boys who visit the community with a little plough made of wood, bells and a whip in their hands and it describes the myth of the nation's creation;
Sorcova where a stick or twig decorated with artificial flowers of different colours, which children use to gently hit their parents or acquaintances in the morning of New Year, wishing them, in special verses, health and luck.
Usually at Christmas, families have lunch or dinner together, mostly eating traditional food like Piftie or Sarmale.
2021 was in many ways a good year for us, but more than anything I wish 2022 will take us back to normality. What I miss the most is the connection between people and the time we spend together.
Top management positions, mainly in multinational companies, represent a goal for 83% of the employees within the age group of 23 – 40, according to a study made by Friisberg & Partners Romania, of 150 Bucharest-based subjects.
The career path towards a top management position invariably goes through middle management ones, yet the abilities and knowledge necessary for a top management role can be different.
Which are the differences between a middle management position and a top management one?
Following a study on a focus group of 52 middle and top managers, as well as from our own experience in the market, we came to the following conclusions:
In the end it is a personal decision, one makes in his/her career path.
Aiming to become a top manager means more than education, experience and data accumulation. It means even more than long work hours and sacrifices made. Becoming a top manager also means a higher degree of decision making in regards to putting to work one’s business vision.
Our study reveals not only the aspirations and goals of professionals in the market, but also a deeper understanding of what it takes to be a top manager.
Although native abilities are important, in order to successfully walk in the shoes of a top manager, one needs years of experience, a profound market understanding and, most of all, a business vision.
Ioana has joined Friisberg & Partners, Romania as a Digital Technology Partner.
With a background in Human Resources Management and an extensive experience in technical recruitment and organisational development, Ioana is an open minded and creative individual, with a special interest in adding value to different organizations by recruiting the most suitable employees.
Her curiosity and attention to detail, together with more than 10 years in different digitalized industries from gaming to air traffic control systems and space, means she has the key qualities necessary to manage the relationship with our clients in the Digital & Technology sector.
Ioana has extensive technical understanding due to her experience within different fast-paced environments, with multi-layered organisations focused on research and development of hardware and software throughout Romania, the Netherlands and Germany.
Embracing Agile philosophy for many years, the Scrum Master certification came naturally, offering her the advantage of understanding in depth group dynamics as well as the software production environment.
Ioana is also a social activist promoting growth attitude and conscious change. She enjoys up-cycling projects and has a special interest in renewable technologies, nanotechnology and innovation for a better future of our planet.
Schneider Electric is leading the Digital Transformation of Energy Management and Automation in Homes, Buildings, Data Centres, Infrastructure, and Industries. With global presence in over 100 countries, Schneider is the undisputable leader in Power Management – Medium Voltage, Low Voltage and Secure Power, and in Automation Systems.
How did you adapt to Covid pandemic and what challenges did you face during this year?
A year ago, when the pandemic started, we were lucky that we needed only one meeting to decide that we would work from home. However, over the past 12 months, we faced challenges we never thought we would. By far the strangest feeling for an HR professional is being away from colleagues at work, but since we all agreed that the work from home solution was the best, we all started to get used to seeing each other via our online meeting platforms.
The toughest challenges we have had to face so far are probably recruiting and onboarding due to the limitations we now have in demonstrating the Schneider Electric Romania organizational culture to the new recruits. We have a vibrant organization of dedicated professionals, and meeting with them and understanding the feeling of camaraderie we all share is especially important for any new employee. Of course we tried to replicate most of that online and we made sure new employees have access to as many relevant colleagues as possible.
We are now allowing some of the people to return to the office under strict conditions, and we can see they missed each other. On a positive note, online communication has been more intense than ever. Many managers now have a chance to reach out to their entire teams even more frequently than in the past. It is easy to set up a quick online meeting, involving many employees - and this is much easier than in real life! So managers have taken the opportunity to talk to their people directly about how the pandemic has affected both their professional and private life.
What are the projects you implemented during this time?
Schneider launched a big global project last year in April, 'Open Talent Market'. There were many discussions at HR level at the time about whether we should launch it, being in the middle of a pandemic and worrying people would not have time necessary to dedicate to this type of program. However, there were many employees who said they wanted to join the platform as soon as it was launched.
Open Talent Market is a platform that allows all employees to enter and connect with mentors from across the Schneider world, if they want to develop their skills. They can connect or apply to local or global projects, but also apply for full-time roles. At South East Europe level, the area for which I am responsible, Romania is leading with an adoption of 78% in less than a year, according to last reports.
'Career Week' is another project that was recently launched in June. In this learning week we offered content, both locally and globally, on five main directions: technical career, functional career, cross-country career, a career that involves interaction with clients and a career in