In April 2022, Gi Group, one of the world’s largest human resources companies, became GI GROUP HOLDING, adopting a new corporate brand and a new business structure that aim to further unify the strategic approach and to consolidate the position of a world leader and top employer of the company in the human resources sector. To find out more about the rebranding process, but also about the company’s strategy and objectives, Business Review sat down with Cristian Huzau, the Country Manager of GI GROUP HOLDING.
- What are the main objectives of the business strategy?
The identity of Gi Group Holding has been shaped around 3 very well-defined values, which we have implemented as such in our daily work: trust, a benchmark that guides our behavior at work, the efficiency of each working day and care to our team and to our customers. We are based on solid principles that form the long-term organizational environment of the company and that help us to pursue the main objectives of the business strategy.
All of our actions focus on defining development goals and strategy, planning how to use resources, and ensuring the necessary resilience in the event of unexpected changes. The main objectives of Gi Group Holding at the moment are to strengthen the position in the markets in which we already have a strong presence and to accelerate the development in those markets that have a great growth potential for us, an acceleration that we can do both organically and and through potential acquisitions, depending on the specific situation in a particular market.
In addition, the new corporate brand and the new business structure will further unify the strategic approach, thus consolidating the position of world leader and top employer of the company in the human resources sector.
The main objective of Gi Group Holding is to generate added value to the “More than work” concept, supporting candidates in their daily lives and promoting positive and open environments by reiterating their commitment to creating pleasant and safe working environments. In the medium and long term, the company’s objectives are both to strengthen its position as a world leader in the human resources sector and to strengthen its position as a top employer and champion of sustainable work.
Another strategic objective will be the orientation towards the qualified personnel segment, with a considerable potential, especially through the development of corporate relations. Of course, at the heart of the strategy is the promotion of Sustainable Work: a red thread that is found in the Group’s work and whose goal is to raise industry standards by promoting activities that contribute to shared responsibility for living and working conditions beneficial to employees.
- What are the medium to long-term forecasts and plans regarding the company’s activity?
As I said, in the next 5 years, we will consolidate our position in the markets in which we already enjoy a strong presence: Italy, Brazil, Great Britain, Germany, France, Poland, China and Spain and, in parallel, we will focus our actions on accelerating development in potential markets.
Another very important element of our medium and long term strategy is the consolidation and development of the temporary staff sector. Last but not least, we will focus on the skilled human resources sector, which already has considerable potential.
- What are the 3 most important business lessons you have learned during your career?
We live in a world that is constantly changing, a world that offers us lessons at every step and from which we constantly receive new challenges. I take advantage of every opportunity I encounter on this journey to develop and look at each issue as a challenge, while learning from every mistake. I understand by now that the biggest barrier to my business may be me. I have learned that more self-discipline is needed and that vision without focus is only a delayed reality.
Sometimes you need to give a new direction to your business, and to adopt the best direction, you must first and foremost look at it from a different perspective. Last but not least, I learned to believe in the power of strategic partnerships. The combined effort of several forces and entities can accelerate your achievement of your business objectives. In addition, I think that a very important lesson is the attention you have to pay to the team, but also the way you manage to build the trust you offer people and the growth opportunities you will offer from the position of manager. So, there are lessons to be learned every day, but it is up to us whether we learn them or not.
- What are the influences and effects of digitization and the fourth industrial revolution on your company?
The transition from water and steam mechanization to the concept of mass production through electricity has led to the emergence of computers and automation processes. Now, on the eve of the fourth industrial revolution, characterized by the development of truly intelligent factories that have cyber systems and communicate via the Internet, companies benefit from better visibility of processes, ensuring the identification of potential problems before they occur. Continuous digitization and accelerated market changes have led to the emergence of new, more efficient and tailored programs. Equipping systems with sensors and the ability to collect, transmit and interpret data in real time now generates traceability and control over all processes.
I don’t think there is a field in the labour market that is not influenced by the digitization process, and in the case of Gi Group Holding even more so. We embrace this process and want to take advantage of every opportunity we receive to become better and more efficient both for ourselves and for the people we place in the job market.
- Rebranding can be an expensive and difficult process. How did you decide it was time for a rebranding?
Rebranding is certainly the best practice for repositioning a brand, which involves a wide range of factors. Truly innovative companies do not wait for a certain event to rebrand themselves but use this lever as a tool to constantly outperform the competition. From the very beginning, we wanted to benefit from a competitive advantage through which to optimize our services and to improve, first of all, ourselves, as individuals.
In the case of Gi Group Holding, it was not necessarily a time when we decided that a rebranding was needed, but a series of needs that emerged from our analysis. First of all, we developed in several branches and we felt the need for an identity that brings together all these branches and also communicates in unity. Our activity is based on a solid organizational culture, so we want to communicate as a single company that has top institutions and customers.
- What factors should a company consider when deciding to rebrand?
As mentioned above, the rebranding process comes naturally to cover certain needs that a company has at a given time. The whole process is complex and must be started after detailed analysis.
I think the first important factor is to clearly define the scope of rebranding because rebranding can mean a lot. It is also necessary to understand the company’s objectives, set its values and, of course, define the scope of the rebranding along the spectrum of possible actions that the company undertakes.