Tiziano Rodolfo Roseto, Gi Group Romania: With rising inflation, employees feel increased pressure on their personal finances

Tiziano Rodolfo Roseto joined the Gi Group team 22 years ago, in recent years holding the position of Chief Regional Officer – Eastern Europe of Gi Group Holding, being responsible for the implementation of the operational and development strategy for the Eastern European and Balkan countries: Turkey, Serbia, Croatia, Montenegro. He is also CEO & Country Manager of Bulgaria and Ukraine and is heading the Alliances Division, developing the Group strategies in countries with no direct presence like Nordics and Middle East. From September 1st Mr. Roseto took over the position of CEO & Country Manager of Gi Group Romania and Business Review sat down with him for an exclusive interview.

What are the main HR challenges that will mark the year 2024 in terms of organizational culture research, the way we work, people development, human resource management and the socioeconomic context? And how do you plan to address them?

An increasingly prevalent concept in the HR market in recent years, but also a challenge in the field, is diversity, equality and inclusion at work, which will continue to be a priority for many companies, as they strive to create environments more inclusive, fairer and more open workplaces for all categories of employees.

Employee retention will continue to be an ongoing challenge in the coming years. To remain competitive in the labor market, companies will need to offer attractive benefits, transparency and a comprehensive approach to learning and development throughout employment. This aspect will be particularly important this year, perhaps salary increases may not be the way to present as in previous years. In addition, HR departments must invest in branding strategies to cultivate or attractive image of their organization.

As a consultant and expert on the labor market, I have noticed a change in the employee-employer relationship in the last two years and I believe that a large part of this change is the result of the pandemic. In addition, HR departments must be prepared to manage remote workers, including providing the tools and resources needed to work remotely effectively.

Related to the way of working, hybrid work will continue to be a dominant trend in 2024 as companies adapt more to new employee demands. This work paradigm, which combines office work with remote work, gives employees the flexibility they need and, at the same time, allows companies to maintain a balance between productivity and employee well-being. However, effective team management in a hybrid environment will remain a crucial challenge, and HR departments must develop strategies and policies to support this evolving way of working and ensure effective collaboration between employees, regardless of location . their physical

Of course, technology will continue to play an increasingly important role in the way we work, from automating repetitive tasks to enabling communication and collaboration. With the rapid evolution of technology, the way we work will have a profound impact on the workplace in the coming years. Automating repetitive tasks will free up valuable time and energy resources for employees, allowing them to focus on more important activities. Of course, automation will help increase productivity and reduce human error in monotonous tasks.

However, it is important to emphasize that using technology effectively will require continuous adaptation and constant learning, as rapid technological changes can create challenges in terms of data security and privacy protection. Thus, technological evolution will require sustained efforts on the part of employees and companies to make the most of the benefits that technology brings to the business environment.

In conclusion, I would also like to discuss the macroeconomic situation, which plays a significant role in the field of human resources, having an impact on personnel management strategies and employee well-being. With rising inflation, employees feel increased pressure on their personal finances as the prices of products and services rise and purchasing power declines. This financial pressure can lead to decreased employee motivation and productivity as they are faced with a constant preoccupation with financial matters.

How can we find the right balance between intelligent machines and human intelligence in the new business reality of accelerated automation and digitization?

It is crucial for any company to find the right balance between intelligent machines and human intelligence in the era of accelerated automation and digitization. We must recognize that intelligent machines (AI, automation, robotics) and human intelligence have distinct strengths and weaknesses. Machines excel at repetitive tasks, analytics and scalability, while humans bring creativity, emotional intelligence, critical thinking and adaptability. And for that any company must clearly define the roles and responsibilities of both machines and people within the organization.

Within the Gi Group, I chose to invest in the training and development of employees, and by facilitating the training programs we were able to improve the skills and knowledge of our teams. In addition, by promoting continuous learning, we encourage our teams to be open to change and to bring innovative ideas to the organization.

Finding the right balance between intelligent machines and human intelligence requires careful planning, continuous evaluation, and commitment to the long-term success of the organization. By emphasizing strengths and investing in training and fostering collaboration, teams can effectively navigate the new business reality of accelerated automation and digitization.

What are the 3 most important business lessons you have learned during your career?

We reside in a constantly shifting world, a realm brimming with valuable lessons and challenges.

I seized every opportunity that crossed my path along this journey, using each obstacle as a stepping stone to growth. I’ve learned that greater self-discipline is a prerequisite, understanding that a vision without focus is merely a postponed reality.

Occasionally, it is imperative to chart a new course for your business and to ascertain the optimal direction a fresh perspective is often the catalyst. Last, but certainly not least, I’ve come to embrace the potency of strategic partnerships. The collective synergy of various forces and entities can expedite the realization of your business goals. Equally vital is the attention bestowed upon the team, as well as the ability to foster trust and provide growth opportunities from a managerial standpoint. There are lessons to be gleaned daily, but whether we choose to learn from them or not is within our grasp.

Do companies value soft skills in the professional development and performance of leaders? How are these skills assessed in the recruitment and selection process?

Leaders are people who create opportunities, change destinies and maintain team engagement over the long term. Our internal analyzes reveal the importance that companies currently place on soft skills in the professional development and performance of leaders. Top management brings up these skills, emphasizing social, emotional and advanced cognitive skills. Thus, the tools used in the process of recruiting and selecting candidates to determine both the skills needed in a specific role and those at the level of the entire organization, become essential. In this direction, at Gi Group we have adopted the HPTI (High Potential Trait Indicator) assessment, one of the most complex psychometric assessments, through which companies can much more easily identify the compatibility between the future employee and the position for which it is recruited by following six key elements of the candidate’s personality, considered vital in maintaining a high standard in the work environment that highlights a candidate’s potential. Thus, the HPTI measures Conscientiousness, Adaptability, Curiosity, Risk Approach, Ambiguity Acceptance and Competitiveness, at different levels.

What are the medium to long-term forecasts and plans regarding the company’s activity?

First and foremost, we remain steadfast in our dedication to both our valued customers and our exceptional team members. Our unwavering commitment extends across a comprehensive strategic framework designed to empower our business partners with timely and precise insights into the labor market landscape. Just as we have in the past, we will consistently deliver superior services, and we will continue to champion a core tenet of the Group’s mission: the notion of ‘Beyond Work’. This concept centers around enriching the daily lives of our candidates by fostering positive, inclusive workplaces and cultivating a nurturing, secure environment.

We have a well-defined objective, which is to position Gi Group among the top three human resources firms in Romania in the foreseeable future. To that end, in the medium and long term, we are dedicated to expanding our footprint, leveraging the wealth of experience within our team. Furthermore, we have a distinct focus on the cultivation and fortification of Gi Group’s presence in Moldova and Bucharest, regions renowned for their growth potential and distinct labor market nuances.

In the long run, we are primed to introduce novel services in Romania that have already found success in other regions, including ‘TEAMspiration’, a new concept that centers on the orchestration of events and team-building sessions. All our aspirations are anchored in our unwavering commitment to our customers and our dedicated employees. This means that every endeavor and initiative we embark upon is thoughtfully designed with customer satisfaction and needs as the paramount consideration. We remain unyielding in our pursuit of delivering the highest quality service and tailor-made solutions to cater to the unique demands of our clients.

Simultaneously, our teams receive special attention, as we regard them as the driving force behind our company’s achievements. Through comprehensive professional development, unwavering support, and resolute recognition of their dedication, we ensure that they are consistently motivated to uphold the highest standards. With our customer and employee-centric approach, we aspire to foster enduring relationships founded on mutual trust and collaboration. Ultimately, we firmly believe that when both customers and employees experience satisfaction and confidence, our development and success objectives are all the more attainable.

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