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Human Capital was founded in 2014 to provide full support to small and medium-sized companies with the organization and management of human resources.
Given the fact that there is no one-size-fits-all for all the companies, nor for all the problems they face, the founder of Human Capital, Jasna Rilović, devised a unique method of “tailor-made HR“. In other words, a completely individualized approach to support each company.
To get to know the company better, we talked to the founder Jasna, so continue reading to find out what we learned.
Jasna spent fifteen years of her professional HR life in, as she says, gilded cages.
“Working in a corporation gives you a false sense of security, order, and organization. Furthermore, by providing you with financial stability, they simply keep you as one of the gears in a big system.”
Fear of failure and insecurity in her abilities led her to work for American, French, Indian, and Polish companies throughout her career.
What offered her excitement in this business was that she changed the industry every few years and thus had the opportunity to learn about the automotive, pharmaceutical, manufacturing, and IT industries.
Only 7 years ago, after the last attempt to be a part of the system of a large Croatian corporation, she gained enough self-confidence to start working independently as a human resources development consultant.
The road, she says, was easier than she expected because the first clients responded immediately upon recommendation.
Working with different companies, she learned that there is no “one size” that can fit all companies. Therefore, she likes to meet people within the company, see what “bothers” them, listen to their story, and then turn it all into the processes that will help them to maximize the possibility that their work will actually be tailored to them.
“Every problem that arises in a company reflects the lack of an HR process. My experience allows me to translate these frustrations into a concrete problem and offer the right tool to solve it.”
Business organization involves a lot of different processes, and a clear division of labor is of utmost importance, said Jasna, adding:
“Team leaders should be people who really desire to lead others, not the best specialists who don’t want to, but accept because they like the title, higher salary, and the like.”
Also, she explained, there are several questions that people in any company management must know the answer to at any time:
How do we reward people? Does everyone get a bonus when the company owner feels generous? Have we invented some temporary KPIs or do we have clearly structured OCRs that allow us to know at all times who is close to achieving the goals and who is not?
How often do we have to raise people’s salaries? Every time an employee waves an offer from the competition at us or do we have clearly defined rules and set funding limits within which we are willing to pay someone?
What about the education and development of our people? Do we send to the conference only those who ask for it or do we have clear rules on how much we invest in someone’s education and development and for what purpose?
Do we have a backup plan if one of the employees tells us tomorrow that he no longer wants to work for us because he received a substantially better offer? Who will take over their job and within what time frame?
The answers to the questions above will be shared with us by the team from Human Capital, through a series of HR meetups that we will organize together.
The first one is already scheduled for the end of this month, and we will bring more details soon.
We welcome Human Capital to Split Tech City and look forward to our mutual collaboration!
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