Employee experience as a competitive advantage

The experience of employees is the basis of the company's performance. In times when money is no longer the main motivating factor, focusing on the employee experience is the most promising competitive advantage that organizations can take advantage of in an imaginary battle for talent. Ladislava Molnárová, Amrop Jenewein Talent Acquisition Partner, writes in an article for InStore more about how employees and their experience can – both positively and negatively – affect how hard they work, how much they will cooperate or whether they will invest in improving personal, team and company performance.

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What does Slovak business sector look like? See who is the largest in business

More than 500 addressed companies and institutions filled out the questionnaire for the Largest in Business yearbook, which was also published as a separate appendix to the SME daily. The rankings provide ratings in 50 different categories while also showing which sectors and companies have grown despite the pandemic. In the comprehensible tables, companies‘ economic results but also their contact details and the areas they deal with are published in a printed form. The article mentions all the top companies, including brands belonging to the Jenewein Group, which have scored high in the Executive Search and Business Consulting sector.

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We found out who the largest in business are in Slovakia

More than 500 companies filled out the questionnaire for the Largest in Business yearbook. This article, as well as the yearbook, provides information not only about the largest companies in 50 categories but also specifies which sectors were successful during the pandemic and which companies were able to grow in challenging conditions. In this article, the names of all top-ranked companies are published. The detailed results with comprehensive information about all listed companies as well as the names of their head representatives are available in the Largest in Business yearbook.

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Disconnected Data: The Case for Wisdom in Leadership Assessment

Leadership assessment sits at the very heart of the talent management landscape. It is extensively (and enthusiastically) deployed by Executive Search firms and organizations. Yet it is in this domain that shortfalls in leadership talent strategy are most starkly reflected. In this article authors ­– Juliana John and Igor Šulík, both leaders Amrop Global Leadership Services Practice, will argue that wise leadership needs better integration in the way in which these key executives are assessed – a high-stakes intervention in recruiting, development and career progression.

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Are the leaders already feeling at ease in the online world?

Data has become a new world commodity, our image on social networks is climbing on the ladder of significance and we use artificial intelligence not only in business but also in personal lives. But have the last two years really moved us further in the field of digitization? Can we consider the shift of communication channels more and more towards the online world as a real progress? And if we look more closely at the commercial sector: how are the authorities and management of companies prepared for digital disruption? Matej Taliga, Amrop Jenewein Client Partner, offers answers in an article for InStore based on interesting findings from a global study by Amrop.

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Becoming a real leader is an art

Like many other skills, the ability to be a strategic leader needs to be learned. In the vast majority of cases, it does not come naturally. Therefore, it is important to know as much as possible about the qualities that make successful managers become strategic leaders. Martin Krekáč, Jenewein Group Chairman & Founding Partner presents several characteristics that must be embodied by people who want to become real leaders. Learn the seven prerequisites for successful strategic leadership in the world of corporations and family business!

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Do the bosses want us in the office again?

The COVID-19 pandemic has affected the world economy. As a result of the measures and orders, several organizations have closed their workplaces or moved to privacy, and they have set different rules for their operation and their management. The decline in the number of tested-positive and hospitalized has led many leaders to consider returning their teams to offices. Should they call everyone back to permanent workplaces, should they let them work from home, or should they create a new model that combines both options? Rastislav Mackanič, Amrop Jenewein Client Partner, also outlined the answers to these questions in an article written for InStore magazine.

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The Amrop Talent Observatory

What motivates leaders to join one kind of organization, and avoid another? What are their deeper criteria for career decisions? What sources are they using to ‘audit’ potential employers, and what are their attitudes to the use of AI in the hiring process? To find out, Amrop personally approached senior executives from across the world who had recently been shortlisted for a senior position with a hiring organization. As such, they were in a reflective and ‘organization-assessing’ state of mind. The global study followed a central hypothesis: that their needs are profoundly changing.

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The Keys to High Performance. Digitization on Boards 4th Edition

Digital leaders are key members of executive teams. As such we can consider them jointly responsible for organizational growth. Our 4th edition of Digitization on Boards looks into the keys to digital performance. Examining digitization through the eyes of digital leaders from High and Low Performing Organizations, we ask: What are successful digital executives (and their organizations) doing better? Where can digital executives and non-executive boards focus – and win? Our report surfaces a ‘virtuous circle’ of confidence, competence and outcomes in digital leaders and their High Performing Organizations.

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Searching for the optimal organizational structure! How to do it?

If there is one thing that is really not lacking, it is management advice. There are many theories – from Taylorism to bureaucratic organizations, from behavioral theories to modern approaches to empirical management, lean organizations, agile teams, and so on. This influx of theories offers two observations – one is quite clear, the second less so, but it is equally important. Igor Šulík, Managing Partner at Amrop in Slovakia, looked at both options and other contexts in more detail in an article written for InStore magazine.

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