The lack of skilled labor in the job market has prompted Croatian companies to invest in internal and external employee education. All employees participate; it lasts from one day to several months and opens new opportunities for career advancement. By investing in education, companies and their employees keep pace with the development of new technologies and master new skills.
– The central place in the development of employees at the INA Group is held by the INA Academy, an internal knowledge-sharing platform. Launched in 2016, it provides employees access to a wide range of training conducted by internal experts and trainers. The thematic content covers technical, business, and soft skills, and training is conducted live or on the digital platform e-INA Academy – says the Director of Talent Attraction and Development at INA Ivona Vrtarić.
Strengthening Leadership and Micro Skills
Particularly focused, Vrtarić describes, on strengthening leadership competencies: First Time Leader supports new managers, while the Shift Leader Academy enhances the capabilities of operational leaders, especially communication, organization, and safety. The mentoring program MentorINA ensures a structured transfer of specific professional knowledge in the context of an increasingly demanding job market. As part of the Future@INA program, talents participate in workshops focused on strategic thinking, wellbeing, problem-solving, and other key skills. Digital learning is further strengthened by the availability of content through LinkedIn Learning, and in retail, training is conducted using a special communication platform eSMILE.
– A particularly valuable contribution to addressing the shortage of technical staff is provided by the micro-competence program Management of Process Facilities in the Refinery, developed in collaboration with the Rijeka Oil Refinery and the Natural Sciences and Graphic School Rijeka. It has been approved by the relevant institutions and is available thanks to HZZ vouchers, allowing participation for employees and all other interested parties without prior technical qualifications. It is conducted by high school teachers and engineers and shift leaders from the Refinery, and it concludes with the preparation and defense of a final paper before a committee. The development programs of the INA Group encourage continuous professional growth of employees, build a strong internal community of experts, and ensure the transfer of knowledge crucial for the future of the organization – states Vrtarić.
Upskilling and Reskilling
According to the Director of Centers of Excellence within Human Resources and Organization at Privredna banka Zagreb Nikolina Knezović, a strategic focus on knowledge and development enables continuous improvement of internal processes and the provision of advanced, quality services to clients, further strengthening PBZ’s position as a stable and responsible employer.
– By investing in employees, the bank provides them with tools for continuous professional development and readiness to adapt to new ways of working, ensuring, on one hand, sustainable growth and long-term resilience of the organization and, on the other hand, job stability and career growth – says Knezović, adding that more than 45 percent of training is organized internally, as part of a structured educational program for onboarding employees, tailored specifically to the work they perform.
– Further internal development rests on two key pillars: continuous improvement of existing skills and knowledge (upskilling) and preparation for new roles and challenges (reskilling). In this way, employees remain ready and empowered for future business needs and opportunities – says Knezović.
According to her, PBZ’s longest-running internal program is the PBZ Business School, which has served as the main incubator of knowledge and leadership development in the bank since 2007. It includes the development of young potentials through a two-year strengthening of innovation and personal development, promoting diversity and inclusion, professional development, and encouraging networking and team cohesion. For the past three years, PBZ has enrolled a new generation of participants in the PBZ Women Leadership Academy, a two-year training program attended each year by about forty of its employees. The Strategic Management Institute, PBZ’s third key development program, is an annual program aimed at the Management Board and executive management. Within it, leaders continuously upgrade their knowledge about regulatory changes, advanced management skills, ESG topics, financial and business environments, as well as innovative technologies and digital transformation.
Leadership and Soft Skills
Continuous employee development is also one of the key priorities at Telemach. This company systematically invests in the knowledge and competencies of employees through a combination of internal and external training, e-learning programs, and specialized development initiatives.
– We believe that investing in people also means investing in the long-term success of the company, which is why we provide employees with access to development opportunities at all stages of their careers – says the Executive Director of Telemach’s Human Resources Andreja Gracin.
Telemach’s educational programs cover a wide range of professional, technical, and communication knowledge, as well as the development of soft and leadership skills.
– For employees in direct contact with customers, there is an Educational Center that ensures continuous improvement in product knowledge, technical competencies, processes, and customer communication. Employees also have access to e-learning content within the LMS system, which allows flexible and independent learning on various relevant topics. Additionally, we conduct many internal trainings, internal expert academies led by our specialists, and leadership academies aimed at developing leadership competencies. In accordance with individual development plans, employees also participate in external seminars, professional training, and conferences, thus further broadening their perspective and professional network – says Gracin, adding that a systematic approach to employee development results in faster development of internal talents, greater readiness to take on new responsibilities, and stronger organizational expertise.
