Creation of the publication is supported by Swiss ... · Creation of the publication is supported by Swiss government, through MarketMakers project. The publication ... through MarketMakers

HR GUID

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The publication is prepared by:Creation of the publication is supported by Swiss government, through MarketMakers project.

H R G U I D E

THE IMPORTANCE OF DEVELOPING HUMAN POTENTIAL IN IT SECTOR OF

BOSNIA AND HERZEGOVINA

Inspire & Innovate

Mostar, May 2017

The publication is prepared by:Creation of the publication is supported by Swiss government, through MarketMakers project.

5Inspire & Innovate • HR GUIDE

MarketMakers

MarketMakers is part of the Swiss Government youth employment portfolio in Bosnia and Herzegovina. The project is implemented by a consortium consisting of HELVETAS Swiss Intercooperation, the largest Swiss NGO, and Kolektiv d.o.o./Posao.ba, a leading company in the field of jobs and employment in Bosnia and Herzegovina. MarketMakers seeks to enhance young women and men’s (aged 15-29) access to gainful and decent employment opportunities.The Project aims to achieve this goal by stimulating private sector growth in selected markets, thereby creating more opportunities for youth in Bosnia and Herzegovina.

SPARK

SPARK is an advanced digital technology acceleration platform dedicated to regional start-ups and projects commissioned by leading European companies. Our programs are SPARK school, SPARK r&d, SPARK startup and SPARK business. Users are young people willing to learn new skills, engineers working on hardware and software solutions, entrepreneurs with new business ideas and existing companies that need help in areas unrelated to their core business. SPARK has developed a broad network of partnerships with leading corporate partners such as Sportradar and NSoft, accelerator partners such as Swiss Entrepreneurship Program, MarketMakers, betahaus co-working space and ABC Accelerator, educational partners such as Microsoft BizSpark and AIESEC, and numerous regional media partners.

Inspire & Innovate

Inspire & Innovate is a project implemented by MarketMakers and SPARK in a collaboration with the pilot-companies of the project with the goal of exploring, promoting and implementing innovative HR practices in IT sector of Bosnia and Herzegovina. Inspire&Innovate aims at raising awareness of young men and women about available opportunities for education and employment in IT sector, through informative events such as SPARK forum, Inspire&Innovate hackathon, and Inspire&Innovate HR conference which show the importance of active integration of young professionals in the field of information and communication technology in Bosnia and Herzegovina and beyond.

The HR guide was created within the Inspire & Innovate project, which is implemented by SPARK, with the support of MarketMakers project. MarketMakers is supported

by the Swiss government, and implemented by Helvetas Swiss Intercooperation and Kolektiv ltd (Posao.ba).The views expressed in this publication do not necessarily

reflect the views of MarketMakers project, or Swiss Government.

INTRODUCTION TO “INSPIRE & INNOVATE” PROJECT

CONTENTSIntroduction by MarketMakers & SPARK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Inspire & Innovate in numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Why “Inspire & Innovate”? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

“Inspire & Innovate” results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

HR management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Hiring new team members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Additional HRM tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Diversity and equal opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Women in IT sector in Bosnia and Herzegovina . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Different views on human resources management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

HRM from HR manager’s perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

HRM from a CEO´s perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

HRM from employee’s perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

HRM from a job-seeker perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

HR practices by Inspire & Innovate pilot companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

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Vildana Mandalović, deputy project manager, MarketMakers

“Through its activities, with the support of Swiss Government in Bosnia and Herzegovina, during its first phase, MarketMakers project and its partners have created more than 900 new jobs in this sector. IT sector in BiH follows global trends, not only those related to growth and potential, but to needs which are mostly related to human potential, as well. IT sector has an opportunity to become not only a leader of economic growth in BiH, but of many social changes equally. We truly hope that this guide will help existing and future IT companies to establish a practice which will result in improvement of human potential, but will also foster demystification of the sector and thus increase interest and determination of young people to use their chance.”

Sara Lerota, project manager & startup coach,SPARK

“Taking in concern the general influence SPARK aims to generate toward local community it was a pleasure to collaborate with MarketMakers on creating positive changes in IT sector, especially when it comes to innovative HR practices and enabling young people easier access to information about opportunities for IT education, employment and fulfilling their own potentials in professional and personal life. Inspire & Innovate HR conference, wonderful collaboration with pilot companies of the project, SPARK forum and Inspire&Innovate hackathon were an excellent spark of initiatives which will continue to develop in our premises.”

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INSPIRE & INNOVATE IN NUMBERSWhy “Inspire & Innovate”?

> 40% - unemployment rate in Bosnia and Herzegovina1

> 8% - percentage of unemployed who are highly qualified2

72% - growth of IT sector in Bosnia and Herzegovina from 2010 until today3

25% of the total workforce of IT sector in B&H is female4

17 new employees are being searched annually by each IT company in B&H on average5

90% of IT companies in B&H expressed they have difficulties in finding new employees6

1 Monthly report of Labour and Employment Agency on 31st March 2017, 15.05.2017., http://www.arz.gov.ba/statistika/mjesecni/ default.aspx?id=2756&langTag=hr-HR2 Ibid., 15.05.2017.3 Gender equality in IT sector in Bosnia and Herzegovina, MarketMakers, Sarajevo, 2016. p. 7.4 Ibid, p. 8.5 Ibid, p. 11.6 Ibid, p. 11.

25% OF THE TOTAL WORKFORCE OF IT SECTORIN B&H IS FEMALE4

90% OF IT COMPANIES IN B&H EXPRESSED THEY HAVEDIFFICULTIES IN FINDING NEWEMPLOYEES6

ARE BEING SEARCHED ANNUALLYBY EACH IT COMPANY IN B&H ONAVERAGE5

17 NEW EMPLOYEES

0

40

20

60

80

100

120

140

160

NUMBER OF EMPLOYED WOMEN

Graph 1 NUMBER OF EMPLOYEES IN IT COMPANIES BASED ON GENDER

NUMBER OF EMPLOYED MEN

40%UNEMPLOYMENT RATEIN BOSNIA ANDHERZEGOVINA1

8%PERCENTAGE OF UNEMPLOYED WHO ARE HIGHLY QUALIFIED2

72%GROWTH OF IT SECTOR INBOSNIA AND HERZEGOVINAFROM 2010 UNTIL TODAY3


INSPIRE & INNOVATE IN NUMBERS“Inspire & Innovate” results

1HRCONFERENCE

HR PROFESSIONALSAND EXECUTIVE MANAGERSFROM IT COMPANIES PRESENT50

19 COMPANIESEXPRESSED INTERESTIN COLLABORATION

2PROFESSIONAL VIDEOS ABOUT INNOVATIVE HR PRACTICES, SPARK FORUM AND HACKATHON

7 TEAMS - 7 INNOVATIVEIT SOLUTIONS

200 YOUNG PEOPLE WERE DIRECTLY AFFECTED BY THE PROJECT AND CONTINUED THEIR ENGAGEMENT IN IT SECTOR

30 SELECTEDHACKATHONPARTICIPANTS

3 HACKATHON WINNING TEAMS, 13 WINNERS

1 INSPIRE & INNOVATE24-HOURSHACKATHON

SELECTED “INSPIRE &INNOVATE”PILOT-COMPANIES9 1 120SPARK FORUM

WITH 20 PROFESSIONALIT MENTORS

SPARK FORUMPARTICIPANTS/MENTEES

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ABBREVIATIONS

AA Affirmative Action

ATS Applicant Tracking System

CEO Chief Executive Officer

EEO Equal Employment Opportunity

HR Human Resources

HRM Human Resources Management

NGO Non Governmental Organization

PwD Persons with Disabilities


HR MANAGEMENT

Human resource management (HRM) is an overall approach to the employment and development of people. HRM can be regarded as a philosophy about how people should be managed, which is underpinned by a number of theories relating to the behaviour of people and organizations. It is concerned with the contribution it can make to improving organizational effectiveness through people, but it is, or should be, equally concerned with the ethical dimension – how people should be treated in accordance with a set of moral values.

Human resource management (HRM) is concerned with all aspects of how people are employed and managed in organizations (Armstrong and Taylor, 2014). It covers the activities of strategic HRM, human capital management, knowledge management, corporate social responsibility, organization development, resourcing (workforce planning, recruitment and selection and talent management), learning and development, performance and reward management, employee relations, employee well-being and the provision of employee services. It also has an international dimension. This dimension motivates the company to grow and it had a significant influence on the current global position of HRM. It ensures communication on global level, global exchange of knowledge and different resources and enables company to be in trend with global market and international demands.

Effective human resource management (HRM) ensures that organizations can operate efficiently and that employees are able to work in a safe environment. It reduces the costs associated with employee turnover and hiring new workers to fill job positions. HRM is also used to protect an organization from any accusations or legal action that may be taken against it by an employee. Effective HRM should identify work issues before they escalate and resolve internal issues. HRM involves the application of policies and practices in the fields of organization design and development, employee resourcing, learning and development, performance and reward and the provision of services that enhance the wellbeing of employees. These are based on human resource (HR) strategies that are integrated with one another and aligned to the business strategy.

Hiring new team members

Even though there is an accepted opinion that people, with their knowledge and skills, are the main enforcer and capital of every successful company, it seems that, with all the additional tasks HRM includes, the process of new team members employment is often quite unorganised, with minor or major omissions which can result in failure when it comes to employing the best candidate for the role in question.

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The standard process of employing new team members consists of a few steps where each of them demands an adequate approach with enough time to communicate about the concrete tasks and assignments, and with additional space to prevent or correct potential errors. Special attention should be brought to these steps:

→ When to employ and whom to employ?

→ Adequate analysis of the role and job description

→ Employer branding

→ Cultural fit of the future employee and the company

→ Hiring cost analysis

→ Analysis of the costs of new employee adaptation

→ Costs analysis of searching for a new employee: promoting the open call, hiring through recommendation, proactive approach to searching for passive candidates

→ Creating a structured selection process which is adequate for the position

→ The importance of communication with all candidates

→ Sending the offer and arranging the conditions of work

→ Analysis of the whole process, detecting potential omissions and suggestions for future enhancements

It is really important for HRM to recognize when is the time for a new person, new position or new team. The stakes of hiring are high. Hiring for a position too soon will drain valuable resources, but hiring too late can also cost an employer dearly in terms of productivity and revenue. A candidate persona is a semi-fictional representation of the ideal candidate and it is formed by defining the characteristics, skills and traits that make up a perfect hire. Creating personas helps guide the hiring process and identification of the talent that is the best fit for the organisation as well.

An adequate estimation when is the time for a new person to be brought, a proper and complete analysis of the job, will prevent the additional costs of recruiting and introducing new people into the company. The first step in the process of successful hiring is good employer branding.7 Companies should pay attention to branding and promotion of their services, and employment conditions. If a company wants to attract the best candidates, bids must comply with the requirements placed in front of employees. The offer sent by the company does not have to be the best in the market, but it must be the most convenient one expected from employees and in accordance with the general conditions of society and its (positive) image on the market. An analysis of the overall process, identifying possible failures and suggestions for future improvement is an extremely important step in the employment process. It is important to check where the best candidates came from, in which phase of the selection process most of them got out of the process, to calculate the time needed for the new person to be brought in, and other potential difficulties with

7 Website www.adopto.eu, https://adopto.eu/features/employer-branding, accessed 17.5.2017.


which the HRM deals during the process itself. Such analysis will give an insight into the whole process, and the HRM will know what ought to be more carefully done in the future, where more money needs to be invested, which costs have been unnecessary, which were the most positive features of the candidates who entered the last round, which were the negative features of the candidates who fell off at the very start. All this should significantly accelerate future employment processes for the same or similar positions, and allow transfer of experience and knowledge for every other employment process in the future.

Additional HRM tools

The quality of a company’s hires is the single best predictor of its future success. This is widely understood but little acted upon. Hiring is still seen as frustrating and messy by many business owners, HR Directors, hiring managers and recruiters who grapple with it. Now, for the first time, a better software is righting this wrong.

Human Resources has been poorly served by technology for too long, when compared with the pioneers in sales, but a renaissance in HR software is noticed, thanks in large part to the potential unleashed by cloud-based computing. At the heart of all of this is the Applicant Tracking System (ATS). Applicant Tracking System (ATS) in its simplest form offers relief to these commonly acknowledged pain points in recruitment. Let us say that as one of the required conditions for getting employed is the driver´s licence or a visa. It would be ideal if the HRM would put that pre-selection question in the application form and all who do not meet that condition to be disqualified in the start. ATS integrated with listings sites can post to a wide range of free and paid job boards with a single submission, which saves time and money. It also has the ability to function as a very simple social network page: Twitter, Linkedin or Facebook. An ATS can make managing a careers page as simple as changing your background image and bio on Twitter and it can collect, organize and show job candidates in the same way LinkedIn or Facebook show your contacts or friends. ATS can enable you to add notes to candidates just like you put comments on Facebook as well. Applicant tracking software mines the resumes you receive and presents candidate data in a way that makes comparisons fast and simple. Recruiting software can parse these resumes, break them down and present the data they contain in a standardized format where it can be quickly reviewed. ATS recruiting offers the facility to automatically filter false applications from job candidates or highlight 3-4 priorities on the application form that enable human judgement to be swifter. An ATS can provide recruiting tools that fill a talent pool and save recruiting money for the tougher hires.

This kind of pain relief is only part of an applicant tracking system definition but it points to what you can achieve with ATS recruiting. The right applicant tracking software is a major step towards creating a repeatable, systematic hiring process, from posting a job to having an offer letter accepted.

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DIVERSITY AND EQUAL OPPORTUNITIES

Equal opportunity and respect must equally apply to all employees and applicants. Having a diverse workforce means that the organisation can offer a wide range of resources, ideas, skills and energies with the goal to ensure the benefits of a broader market, improved productivity and a raised profile within the community. This policy reflects the culture and identity of both the company and its management.

The goal is to raise awareness throughout the company for the potential enrichment that diverse life and work experiences, perspectives and values can contribute. Diversity management plays a major part in achieving this objective.

Berkeley Human Resources listed three most important components for creating Diversity and Equity in workplace environment for the employees: Embracing Diversity, Equal Employment Opportunity (EEO), and Affirmative Action (AA).

Equity in the Workplace is characterized by:

→ A diverse productive workforce

→ A more equitable and accessible work environment

→ An inclusive environment where all employees are valued

→ A work environment free from discrimination

→ A level playing field for employee success

Although there is an overlap between Diversity, EEO, and AA, they refer generally to those three different areas of activity.

Embracing Diversity refers to a comprehensive organizational and managerial process for developing an environment that maximizes the potential of all employees by valuing diversity. Diversity refers to human qualities that are different from our own and those of groups to which we belong, but are manifested in other individuals and groups. The dimensions of diversity include, but are not limited to: age, ethnicity, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital or partner status, military experience, parental status, religious beliefs, work experience and job classification (Berkeley Human Resources, 2017).

Equal Employment Opportunity is a term used to refer to employment practices that ensure nondiscrimination based on race, color, national origin, sex, sexual orientation, gender identity, physical or mental ability, religion, medical condition, ancestry, marital status, pregnancy, genetic information, veteran status or age. According to this, HRM at post-conflict societies should pay a special attention to the employment persons with disabilities (PwD). Employment of PwD provides them with different opportunities: learning


and development, financial independence, achievement of positively valued social roles, the ability to choose and make life decisions and to obtain their rights. For the companies, raising awareness about their employment will give a new pool for recruitment of the competent persons, different employment subsidies given by state, socially responsible image of the company and promoting open-minded cultural clime.

Affirmative Action is one aspect of the efforts to ensure equal employment opportunity for minorities, women, veterans, and individuals with disabilities. It encompasses:

→ Good faith efforts to remedy underutilization,

→ Widespread and diverse outreach in the recruitment process

→ Job-related criteria with minimal adverse or exclusionary impact, and

→ Fair evaluation of all job applicants (Berkeley Human Resources, 2017).

Women in IT sector in Bosnia and Herzegovina The study “Gender equality in IT sector in Bosnia and Herzegovina” (MarketMakers, 2016) aimed to identify the main reasons for unequal representation of women in IT sector in B&H. The study confirmed the global trend of underrepresentation of women in this sector, which also depicts the inclusion of women in the BH society, in general.

Whilst women make total of 25% of the work force in IT sector, the study has also shown that women are significantly less present than men in the managerial and senior positions in this sector, thus confirming the trends present in other sectors. Interestingly, the number of female and male students enrolling IT courses does not significantly differ, whilst the dropping students are mostly women.

Exploring the reasons for such a trend, the study has confirmed patriarchal patterns rooted in the education and practice of IT sector. Moreover, it is shown that sexual harassment of women is present in this sector, and 75% of BH IT companies never had a case of a male employee using parental leave.

In the time of need for bigger and stronger work force in this sector, it is implied that IT industry, if striving towards growth and progress, must consider and put more effort in engendering the processes of educating, recruiting and treating their employees, which will offer and promote equal opportunities for women and men.

An IT company willing to increase and strengthen its human potential, must rethink and adapt its policies and practice so to have its female and male employees benefit equally. In the following chapters, more is offered about current practices in B&H.

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DIFFERENT VIEWS ON HUMAN RESOURCES MANAGEMENT

The normative perspective of human resource management bases itself on the concepts of “hard HRM” and “soft HRM,” on which the foundations of human resource management rest. The concept of “hard HRM” is the basis for the traditional approach toward human resource management. This concept traces its origins to the Harvard model that links workforce management to organizational strategy. Hard HRM stresses the linkage of functional areas such as manpower planning, job analysis, recruitment, compensation and benefits, performance evaluations, contract negotiations, and labor legislations to corporate strategy. This enforces organization interests over the employees’ conflicting ambitions and interests. It views the workforce as passive resources that the organization can use and dispose at will. Soft HRM is synonymous with the Michigan model of human resources management and is the bedrock of the modern approach to strategic human resource management. This model considers human capital as “assets” rather than “resources” and lays stress on organizational development, conflict management, leadership development, organizational culture, and relationship building as a means of increasing trust and ensuring performance through collaboration. This approach works under the assumption that what is good for the organization is also good for the employees (Nayab, 2011). The main critic to Human rights management and the third, critical perspective of human resource management is a reaction against the normative perception. This perspective espouses a gap between rhetoric, as organizations claim to follow soft HRM policies when they actually enforce hard HRM. It seems that while most organizations claim employees to be their most important assets and make many commitments for their development, in reality employers enforce a hard HRM-based strategic control and the interests of the organization always take priority over the individual employee (Gill, 2007; prema Nayab, 2011). In the contexts where the HRM is still a new and quite abstract “term”, it is possible to see a huge division in the perception what actually HRM should deal with. These differences in the perspective are not only addressed by CEOs and employees, but HRM itself. Usually when companies are struggling with labor issues, HR is seen as a valued leadership partner. When things are going more smoothly all around, managers tend to think, “What’s HRM doing for us, anyway? For this guideline the position of the HRM will be reviewed from the HR manager´s and CEO’s perspective, as well from an employee’s and job-seeker’s perspective.

↘ HRM from HR manager’s perspective

The concept of human capital is that people possess skills, experience, and knowledge that have economic value to the companies. It is important to realize that human capital becomes economically valuable when manifested in performance. Employees are not valuable in the abstract, but rather as a function of the jobs they perform. Thus, if two employees are equally skilled, the one who uses more of these skills on the job is more valuable to a company. Similarly, if two employees are each given the same training, the increase in human capital is greater for the individual who uses more of the new skills at


the job. Thus, the value of human capital investments depends on the demands placed upon employees. From the HR manager’s perspective HRM refers to the management of all decisions within an organization that are related to people. Anyway, every HR manager is aware that, in practice, the HRM is a tool used to try to make optimum use of human resources, to foster individual development, and to comply with government mandates Also, the primary objective of every HRM is making company goals compatible with employee goals insofar as possible. Hence, for a company to attain its goals, it must have employees who will help it attain them (Encyclopedia of Human Resources Management, 2017). The field of HRM is, as well, greatly influenced and shaped by a country and its employment legislation, most of which is designed to protect workers from abuse by their employers. Indeed, HR managers are aware that one of the most important responsibilities of HRM professionals lies in compliance with regulations aimed at HRM departments (Encyclopedia of Human Resources Management, 2017).

To fulfill their basic role and achieve their goals, HRM professionals and departments engage in a variety of activities in order to execute their human resource plans. HRM implementation activities fall into four functional groups, each of which includes related legal responsibilities: acquisition, development, compensation, and maintenance (2. edition of Encyclopedia of Human Resources Management 2017).

Acquisition

According to the above stated study, acquisition duties consist of human resource planning for employees, which includes activities related to analyzing employment needs, determining the necessary skills for positions, identifying job and industry trends, and forecasting future employment levels and skill requirements. These tasks may be accomplished using such tools and techniques as questionnaires, interviews, statistical analysis, building skill inventories, and designing career path charts. Four specific goals of effective human resource planning are:

→ Sustaining stable workforce levels during ups and downs in output, which can reduce unnecessary employment costs and liabilities and increase employee morale that would otherwise suffer in the event of lay - offs.

→ Preventing a high turnover rate among younger recruits.

→ Reducing problems associated with replacing key decision makers in the event of an unexpected absence.

→ Making it possible for financial resource managers to efficiently plan departmental budgets.

The acquisition function also encompasses activities related to recruiting workers, such as designing evaluation tests and interview methods. Ideally, the chief goal is to hire the

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most-qualified candidates without encroaching on federal regulations or allowing decision makers to be influenced by unrelated stereotypes.

Development

Human resource development refers to performance appraisal and training activities. The basic goal of appraisal is to provide feedback to employees concerning their performance. This feedback allows them to evaluate the appropriateness of their behavior in the eyes of their coworkers and managers, correct weaknesses, and improve their contribution. HRM professionals must devise uniform appraisal standards, develop review techniques, train managers to administer the appraisals, and then evaluate and follow up on the effectiveness of performance reviews. They must also tie the appraisal process into compensation and incentive strategies, and work to ensure that federal regulations are observed. Training and development activities include the determination, design, execution, and analysis of educational programs. Orientation programs, for example, are usually necessary to acclimate new hires to the company.

Compensation

The third major HRM function refers to HRM duties related to paying employees and providing incentives for them. HRM professionals are typically charged with developing wage and salary systems that accomplish specific organizational objectives, such as employee retention, quality, satisfaction, and motivation. Ultimately, their aim is to establish wage and salary levels that maximize the company’s investment in relation to its goals. This is often successfully accomplished with performance based incentives. In particular, HRM managers must learn how to create compensation equity within the organization that doesn’t hamper morale and that provides sufficient financial motivation. Besides financial compensation and fringe benefits, effective HRM managers also design programs that reward employees by meeting their emotional needs, such as recognition for good work.

Maintenance

Maintenance of human resources, the fourth principal HRM function, encompasses HRM activities related to employee benefits, safety and health, and worker-management relations. Employee benefits are non-incentive-oriented compensation, such as health insurance and free parking, and are often used to transfer non-taxed compensation to employees. The three major categories of benefits managed by HRM managers are: employee services, such as purchasing plans, recreational activities, and legal services; vacations, holidays, and other allowed absences; and insurance, retirement, and health benefits. To successfully administer a benefits program, HRM professionals need to understand tax incentives, retirement investment plans, and purchasing power derived from a large base of employees.


Human resource maintenance activities related to safety and health usually entail compliance with country`s laws that protect employees from hazards in the workplace. HRM managers must work to minimize the company’s exposure to risk by implementing preventive safety and training programs. Maintenance tasks related to worker-management relations primarily entail: working with labor unions, handling grievances related to misconduct such as theft or sexual harassment and devising systems to foster cooperation. Activities in this arena include contract negotiation, developing policies to accept and handle worker grievances, and administering programs to enhance communication and cooperation.

Also, one of the most critical aspects of HRM is evaluating HRM methods and measuring their results and for an HR manager one of the most important thing to know is if his/her Department doing their job properly. The evaluation of HRM methods and programs should include both internal and external assessments. Internal evaluations focus on the costs versus the benefits of HRM methods, whereas external evaluations focus on the overall benefits of HRM methods in achieving company goals.

↘ HRM from a CEO´s perspective

CEO’s perspective is very important because their support is essential for the achievement of the goals of human resources management strategies. A review of the different previous market studies suggests that there could be a two main roles that HRM has to bring according to CEO’s perspective:

› strategic partner › agent of change

Strategic partner is one of the most documented HRM role - to help company to develop and maintain the short-term and long-term strategy requirements in a dynamic labour market. Despite this, it seems that HRM in most cases does not have such a big involvement in the formulation of business strategies and plans, and their relatively minor involvement in the development of associated changes strategies. These strategies should be developed in the cooperation with HRM and CEO and produce acceptable synchronization among the needs of CEO, employees and labour market. In the undeveloped and with resources poor society the most important strategy requirement in labour market could be, for example, an adequate plan for reducing the emigration of employees from the company. This strategy is important not only on the short-term level and business level, but it could have an significant impact on the reducing of emigration on the state level. The importance of these strategies could be especially a big burden on the large and medium-size companies and those which claim the socially responsible employment policies.

Agent of change is an important role because organizations of today are in constant state of reinvention. They need to remain agile to cope with the challenges of a fluid, fast-paced external environment. The person from the HRM whose task is to work on the organization development is the key role in managing the process of change. When HRM gets the best

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out of its people and combines their skills and capabilities, it boosts its performance. What’s more, it helps those individuals discover their own strengths and potential. It adds up to a rewarding role for learning and talent development professionals which in the end contributes to the final position of the company on the market. Even if there is a relative lack of influence in organizational decision-making about major change strategies, it appears that HRM specialists have considerable input in their implementation. It remains true that the CEO-HR relationship is constantly evolving, and there is no doubt that the CEO will be increasingly involved in matters related to human resources management. This involvement will have a positive effect on the future quality of HRM, starting with an inevitable move towards simplification.

↘ HRM from employee’s perspective

Relatively little research has been conducted with consideration of the effects of HR practices on workers, but it seems that there are even fewer studies that include negative work-related effects and the employee’s perspective of HRM. Even though HR managers and CEOs believe in the impact that HRM have in maintaining the business, the perspective of employees could be a slightly different. The bright side of the effects of HRM is the positive effect that HRM has on the employee’s interest. These are the desired and expected effects when applying a HR practice, like higher motivation, higher work-rate and greater job satisfaction (Oudkerk Pool, 2014). The impact HRM has on performance of the people they take care of is typically depicted through the changes in employees attitudes and behaviours. It seems reasonable to believe that these changes can be both, negative and positive as well. HR practice could have a negative effects on the employee’s interest. It influences the employee in a negative way, like getting depressed, having a burnout or experiencing work-family conflicts. Grant, Christianson and Price (2007) divided employee well-being into 3 core dimensions where HRM should pay a special attention: psychological, physical and social. Each of these dimensions have their own dark side effects.

› psychological › physical › social

Psychological - The psychological dimension is about the satisfaction of employees with their jobs and their lives, the commitment they have to their organization, and the commitment they have to their jobs. The psychological dimension is defined by self-respect, satisfaction and capabilities (Oudkerk Pool, 2014). So in order to be satisfied, employees self-respect and self-esteem has to be at a high level and they need to have the opportunity to improve themselves and their capabilities.

Physical - The physical dimension is about the well-being of employees in terms of physical health. Well-being and health are dependent on two main aspects; stressors and strain. When there are a lot of stressors or strains, physical health and well-being are lowered (Oudkerk Pool, 2014).

Social - The social dimension is about providing opportunities for interpersonal relationships


and treating employees with varying degrees of fairness (Oudkerk Pool, 2014). The social dimension is different from physical and psychological, as it focuses on interactions between people, whereas physical and psychological are focused on the individual. Two distinctions were made; relationships between employees and relationships between the employee and the supervisor.

Beside these 3 core dimensions named by Grant et al (2007), Oudkerk Pool (2014) in a very rich narrative review she made, there are a few other important things which should be taken in consideration of HRM about employees well-being:

Role overload - Employees often fulfill multiple roles simultaneously. Examples of these roles are parent, spouse and paid worker. Role overload happens when there are too many role demands and too little time to fulfill those. There is a conflict between the different roles an employee has, because they require different kinds of behaviour which are not compatible. Employees feel they have too much responsibilities and activities, and not enough experience, time or abilities to fulfill these properly.

Work intensification - When studying work intensification, the hours worked in a time period are measured, including overtime, extra hours, or work brought home. Work can become more intensive when an employee feels he has too much work in the time available, there is too much work for one person and he is not able to do work well (close to role overload), or management places demands on the employee which are interfering with non-work activities (as expecting to work overtime, putting work before family or take work home).

Work-family conflict - An employee has two different kind of roles, the work roles and non-work roles. Non-work roles can involve family or friends. Sometimes work roles interfere with family roles. When the demands from the different roles conflict or there is not enough time to fulfil both roles, a work-family conflict can arise. This can put a strain on an employee and can turn into burnout or absenteeism. When two roles are incompatible, the employee has to choose how to divide his time, which can cause a lot of emotional stress for the employee and impair his work performance.

Burnout - A job burnout happens when an employee is emotionally exhausted, feels depersonalized and feels that their personal accomplishment is reduced. So burnout is an outcome of a longer period of an employee being overly committing to their work, and breaking down in extreme emotional and physical exhaustion. Burnout can cause several problems including absenteeism, high turnover, substandard work and decreased organizational commitment. Burnout is different from anxiety because it is an accumulation of work-related stressors, whereas anxiety is not necessarily caused by work-related stressors.

Stress - Stress in organizations represents a misfit between a person’s skills and abilities and demands of the job and a misfit in terms of a person’s needs supplied by the job environment. Stress appears when the employee is overwhelmed by negative

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environmental factors or stressors, or when the environment fails to supply the needs of the individual.

Bullying - Bullying can be sorted in 5 different categories; threat to professional status, threat to personal standing, isolation, overwork and destabilization. The category the bullying is sorted into, depends on the effect on the victim, not on the intent of the bully. For something to be defined as bullying, it needs to have a negative effect on the victim, and it has to be persistent. Bullying can cause mental distress, physical illness, career damage and pain. Bullying can cause poor work performance, anxiety and turnover. So how can HR practices cause bullying? Bullying often starts with jealousy. HR practices like filling vacancies from within the organisation may give room for favouritism, or performance related pay can cause people to develop jealous feelings towards one another. This can be an example of trigger to start bullying an employee.

Bias in appraisal (or promotion) - Performance appraisal is developed to give employees clear, performance-based feedback. When the employees perceive the appraisal as unfair or are dissatisfied, the system is doomed to fail. It is very important to notice the reaction of the employee to the appraisal. The appraisal feedback can have a negative impact on an employee’s attitude and behaviour. Employees can take vengeance against peers when they receive a low-rating and can become disenchanted with their employers. The appraisal can result in self-blame, lower confidence and individual performance, and employer blame. When organizational rewards, for example an promotion, are at stake, it becomes even more difficult to devalue employees.

↘ HRM from a job-seeker perspective

If you take a look on the articles about job-seeker perspective on the HRM of the wanted companies, there is a very visible pattern about negative feelings toward HRM. It seems that for unemployed people and people who want to change their jobs, HRM represent a main obstacle to gain the wanted position. This phenomenon is also a very vivid pattern in the undeveloped contexts where people still have no clear vision what HRM is and based on not having previous information, they probably use the most dominant information on the internet to learn how to overcome this obstacle. In addition to this, the internet is overwhelmed with tips and suggestions on how to masterize a job interview and recognize all traps that HR team will definitely put in front of them. These feelings are not new. People regularly are not comfortable with the idea of being assessed and evaluated. They do not like being told how to behave and most of all they do not like to be negatively evaluated and according to that rejected. There is also and defensive mechanism, behaviour that should not be neglected in the situation when employees and job-seekers are instructed to change some of their behaviors, learn new skills or change the way they look. These evaluation addressed and named by HRM goes right to the core of who the person is. Also, there is the trustful information that open vacancies are usually suitable for one up to few persons, and HRM will not like most of them. From the other side, job-seekers who are most motivated for the job, position or the company or have enough previous experience


know that HRM is their partner - not only during the interview but in the company as well. They know that their strongest weapon in the “fighting” HRM is their perfectly written CV, an adequate cover letter for the position and a positive attitude towards upcoming change.

A perfectly written CV (professional biography; curriculum vitae) is a summary of who a person is as an employee, business person, or professional. A professional biography is the art of presenting yourself in the best possible and most interesting light, without actually engaging in anything that smacks of a hard sell. It is a brief summary of a persons skills, strengths, and key experiences. It also should convey what one has to offer to the person reading it.

An adequate cover letter for the position is a unique chance for an employer to get a sense of who the person is. Job-seekers should see this letter as the opportunity to share their personal style with HRM while considering the position they are applying for and the culture of the company they’re applying with. With key identifying marks that person will include in the cover letter, the employer can quickly reference who the person is and what position they are applying for.

Positive attitude towards a new job and upcoming change is very important during the process of the seeking jobs, but especially during the job interview. Starting a job interview with the wrong demeanor can sabotage the process before it begins. Exhibiting a positive, confident attitude can be just as important - and perhaps more important - than work experience. “MarketMakers” project report about position of youth population on the BH market, claims that employers in BiH are more willing to employ motivated, optimistic and with positive attitude young persons on the expense (or regardless) of the lack of experience or adequate knowledge. Their experience is that young person with positive attitude will be more prepared to learn, more ambitions to gain the knowledge and more willing to work harder.

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INNOVATIVE HR PRACTICES BY INSPIRE & INNOVATE PILOT COMPANIES

We are proud to present the HR practices and policies of Inspire & Innovate pilot companies which actively participated in the project and shared their own practices with the public. After initial selection through a standardized questionnaire 9 pilot companies were selected and offered a more intensive collaboration related to HR subjects. The initial questionnaire was created exclusively for the purposes of the project in collaboration with MarketMakers, and focused on 3 HR-related pillars: benefits, growth & development and communication. Later on, 32 selected questions were explored through a conversation with pilot companies representatives/HR managers. The criteria used in choosing the pilot companies were their current situation (number of employees, male/female ratio, gender policy, area of operation, overall HR policies), their willingness to actively participate in the project and the expected impact the project activities would have on those companies, their employees and local community.

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DVC SOLUTIONSDVC Solutions is an international IT company located in Banja Luka, Bosnia and Herzegovina, specialized for web and mobile development mainly based on open source technologies.

“We have started our activities, as almost every other company in Bosnia, by working on small projects mostly creating smaller WordPress websites since that provided us with faster revenue stream in shorter time period. After some time we went on a “higher level” and started to specialize ourselves in custom software development, first in the web area and later in the mobile development area, so we gathered more and more stakeholders around our company: employees, clients, suppliers and others. Today, company has it’s offices in Sweden (Halmstad) and USA (Chicago), there are 16 of us, we are very young team (our average age is 24,3), very ambitious, hardworking, with a strong intention to succeed and advance. All of our development is being done in Banja Luka, since we wish to make a strong influence on our environment and create better living conditions for all of us. We can cover wide range of technologies and working tools and our solutions have been recognized by great number of clients, mostly from abroad. Over 90% of our work is done for foreign markets. Beside all of this what has been mentioned, we invest a lot in two main pillars of our company: quality and employees.

Namely, we try to isolate quality as DVC’s main characteristic and to be recognized by it, where we consider satisfied and productive employees as main instrument for reaching that goal. Because of that we found that HR is one of the main interest areas of the entire organization. In fact, human resources are our main resources, since we do not invest in machines, transportation equipment, plants, etc. In order to rise productivity of employees, and also motivate them to work, we apply innovative and modern HR management approaches which, for now, are showing good results.

For example, our employees have flexible working hours, where they have to spend four hours in company’s office out of eight hours that is their daily working time. Those four hours are relevant for various meetings, information sharing, etc. while other four hours they can organize how ever they wish and from anywhere they wish. In this way we significantly rise productivity because developers work whenever they feel concentrated, creative.

Dress code is not strictly defined, so employees do not have to wear uniforms, strictly business formal clothes etc. so they can feel comfortable while working. Of course, there is some minimum requirement in order to prevent misuse which is completely ok according to our employees opinion. Beside that we are trying to provide best working equipment, manufactured by worlds’ best known manufacturers. Our offices are equipped, beside classical chairs and tables, with lazy bags again in order for employees to feel comfortable, especially if they have the need to break down classical office work monotony.

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It is important to emphasise that we invest a lot in education, which our colleagues find very attractive and interesting. Employees have possibility to plan their own courses, seminars, conferences and to make a proposition to management, or on the other side management can suggest some education events to employees via yearly education plan that is being created on regular yearly basis. Beside external educations that we are providing to employees, we regularly perform internal educations where our individual employee or group of employees are transferring their knowledge to other colleagues by which our knowledge base and our know-how is becoming significantly larger.

From time to time we organize team building activities, starting from various sports, e.x. basketball, bowling etc, up to BBQ’s, going out at weekends, celebrating birthdays and new year together, so as many other activities. All these can be placed in a group of immaterial ways of employee’s motivation which gives good results, first of all higher productivity and also significant improvement in one of the most important part of our work – interpersonal relations. Business climate and culture in DVC Solutions are on very good level, which we are proud of. Beside these types of motivation, there are, of course, material motivation methods that should not be forgotten.

Last, but not the least important focus of our company is definitely equality in recruitment process, ie. our tendency not to make any judgements and not to prejudice potential colleagues based on their gender, nationality, origin and similar. Even more, one of the project that is supported by DVC Solutions is IT girls, ie. involvement of girls and women in IT, since there is a large number of IT areas in which girls are much better than boys. In this way we wish to encourage entire community to be involved in this project. We, in DVC Solutions, are contributing to this initiative by promoting IT girls story, sending our female colleagues to various events in which they participate as speakers and therefore sharing good experiences and practices.

At the moment our company is in the expansion phase, we expect to go from 16 employees we have today to approximately double size in the next one to two years, which is a significant growth. It will be one of the toughest challenges in company’s life cycle according to many authors that researched this topic and also according to our friends’ and colleagues’ experiences, especially when we talk about IT industry. We will have to introduce a completely new management level, there will be no personalization on this level we have now, hierarchy structure will be changed, more jobs – more worries... This jump is a big challenge for us and we are doing everything we can in order to create appropriate environment to create conditions for painless growth. Since February of 2017. we are proud holders of ISO 9001:2015 management quality certificate, and since December of 2016. we became ITIL (Foundation level) certified, which are just some of the methods that we implement in order to prepare ourselves for expansion, on organizational and structural level.”


EMC Company Emerging Markets Consultants d.o.o. (in short EMC d.o.o.) is founded in 2007 in Sarajevo, Bosnia and Herzegovina as a family owned business with the goal of providing best of information security, network communication and ERP technology solutions and related services on the market of Bosnia and Herzegovina and the wider region.

“We see ourselves as consultants and advanced technology provider in a turbulent time and turbulent region and, above all, in emerging markets and we embedded this vision into the name of our company.

Led by our overall mission and vision in March 2012 we opened our office in Zagreb, Croatia. We see it as a direct bridge to EU that is helping us provide our services easier in EU countries or to partner easier with EU companies.

Our major business focus is IT cybersecurity, which is a hot IT topic, the need for cybersecurity is almost self-explanatory worldwide, but let’s rather quote one of our clients: “Yes, indeed I am paranoid, but it doesn’t mean that somebody doesn’t follow me”

So, everybody needs it, but it’s not easy at all to fill the security gaps that are popping out on a daily basis worldwide. We are living in the era of technological expansions, with a

Photo: DVC Solutions

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variety of available technologies and ICT solutions, companies with or without strategy and expert knowledge find it difficult to choose the right solution.

Having witnessed similar cases, we believe in our success at Bosnian ICT market, by providing fair, professional consultation services and specifically tailored solutions, that will be economically justified, and long-term investments, fulfilling customer needs.

We could describe ourselves as a successful small IT company that despite the economic and constant political crisis offers its clients valuable products according to the latest standards, and high quality service and support in the business.

EMC Sarajevo + Zagreb has 6 people whose efforts contribute to its effectiveness as do the bees in the bee hive, 6 highly motivated employees who daily support the growth and development of EMC. By investing time in interpersonal relations, direct personal communication and relationship among employees we encourage all employees to come out with ideas and improve our company, and they usually do because they feel that they are part of something which is worth investing in because they feel good as a part of the community.

We try to obtain constantly highest specializations and competences which helps us stay on our main course, additionally we provide a lot of out-of-the-box, awarded and high ranked solutions, re-use acquired knowledge and experience so we can solve problems faster and better, what end users feel and respect, and therefore in many cases want to work with us again.

We believe that tight relations to our customers, vendors and employees will make us more innovative and successful in the future.

After almost a decade of our business we could confirm that being a small and flexible company was the key for our success so far. This enables us to listen to the market and to adapt to changes quickly, and acting on this manner brings us always ahead of the larger companies in which something like this typically take months.

So, our baby is getting older, increasing the numbers of satisfied customers, and leaving this impressive statistic behind:

6 employees

› 20.000 web users › 100.000 mail boxes › 10 Gbps network traffic › 3.000 desktops › 700 servers


Obviously, this looks like a disproportion but within our management and employees we found the factor x that makes above statistics possible.

However, this is also an indicator which tells us we could do more. We need to scale out the company including the number of employees. And that is a challenge for us that we are facing already - we need to employ highly motivated people, eager to learn, eager to contribute and help us achieve our mission, but also, we want to keep the high level of our services and flexibility. It’s a turbulent time for employment as well, Google is really making it harder, but they initiated awareness of good human resources care. We are aware that we also need to be flexible in that way, we need to constantly learn, discover and re-invent the practices and procedures that will make us an attractive employer, but also an environment where people want to live a significant part of their lives.

That’s our own struggle we are going through, and hopefully time will show we did it successfully.”

Photo: EMC

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GALILEO Galileo is a company working in the field of software development and business consulting. Their palette of solutions has a special focus on medium and large companies.

The CEO of the company bought a new car, VW Passat, which gives us a perfect opportunity to mess around with him a little bit.

‘’Hey, boss, I have a joke…’’‘’Let’s hear it.’’‘’Why is the boss avoiding us?’’‘’Because he is been blown away by Passat’’ (Wind)*laughter in the office*

Relaxed atmosphere in the office that is tension and taboo free helps us to be more productive and creative when it comes to dealing technical and logical problems that we encounter on a daily basis. Our company consists of various people with different characters and professions, but they all have one thing in common, computers and their applications in various fields of business. Some take great joy in designing optimal network infrastructure while others prefer business aspect of IT. But, nobody prefers personal, or any other kind of conflicts between us. Except when it comes to doing pranks on each other’s and telling jokes that seem harsh on the outside but are actually very mild and witty on the inside, meant with no harm to fellow workers, or their wives.

For example, our programmer, best at what he does, had no hard feelings when we told him that ‘’ he would have never got elected because his program is simply bad’’.

Apart from relaxed atmosphere, we care a lot about motivating and rewarding our staff. Compliments and financial bonuses are always given to creative employees who achieve great results on some project. Technology and IT tools are a perfect place to show creativity and make revolution on some field and completely redefine things, so we never lack significant and innovative projects, and we never lack in complimenting and rewarding those projects.

We are always investing in further education – seminars and in-house training or abroad, certificates that are recognized all over the world.

We always manage to get as much team building as possible. We drive go-karts, go bowling, we even went to paintball but we stopped because some of the married ones were told by their wives not to do that because ‘’the ball might hit them in the head’’.Sometimes we go clubbing and dancing. We dance until we realize that people are looking at us, not because of our dancing abilities but the lack of it. Those looks mean that it is a good time to leave and get kebab, at least all the variables are known there.”


MINISTRY OF PROGRAMMINGMOP creates world class StartUps and has developed search engines, social networks, trading systems and disease detection software thanks to the great team of professionals. MOP’s cultural values are powered by Happiness and people there default to positiveness and happiness. MOP is fun and we believe in the importance of fun. MOP is innovative, inspires others and is always striving to improve and be the best version possible. MOP is fun and more.

1. Inter office culture2. Positive and innovative stuff around here3. Something we used to do and turned out it wasn’t working well so we changed it

“1. Our cultural values (powered by happiness) are aspirational, meaning we constantly strive to be the best version of ourselves. At Ministry of Programming, we follow these principles:

Be Stunning - Be a person others can learn from and be inspired by. Show a better way by example and help others to be great and succeed. Be someone colleagues would like to work side by side on a mission-critical project (e.g. building Mars spaceship software).

Focus on value delivery - We don’t track hours worked or other irrelevant parameters, but we do track value delivered, customer satisfaction and we ask colleagues for a peer

Photo: Galileo

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review. Focus on delivering noticeable value and great results that will enhance customer, client and team satisfaction.

Default to Positivity and Happiness - Always choose positivity, optimism. Avoid complaining, criticizing in public and condemning colleagues and clients. Criticize privately, praise publicly. Give appreciation to others and show gratitude. “Any fool can criticize, condemn, and complain — and most fools do, But it takes character and self-control to be understanding and forgiving.” - Dale Carnegie, How to win friends and influence people

Be Transparent - Share information and knowledge transparently to help others do their job better. Avoid big revelations and share information early. Transparency is the foundation of great teamwork.

Improve Continuously - Be conscious of your current level of knowledge, productivity and happiness. Have clear improvement goals for Yourself. Read books, attend conferences, learn and teach others. Improve your health by continuous training, nutrition and meditation. Transform and Adapt to be flexible and efficient.

Be Data and Quality Driven - Avoid gut-feeling assumptions. Have research and data as a guide for your decisions. Remove ego from the equation by using data and measurement to prove Your point. Be aware of your strong biases and knowledge limitations (e.g. bulb syndrome). “In a recent study doctors ‘completely certain’ of the diagnosis antemortem were wrong 40% of the time.” - Daniel Kahneman, Think Fast and Slow.

Question Everything - Understand and research everything. Everything is a hypothesis and very few things are certain. Always assume You could be wrong. “Common sense is the collection of prejudices acquired by age eighteen.” - Albert Einstein

Innovate - You create new ideas and improve the status quo to find simple solutions to hard problems. You challenge existing solutions to find a better one.

Be Disciplined and Self-Accountable - Our flexible culture demands high discipline and self-accountability to ensure that we are fulfilling our potential and helping the team and company succeed. An essential counterweight to autonomy is strict accountability for results, and for the actions and behaviors that deliver those results.

Be Compassionate - Strive to listen more than You talk to understand other people’s point of view and their needs and limitations. Help them be better and improve. “Happiness is rooted in Compassion and Affection” - Dalai Lama, The art of Happiness

2. Inter-office culture in Ministry of Programming is namely different than usual local company’s, wrapped in more relaxed and flexible momentum. This being said, the whole atmosphere appears quite relaxed, modern, even weird in a sense, especially compared to what we normally see around here. However, high level of productivity, collaboration and overall contribution at the same time is evident.


All of this allows us to maintain innovative approach to workplace forming and surroundings. Inside the office, you’ll come across top-notch equipment that we use in our work, as well as relaxing stuff: PS4, XBox, Bluetooth speakers, DJ Booth, Lazy Bags, pillows, Google and Apple TV, snacks, energy drinks etc. 3. Remote work At the very beginnings of Ministry of Programming, people were expected to spend their working hours inside the office. But, since we’ve implemented remote work option (be it your home, local cafe, beach, other state or anywhere else in the World), very high productivity levels are noticeable and maintained. It has been proven that people appreciate this flexibility and don’t really abuse the perk. On the contrary, they treat given benefits with respect and they justify Company’s trust daily. “

Photo: Ministry of Programming

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MISTRAL TECHNOLOGIESMistral is one of the top employers in the IT business in BiH. A place for people to not only work together but to become greater in many aspects of their lives. Mistral’s story is a story about talent, knowledge, teamwork, passion, dedication and finally, success.

“Attracting great individuals and building a team commonly striving for greatness in everything it does is a challenge faced by most people aiming at exceeding in their businesses. This is no different in the IT industry. Even more so, it is arguably unique in its set up, which makes the processes and initiatives used to overcome this particular challenge even more demanding. What we call the Human Driven Approach towards hiring, recruitment and retention aims at recognizing strong potential and enabling exceptional behavior by providing people the opportunity to learn and grow with our organization, which in turn helps us build a team with a common goal and purpose. How do we do this?

In order to be able to understand what this particular approach entails we need to start with making a conscious decision on what we want to be. In a highly competitive, demanding environment and market, it is extremely important to be clear on who we are and where we want to be. There are no long winded sentences on vision and mission at Mistral. Mistral’s atmosphere is based on specific values we cherish and believe are essential for the success of every individual as well as our team. These values encompass the core of what Mistral is about and create an environment of trust and growth. We do not hire based on what people know alone, but based on what is important to us. In other words, identifying individuals who share our values is essential to us. We aim at providing great people who lack technical knowledge and skills, the opportunity to grow and learn. We develop great people into great professionals.

Our culture therefore promotes a different approach towards work: it is no longer customer or client comes first, but rather team comes first. By showing people we care and by shifting our focus from action to belief we are able to become an engaged, committed team that builds a better environment and consequently better products. What we unfortunately do as human beings, employers and teammates is we focus too much on potential. We put too much emphasis on action. We ask questions like: “how many hours a day do you actually study“, „how many hours a week do you actually spend coding”. And we give answers such as: “Well that’s why you are not getting any results, because you only spend 6 hours a week learning Ruby, and I kind of knew you didn’t have it in you in the first place”.

What we should actually focus on the most is belief. A question we frequently need to provide an answer to is how you tell a junior developer who has joined your team and wants to take on all the challenging tasks that they need to build the foundation first. How do you essentially, tell a person who has this very ambitious goal that they are not good enough?

The answer is, you don’t.


We don’t judge potential. We understand that everyone is born with a certain amount of potential, but we do not direct all our energy towards potential alone. What we do instead is give the individual a clear understanding of what it takes to get where he or she wants to be. This is what enables our excellence. We give people the benefit of the doubt and give them everything we have as team members, and employers. And that’s when they do better than they thought. Not because they showed us results first, but because we believed that they could.

Positions at Mistral are open and available at all times regardless of whether there is slot that needs to be filled in or not because we believe that with great people shouldn’t be missed out on. The Human Potential Team organizes and leads the selection process. The team is in charge of all communication with candidates, managing all candidate-related documents and information, scheduling all interviews, leading the first and attending the second interview, coordinating the communication and activities between technical members involved in the process, as well as the communication between them and the management. The task of the technical members is to design and conduct the assessment of candidate’s job-relevant knowledge and skills during the technical part of the selection process.

Maintaining an ongoing recruitment and hiring process allows us to have a stable pipeline of potential teammates and remain properly staffed at every moment. The main purpose of the first interview is to assess the cultural fit of the candidate, i.e. to evaluate whether the candidate shares the key values that underpin the workplace culture at Mistral. The reason why cultural fit is assessed first, is the above mentioned value of people come first, and that technical knowledge and skills are easier to acquire and build than character and the fitting values (which include the desire for ongoing education and development).

Since recruitment and hiring are ongoing processes at Mistral, job ads are rarely posted, and most new applicants get in touch with us through referrals by our teammates or simply through word of mouth. Key in this process becomes communication. The simplest way of displaying care and deepening trust is communicating in a timely, thoughtful manner. Timely and thoughtful communication includes everything from the very first email potential teammates receive to making sure each and every individual receives feedback. We make effective, attentive and considerate communication our greatest asset. In this sense, it becomes widely known that we care about each individual and pay utmost attention to their needs. This results in a gradual but steady inflow of applications that allows us to take enough time when reviewing applications, making decisions and planning next steps in the hiring process. In most cases, this approach has resulted in detecting and hiring candidates who deeply share company values and make exceptional teammates.

Concrete initiatives and processes that will promote our approach are:

› The general set up of the Hiring & Recruitment process › Gigi’s School of Coding › Tinker Box › Lunch and Learn sessions

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As already mentioned above focus on the personality and cultural fit of the individual applying for a certain position is what lays at the very basis of the Human Driven approach. We firmly believe that any technical knowledge can be acquired while we need to pay utmost attention to ensuring our healthy environment stays intact.

Gigi’s School of Coding allows potential future employees to develop and hone their skills, but also to acquaint themselves with the culture at Mistral, and it allows Mistral management to evaluate their cultural compatibility even better than it would have been possible through the usual recruitment procedure. This full time internship program gives potential future teammates the opportunity to acquire more hands on experience and fill in some of the gaps in knowledge and skills left by formal education.

Tinker Box refers to our technical vacation. We give our teammates 5 days a year they can spend away from their projects in our specially designed rooms learning any technology or skill they feel might benefit them and the team. We believe that personal development and the opportunity to challenge yourself in a different environment than your regular one, are of essential importance and will provide even more motivation and desire to progress.

Lunch and Learn sessions serve the sole purpose of sharing knowledge and ideas. Every two weeks our team gathers together and we enjoy a presentation by one of our colleagues on a topic he or she considers him or herself an expert in. Anything from virtual reality and game programming to sports and photography is covered. In this sense, we get to develop versatile skills and enjoy the diversity of our team.

In short, there are several important points in aiming at attracting and keeping the best individuals in your team. First, know who and what you are as organization and know what direction you want to go in. Second, find great people and develop them into great professionals by providing them the opportunity to learn and grow with your organization through initiatives and processes focused on individual development. Third, focus on belief. Believe that people can succeed regardless of their potential. And lastly, make communication your greatest asset. Make sure you communicate with your teammates first and make sure people who you aim to attract toward becoming part of your team know you care. “

Photo: Mistral Technologies


NETWORKS NETWORKS is a center for innovation and business whose aim is entrepreneurship development in Bosnia and Herzegovina, as well as the region. Utilizing the newest methods for startup ecosystem development, the community based on the model of HUB (joint community of same or similar professions), IT innovation for youth with the aim of skills development, provides help of improving private and public sector, and is a unique example of platform for promoting competences and skill sets with focus on innovations.

“Being a unique business model Networks has a rather informal HR setup which, due to its specifications, makes it very hard to put it into a strictly defined model. Our team is comprised of highly motivated, younger professionals, who are actually passionate followers of the idea we are striving to implement and further on promote.

Managers and team leaders practice the open doors policy, and they openly accept opinions and voices of even interns, believing that only by learning from each other we can be the best.

Our employees must have a high-achievers profile, and it is our duty to equip them with the best conditions to work in. These are the values we take pride in and share them joyously:

› freedom in taking initiatives › proactive team performance › design thinking and creative communication with clients › the feeling of togetherness and interconnectedness among the community › image creation, personal and company’s › everyday self-improvement and peer-to-peer improvement

The company assigns its success to human potential, as well as the infrastructural aspect, due to the positive atmosphere, unique space and the care for community.

We believe in constant education in all sectors, and secure at least once-per-month workshops for improving professional skills that are used ona daily basis.

Building relationships among the team is based on being an inspiration to each other, mutual support and community building.

Our culture encompasses making sure that every employee can fully contribute to the company’s development, which results in stimulating their mind into understanding that their work surrounding is the space where they happily stay at and improve themselves.”

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UNIS TELEKOMThe company UNIS Telekom dd was founded in 1977 on the foundations of “Agreement of long-term productional-technical cooperation” for a telecommunication equipment program with Swedish company Ericsson. In its longterm existence UNIS has made many important partnerships and concluded contracts with leading manufacturers of hardware and software in the telecommunications sector and most of the accomplished contracts have been still in force.

“UNIS Telekom lost almost all its tangible assets during the war, but the company did not stop with its work. Thanks to its employees who have shown great enthusiasm and courage during those years in their effort to preserve the business of their company, UNIS Telekom has grown into a leading company in Bosnia and Herzegovina in the field of providing telecommunications solutions. Thanks to this professional attitude UNIS Telekom has not lost touch with its customers and partners and is now at the top of Bosnian and Herzegovinian telecommunications scene.

We are proud that we are reaching our 40th anniversary of establishment soon and we hope that we will cooperate with our customers and partners for many years to come.

Power of UNIS Telekom are its employees. Thanks to their enthusiasm, desire to prove themselves, dedication to work, loyalty to the company and balance of youth and experience, UNIS Telekom has been growing all these years. 50 employees live and work

Photo: Networks


with UNIS Telekom divided into various departments. Without professionalism, knowledge and skills of our staff we can not imagine our future. Continuous exchange of experience and getting new knowledge of employees on postgraduate studies, seminars, conferences and symposiums throughout Bosnia and Herzegovina and Europe is an assumption of UNIS Telekom’s new successes.

UNIS Telekom Business culture

Our long term existence and business have made our company a stable company that has built a correct attitude towards its employees. We care about our employees, we try for them to be the least affected by negative impacts in business that could sometimes happen to us as well as to other companies. All of us together overcome obstacles very quickly and positively lead our company forward. Employees certainly feel positive impacts in the business, and we are working hard to encourage their work with basic rights such as regular salary, and additional values as well, such as additional supplements to their wages for religious holidays, paid business trips, trainings and visiting of symposiums and fairs in the country and as well in Europe . Our employees have access to company vehicles, cell phones, laptops, using the services of buffet and much more.... We are very flexible in terms of working hours, which gives employees a freedom to finish their job with a minimum dose of stress in time periods when they can give the maximum. We try at least once a year to organize team building for all employees in some of the attractive locations such as Bol on Brač, Lopud, Neretva river rafting, Vjetrenica, Cetina river rafting, Goranci ... Traditionally we organize a party at the end of the year where we celebrate together our work and effort, and toast for even better next year.

Our annual event, which we organize for our employees and as well for our partners and customers under the name “UNIS days” is held in a month of October. Together with our business partners, we present to our customers the latest telecom solutions and we make conceptual designs for future projects. With combination of work and socializing we get the best solutions and for the end of the day we organize socializing with music and dance....

What do we want to improve in HR practices and policies?

Our company consists of several departments whose communication is extremely important for the quality of business. As the number of employees increased with time, there have been felt oscilations in communication between departments.

Through this project we want to improve communication between departments, define policies that will serve as the basis for all heads of departments, create a plan and organization of regular meetings where we would report on current projects and future plans. In that way we want to connect our teams to work on current activities, and by doing so we would overcome potential problems faster and easier which would certainly lead to a more successful completion of projects.”

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SYMPHONYSymphony is a culture driven technology house dedicated to crafting the workforce of the future. They are building a global community - not just a company - where bright minds want to come to work and play.

When speaking about positive practices in human resources we rarely approach it as something set in stone. Our aim is to make it possible for everyone to work on the things that matter to them, the things they love and cherish. Whether it be a prayer, a workout, meditation, massage, sport, travel, lifelong learning or something else we at Symphony are dedicated to creating a community where everyone can find something. We do not speak in terms of specific practices, rules or procedures when we talk about positive human resources and practices but rather about continuous dedication to aiding each community member.

› increased standard of living › continuous professional and personal development › build and increase a wholesome perspective on quality

We endeavor to improve the quality of everything we do: our health and quality of life, quality food, the ways we take care of our health, our time management and the quality of our environment.

Photo: UNIS Telecom


The times we live in and the work we perform bring a lot of daily changes in terms of the way we run the company and manage people. This is why we decided to move away from standard practices, concepts, forms and rules. This meant accepting the ongoing challenge of searching each day for different ways to make things better. We do not see our work and the workplace as a separate segment of our lives and consequently we do not like to speak in terms of the work/life balance. Our goal is to allow people to live a highly fulfilling part of their lives at Symphony and in this way bypass the concept of the work/life balance.

Currently, we observe certain practices that help us achieve this mission:

› Two chefs strive each day to provide us with full quality of life by creating tasty but also healthy specialties.

› Our offices allow our employees to spend time doing things they find interesting such as gym workouts or relaxing in massage chairs, pool, sauna and games. Our intention is not to avoid paying memberships fees at gyms or wellness centers but rather to inspire people to work together and to develop healthy life habits.

› We run different internal programs that allow our employees to earn their development budgets, which they can then use to develop and enhance their business and personal lives.

› Giving our employees the opportunity to visit different parts of the world, encounter new cultures, people and cities broadens their perspective and improves their personal development.

Focusing on the needs of us all allows us to achieve higher value and quality in everything we do. We at Symphony will always dedicate our time to the quality and essence of what we do rather than merely follow form and rules. Herein lies our true value.

Photo: Symphony

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ICC - IMPULSE CREATIVE CENTERImpulse Creative Center is a part of ZEDA Agency that started to operate in September 2016, even though it has been established through MENTOR 2 project in June same year. By its nature and design, Center radiates with flexibility and creativity in every centimeter of its space. The main purpose of our Center is to be the driving force of entrepreneurship and at the same time startup community and IT sector development in Zenica, offering to future users all benefits of modern coworking space, modern equipment like 3D printers, 3D scanners, CNC machines and fully available staff.

“In the very beginning, we focused on situation analysis, which underestimated analysis of all our advantages and weaknesses, and defining goals we want to achieve and vision we stray to. We said then, that our goal for Impulse Creative Center is to be a nesting place in Zenica for innovation, inspired by strong community that will have healthy approach to every single member, forcing all the time mutual respect, networking, exchange of ideas, assistance and what is most important, inclusion of all members in all activities and happenings within the Center, with goal to incorporate success of the Center as their own success. Guided by that ideology, we tried, from early beginning, to bring some of our members (the ones that will benefit the most) to every event we attended. In that sense we brought three of our members on MS Community Conference on Jahorina, we visited SPARK in Mostar twice as well. Those activities had great impact on initial development of the Community. It led to the point that our “business” connection became at least best-friends like. Also, we try on everyday basis to hold at least one informal meeting by drinking coffee, discussing on all important and unimportant, private or business matters. Every important sport event we try to watch together with our closest family members or friends in premises of the Center. There are many examples of positive feedback we get as a result of our opened and friendly approach. We will name only a few. As a part of MENTOR 2 Project implementation we planned education in 3D modeling, to be more specific - in program called SolidWorks. We will fully prepare and realize education in cooperation with Amer Sarajlić, one of the first members of our Community. We envisage great future for him and his startup. Mustafa Bišić, another ICC member, is actively included in organization and implementation of most of our events. He also assists with content marketing for our web page. The thing we are very proud of is that our members are not only included in our everyday happenings but also are starting to initiate to help and improve our community, to continue to spread its capacities and capabilities. Example of one similar initiative is first developer’s community called ZeForge that has been established by mutual powers from ICC team and ICC member - Admir Sivro which is also one of the founders of Linux user


group in Zenica. Through this initiative, we want for ICC to be a place of gathering of all IT enthusiasts, that work in field of IT in Zenica or are born in Zenica or from some reason want to be a part of our story. This Community will also be a kick-starter for easier professional development of startups and freelancers in field of IT. There are many more examples, but we think great stories are yet to come. Also, we are aware that we are a young community, but we believe that by focusing on HR from the very beginning as well as with open approach we can achieve great things.”

Photo: Impulse Creative Center

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NSOFTNSoft provides top quality software solutions for gaming and betting industry, including virtual games, sportsbook, slots, casino games and lotteries. The unique approach to customers and creative software solutions positioned this company as one of the top providers of innovative products for gaming industry.

“NSoft’s story begins in 2008 when a twenty-two year old, after months of not receiving his salary in another company, founded his own company. Another young man joined him in the adventure, without plans and vision, but with enough ambition and insanity to be the only employee in a just-established company with some borrowed money.At that time, the first support came in the form of “as soon as you sell a couple of PCs to your relatives, you can close it” that initially gave the motive to really counteract the expectations of the environment. After a while NSoft started software development and lead daily struggle for surviving in Mostar. Our non-familiriaty with the themes has helped us to have a different approach to business and products. In the following year, we gathered first finances and a bit of courage and decided to perform at London’s ICE Fair (the largest fair in the branch). Although we had the smallest (and ugliest) booth at the fair, we still managed to attract enough attention from our customers outside the Balkans to confirm the quality of our products and invest in them even more. We had situations when our sellers literally camped in front of the door of a potential client, just to get his 5 minutes and present using of our products. Or to drive thousands of kilometers just for one client - to call him nonchalantly and say that we are passing by. There were sleepless nights in the development department to deliver the project on time, hundreds of read pages in a short time to provide all the necessary licenses and certificates, hundreds of job interviews that are our HR went through. If we were to point out every situation, every person or a moment that brought us to the 5th place on the Deloitte’s list we could really write a lot of thanks.The story of the beginning is now a part of the past that we are happy to share, and the present is the fact that we are the only company ever from BIH that has entered the top 50 fastest growing companies in Central and South East Europe. Without the standard corporate rules and the overall attitude that anything is a “must” NSoft always supported transparency, honesty, effort and agreement. Our stories are not so much related to business success, but what we really are proud of: interpersonal relationships, family atmosphere, and intention to share every success of the company with employees. Through the years we have learned that changes shouldn´t be scared of, but even stimulated, so we have been continually growing and evolving the process of creating products, ways of doing business and creating competitive services on the market. Business success is surely a product of professional approach and the work of


all our employees who are always available and ready to work, and the immense wealth of the company is the fact that every problem is not seen as a problem of the firm, but as their own care and therefore they give their best to put it behind us. Because of reciprocated trust our employees demonstrate in each case, we have a different approach towards them: from complete freedom when it comes to working hours (there are no rules), to various celebrations, trips, joint dinners and a very important monthly meeting where everyone is informed about the company’s status. Employee salaries are related to the company’s success and certainly several times higher than the average of the country. We also have a tradition where the entire company annually goes to a joint holiday. In recent years, the locations were Zaton, Gardaland, Dubai. We have always tried to keep that to ourselves, but we think it is very important, however, to talk more about that in the public. Mostly to promote such an approach as a social standard, not to emphasize that is a different approach to employees but something that all employers can implement. NSoft also created other companies. Some, unfortunately, did not succeed, while the most successful stories beside NSoft are SPARK, STARK, Eynio, Sync and NIL, and startups that were created in SPARK. SPARK also has a SPARK school that trains programmers, project managers and designers free of charge,and they, after completion of the education course, become competitive on the labor market. A truly special thing that we are proud of is our humanitarian association, N.O.K.T.. This association is founded by the staff and lead by 4 staff members who help people in need with special emphasis on children and the sick. Most of our employees contribute monthly parts of their wages to support the work of the association. The biggest challenge and dream that has been placed before the group is to hire a total of 1,000 people. Why? We believe that this is a figure that will be of a greater importance to the city and accordingly, projects aimed at improving the school system will continue and finally we will, hopefully, see the future of gathering IT firms and other creators within a single residential-business complex that would position Mostar as the center of new technologies. Now we can write paragraphs and paragraphs about how we have the best quality products - however, none of this is extremely important.There is only one real reason why we have made such a success, and that reason are the employees. We can even say that we have a great deal of luck that we have managed to create the opportunity for so many genious and different people to connect in one place - in one small Mostar. It does not matter whether they are best programmers, best sellers, or best lawyers - young people who want to create something different in this world have ‘pulled’ NSoft with themselves. Other peculiarities of the company relate to the benefits, the culture and the family atmosphere. Of course, like every family, we have a multitude of problems, but we struggle with them every day and understand that we all have to have a “bad day” sometimes. What is important to mention is the many different life stories that make that family. We have

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employees from all over the world - the British who came to the party and stayed here, we have a Libyan who has learned our language, we have an American who is fleeing from the western lifestyle and is looking for something new in BiH. It was not easy for many to make a decision, to change the environment, and to come to some of Mostar where there is no certainty as to what their future is waiting for. Each of our employees has a unique life story for which we appreciate it, and that is why it is very important to us that everyone gets the chance to realize regardless of the difficulties or differences they carry with them. We are proud that we are a company of opportunity. Each department lead and every “genius” deserves his position with his own knowledge and invested time. It does not matter whether a person has a formal education, a readiness, or an innate talent - everyone has the opportunity to show effort and prove themselves. This group is ultimately aware that it now carries a great deal of responsibility, especially for the future of its employees, their families and the entire community - we aim to bring social change and finally move from the past to the future.” “We do not stop playing because we grow old; We grow old because we stop playing.” G.B.Shaw

Photo: NSoft


SPARKSPARK is an advanced digital technology acceleration platform dedicated to regional start-ups and projects commissioned by leading European companies.

“We aim to create an environment where ambitions and aspirations of both individuals and teams can be fully explored, accomplished and outgrown. Scalability is one of the core values we promote at SPARK and it is equally important both to our team and to our startups. Self-realization, continuous development and sustainable growth is what motivates us to explore, innovate and capture new market opportunities. Passion is what drives us all and what creates that special spark in each and every one of us when it comes to what we do. Have you found your passion? If you are willing to reach out and build your ideas into reality we will support you on your journey. Advancement comes from constantly looking for new challenges instead of lingering in the comfort zone. Constant exploration, improvement and excellence is what we cherish and support the most. Yes, do what you do best, but be brave enough to take that step further and advance - professionally, personally and creatively! Respect for your team and partners leads you to creating amazing things. It is what makes you truly professional. Respect yourself, respect others and watch miracles happen! Knowledge is the ultimate source of creativity and innovative ideas at SPARK. We share it among ourselves, multiply it, search for it, accumulate it, use it and share with anyone interested to excel. SPARK school is the best example of that practice - concrete and practical workshops in project management, programming and web design, all free of charge and available to anyone. We are proud of the people who are integral part of SPARK community, whether they are employees at our IT companies, members at SPARK startups, students at SPARK school, or colleagues at programs and partner companies who support our work - all those people recognized in us a part of themselves: desire to learn, contribute and excel themselves and others. There is indeed a special world being built at SPARK: open offices where employees can communicate and cooperate constantly, exceptional corporate culture where happiness comes first, and creativity and excellence as the company’s core values. We also have a variety of entertainment facilities: table tennis and soccer, billiard, PlayStation and Xbox, pinch, trampoline, hoverboard, electric bikes and similar. Working time is flexible. Every employee has their own tasks, but they organise when and how much they will work. We tested this kind of work and it was evident that employees are much more productive. But

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the rule of flexibility, as we like to say “the rule of no rules” actually shows that strength is based in teamwork and trust. There is therefore no need for constraints, and there is always need for opening up the opportunities for experts to work as they find fitting being focused on solving problems. We reward success and progress of our employees not only with a certain amount of money on their bank account, but also with various team building activities. We have monthly visits to the movies, theme parties, concerts, performances, stand-up comedies, nature walks, conquering mountain peaks, spa weekends, winters and summer holidays, barbecues and everything else we can think of and find interesting, valuable and positive. While going through all the daily challenges of our work, we acknowledged the fact that all these perks, gadgets and privileges would not mean a lot without a culture which constantly supports dreams and ambitions of every single team member, cherishing the efforts invested each day in our common goals and ideals.

Photo: Spark


REFERENCES:

• Allen, M.R., Wright. P.M. (2006). Strategic Management and HRM. Center for Advanced Human Resource Studies. Cornell University.

• Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

• Encyclopedia of Human Resources Managemen (2017) In Encyclopedia of Business, 2nd ed., 2017

• Gender equality in IT sector in Bosnia and Herzegovina, MarketMakers, Sarajevo, 2016.

• Gill, C. (2007). A Review of the Critical Perspective on Human Resource Management. Melbourne Business School.

• Grant, A.M., Christianson, M.K., Price, R.H. (2007). Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs. Academy of Management Perspectives.

• Nayab, N (2011). Exploring Different Perspectives of HR Management. Bright Hub Inc.

• Oudkerk Pool, I. (2014). Narrative review: Dark sides of HRM from an employee point of view. 4th IBA Bachelor Thesis Conference, November 6 th, 2014, Enschede, The Netherlands. University of Twente, Faculty of Management and Governance.

• UC Berkely. (2017). Berkeley Human Resurces.

• Website www.adopto.eu, https://adopto.eu/features/employer-branding, accessed 17.5.2017.

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