Theoretical knowledge is an important foundation for effective human resources management, but it is the experience gained from business practice that helps professionals understand how to successfully apply that knowledge in different organisational environments. That is why SELECTIO HR Academy brings together experts who make and implement HR decisions every day in leading companies, using real examples and challenges to introduce participants to modern HR practices.
One of the lecturers at this year’s HR Academy was Veronika Blažev Dimitrijević, HR Director at Badel 1862 d.d., where she leads the HR function for companies within the Meteor Group. During her lecture, she shared experiences from building a performance management system that simultaneously supports business strategy, employee development, and organisational culture.
In our conversation with Veronika, we learned what motivates her, which competencies she considers essential for future HR leaders, and how HR can have a greater impact on business results.
1. What has been your professional development journey?
I have built my career in both international and domestic companies, working through different stages of organisational development, from stable operations to transformations, integrations, and change. Today, as HR Director at Badel 1862, I lead the HR function for companies within the Meteor Group, with a focus on organisational development and strengthening HR as a strategic partner to the business.
By profession, I am a psychologist and economist. I have completed an MBA, I am a certified executive coach, and a licensed integrative psychotherapist. The combination of psychology and economics has shaped the way I approach HR, where I strive to view every decision through both the perspective of people and business goals.
2. What motivates you the most in your work?
What motivates me the most is the opportunity to be part of building something that will leave a long-term impact. I enjoy being part of organisations that develop, change, and create something new. I believe that this is when HR has the greatest impact, because it is when the foundations are created on which an organisation will build its culture, ways of working, and approach to people development. These foundations need to be authentic to the organisation and aligned with its strategy.
3. Which competencies do you consider essential for the success of future HR leaders?
I believe that one of the most important competencies is business curiosity. At the beginning of your career, you cannot know everything, but you can be curious. Take an interest in what happens outside of HR, ask why certain business decisions are made, and learn how production, sales, or finance operate. This is how you build an understanding of the organisation and, over time, a broader business perspective.
It is equally important to have a strong understanding of the HR profession and the opportunities and tools available. However, no two organisations are the same, and what delivered excellent results in one company may not be the right solution for another. That is why I do not believe in universal solutions or introducing HR tools simply because they are currently popular. I believe the first step is always understanding the organisation, its strategy, challenges, strengths, and culture. Only then can we assess what it truly needs and choose an approach that will create the greatest value.
4. What advice would you give to HR professionals who want to have a greater impact on their organisation’s business results? What should they focus on?
Start with the business problem, not the HR solution. In HR, we often talk about engagement, training, or performance management without first answering the question of which business problem we want to solve. When we understand what the organisation is trying to achieve, it becomes much easier to propose solutions that create real impact. HR has the greatest influence when it thinks like the “owner” of a business problem, rather than only the owner of an HR process. The focus then shifts from whether we have implemented a certain initiative to whether that initiative has helped the organisation achieve what it set out to do.
Another important aspect is having the courage to make decisions. HR is not here only to facilitate processes or build consensus. Sometimes HR needs to ask difficult questions, highlight risks, and suggest changes that may not be popular in the short term but create greater value for the organisation in the long term.
5. What is the key message you shared with participants during your lecture?
That performance management is not a goal in itself. Its value does not lie in the process, but in the quality of conversations it encourages and the decisions it enables. When designed well, performance management becomes a tool for developing people and achieving business results, rather than just another administrative process.
6. Why would you recommend SELECTIO HR Academy and who can benefit from it the most?
I would recommend it to anyone who wants to connect theoretical knowledge with real challenges from practice. I believe that the combination of a structured programme and the experiences of experts who work in organisations every day provides additional value and helps participants understand how different concepts can be applied in various business environments.
I see it as particularly valuable for HR professionals who want to broaden their perspective, better understand the entire employee lifecycle, and develop towards a more strategic role within the organisation. I also believe that experienced HR professionals can benefit from it, especially through the exchange of experiences and different perspectives on similar challenges.
Join the next generation of SELECTIO HR Academy and learn through real business challenges, experiences, and practical examples.
