Intervju s Olgom Lamackovom
S bogatim iskustvom na području ljudskih resursa u praškom Ernst&Youngu, Olga Lamackova govori o trendovima koji utječu na HR industriju.
1. To begin with, could you tell us something about yourself? How did your career start and what is your field of specialty today?
After the university I decided to move to the capital of Slovakia and started to work for Arthur Andersen in 1999 as an audit assistant. My original intention to stay with the firm for 1 or 2 years did quite work out as I have realized there is much more this organization can offer me in respect of my learning and development and overall career. After 2 years I moved to Prague AA office and continued working as audit senior specializing mainly in the banking sector. The same year AA merged with EY so I continued my career under the new name.
In 2006 I was promoted to the audit manager. Shortly after that the internal opportunity in HR department occurred and I have decided to go for the new challenge. I am very thankful for this opportunity and I can only hardly imagine such a career change would be possible in another type of organization. But my business background, common sense and the way I treat the people was considered to be of a bigger added value rather than being graduated in HR area.
Since I have moved to HR, I have had a chance to act as an HR generalist in all relevant areas. I am thinking of my field of specialty, however, I consider myself still more rather a generalist and HR business partner for my internal clients.
2. How are the HR practices implemented in the big financial companies such as EY? How does it differ from other industries and smaller companies?
It is difficult to comment as I have never worked for any other firm. However, our type of company, which is organized on a global level is very much supported by the organization itself. Our teams at the regional/area/global level come with the recommendations how to run HR process based on the experience of experts from BIG4 environment. These are subsequently adjusted to the local needs and specifics.
In general terms, the smaller companies struggle with HR processes as it is not cost effective to implement them unless a certain critical mass is achieved. But it very much varies company to company.
3. How does an HR department/specialist adapt to new generations of employees? Do Millennials really differ that much from the previous generation X?
Adaptation to a change is always difficult. Business operating models of big companies have temporarily difficulties to adapt to new generation of employees, but I am sure the demand and supply of the labor market will slowly but surely get all of us there. In broad terms I believe it will be a mutual compromise where both organizations as well as generation of new employees will have to make either action steps or mind changing to get to the consensus. And yes, I personally believe, the generation of Millennials is different from generation X.
4. What are the key points of your WinDays lecture in Umag?
Sharing our best practices, summarizing the main issues we can all face now days as well as going forward and leaving the positive momentum, there is a hope for all potential employers.
5. To whom do you recommend your lecture?
Anyone who works with people, in particular young generation.