Branding managers

Branding managers

Branding managers create desirability in people to work, and be around management, because they provide intangible benefits.

Accomplished managers inspire employees to, within the scope of their capabilities, build themselves, rather than copy them.

Good management attracts and retains employees, while bad management makes them leave the company.

Lower management should support staff and support them to endure in building themselves as professionals and human beings, as well as to react quickly to bad acts and undesirable tendencies.

Middle management should be mild. Mildness is treatment in the work process before completion.

Senior management needs to show their worthiness when giving credits for successfully completed tasks.

CEO is seen as someone who can allow employees to realize their aspirations and be satisfied in a given company, being “a strict but just parent“.

Successful branding cannot be achieved by proclaiming, but by observing others who create an algorithm of desirability, spreading across the network.

This is the time when companies exist for employees, not for employers.

For the sake of successful branding, it is necessary to continuously educate management personnel, to be able to correct errors and increase management performance.

The Role of Design Patterns in Modern Software Development

The Role of Design Patterns in Modern Software Development

On Thursday, June 9th, starting at 6 p.m. in the Startit center, we are organizing an informative training titled The Role of Design Patterns in Modern Software Development. Presenter, Zoran Horvat is very active on Pluralsight, where he is building an excellent reputation, with video courses ranked among top 10% most viewed.

Zoran will talk about current state of affairs in the field, about how deisgn patterns can be used within modern programming languages so that we can get what was always promised to us – separated responsibilities, increased flexibility – and to avoid what happened to us so often instead: mixed up responsibilities and the last trace of flexibility removed, for instance.

It has been twenty years since the cult book on design patterns, one of the most widely read and cited books has been published. In those twenty years we have seen many different views on the subject. We have seen periods of time when relation to design patterns has gradually changed from surprise, over denial and fear, until common apathy of today was reached, state in which we all know about the patterns, they are all around us and they don’t seem to be leaving.

How to prevent a “good” company from becoming an “evil” company?

How to prevent a “good” company from becoming an “evil” company?

One of the parameters that determine the company’s status on the market is its gravitational force, in other words, how attractive it is for employment.

The transition from an attractive to an unattractive zone occurs when a company becomes self-contained- when it ceases to be in touch with both the external environment and its employees.

  • One indicator is when the company proceeds with new expansion projects in spite of the cautionary signals from within or outside the company.
  • Second, when people within the company cease to be modest when listening about project completion. If afterwards they lack patience to calmly prepare for future tasks, that means that you are perceived as unattractive and exploitative.
  • Increase in stress levels or lack of calmness within the company also reflects the company’s downward trajectory.
  • When enthusiasm significantly abates, this shows that the company is in a passive phase and as such is slowly moving towards the zone perceived as unattractive.
  • If the company does not regularly question its underlying assumptions, either adapting or deepening them in response to the changing circumstances, it’s a good indication that it lost touch with reality and entered an alienated state in which the company becomes its own goal.
  • If the company organizes events where employees are the only attendees, it points to its separation from the market within which it operates.
  • If decision-making is in the hands of only one person, the company is on the path to becoming unattractive. Additionally, if that person is unable to decide where to invest company’s available resources, it means that the company lost the vision of why it exists in the first place.
  • Lack of vision requires the company to restructure on firmer foundations – not in order to innovate but so that it can hold on to its present state in the existing niche. The goal is to prevent large fluctuations between the inflow and outflow of funds.

This leads to a more rigid and authoritative structure which becomes more important than its employees, making the company less attractive for employment. Financial offers are then used to compensate for the lack of interest in the company as an employer. The higher the starting salary potential employees are willing to accept, the lower is your brand as an employer.

If money becomes a dominant deciding factor of recruitment, the company loses its cohesive force that acts as a “glue” for its employees. Instead, employees are held together by sheer necessity.

The company is then labeled as “evil” and undesirable and it’s only a matter of time before a new, young company takes its place.

How to prevent this from happening?

  1. Always be in contact with the lower middle management (knowing what they want, regarding where they want to be and the ways of working in the company). The goal is to prevent the spillover from the mental and emotional processing into action of leaving the company. Critical here is the introduction of new, challenging projects and detection of existing issues and dissatisfactions. Also, providing them with opportunities to determine company’s future direction by taking into account new ideas, innovations and information about trends.
  1. Provide upper middle management with calm focus. What does this mean? This means maintaining the rhythm to finish what has been started without too many horizontal and vertical interruptions or new temporal requests which break up the rhythm.
  1. Hire young juniors with a vision, focusing not only on who they are now but what they’ll become. They are the future. If they are properly selected, they will reach a sufficient critical mass to build enthusiasm which will propel the company to the next level.
  1. Provide senior management with the opportunity to have an advisory role and have their knowledge respected.

If implemented, the above strategies will bring about new enthusiasm which stands up to the existing situation. Upon breakthrough, the newly-formed situation leads to renewed attractiveness of the company.

Startit meetup – IT Recruitment as the tip of the iceberg

Startit meetup – IT Recruitment as the tip of the iceberg

When the topic of recruitment arises among HR/IT circles, attention is momentarily established in the direction of the crucial question: do you perhaps have a new solution?

Regardless of whether IT recruitment is accessed in a large, small, medium or a startup company, everyone primarily has and will have difficulties attracting the needed staff along with required talented individuals.

Certainly both are quite different problems.

It is well known that the first and crucial part of the problem lies in the deficit:

There is a lack of IT experts in the workforce, and there will be one in the years to come. The deficit is a constant that should be taken into consideration and one which HR-IT strategies should be built on: attraction, retention and development of IT staff.

What has changed in the last 5 years?


  • Obtaining results on IT recruitment is becoming more and more complex
  • The employer brand has taken on an exceptional importance
  • Global demand is also present in our “backyard”


Furthermore, perhaps one of the most important questions is: Who dictates the terms of IT recruitment?

To maintain market competitiveness we need new solutions. One way of finding new HR solutions in creating an incentive HR environment is the data-driven approach:
based on the collection and analysis of relevant data within the organization.

We invite you to come so we can qualitatively exchange experiences and knowledge. Attendance at the event is free, but due to the limited availability of seats, you need to sign up here.

The content of the lectures is intended for HR professionals and CEOs of IT companies.

How to recognize young leaders

How to recognize young leaders

In this age of deficit – of meaning, of health, of goods – in the era where satisfaction is the ultimate proclaimed value and where meaningful satisfaction is replaced by short-term stimulation of senses, to identify young leaders and to educate and retain them becomes crucial for the survival of companies that cannot equally compete for such talent.

The survival of small and medium-sized companies is not the goal of a post globalized society. Its monopolistic sharks are poised to consume everything and leave only the rare folklore examples of work and education construed through the return-to-nature and new age values.

Faced with the global deficit of qualified professionals, where the focus is on quantity rather than quality, the recognition of young leaders is crucial for the survival of any company.

Identifying young leaders is carried out by HR whose role is to inform the CEO whether the characteristics and the trajectory of a particular candidate coincide with those of the company.

The parameters for identifying young leaders:

  • To what extent can they adequately receive and process information?

Indicators for this are:

  • If they bring peace to the environment.
  • When a delay occurs in the work process, they recognize which connections are disconnected, and which incorrectly connected.
  • These are the types of people that others like to be friends with.
  • They have the power to endure to the very end.
  • They have self-discipline.
  • Do they want to lead?
    • If they have a vision of ascendance which is true, it will elevate the employees to a higher level of organization, focus and understanding.
    • It is important how the future leaders react when they come into conflict with people above them who have power.
  • The correct response for the future leader is to listen and then respond creatively in terms of resolving the situation. In other words, they know how to listen and how to turn their idea into action without hurting others.
  • Do the chosen future leaders have the stomach for it?
  • The quality of their conviction determines how long they can persevere without losing sight of their guiding idea, its trajectory and its meaning.
  • Will they be able to withstand the suffering of others?
  • The proper empathy enables them to help others. This is where their protective role comes to the forefront.
  • Will they be able to control fears of what might happen to them as leaders?

These types of people need to be educated and supported in order to deepen the skills they have and acquire new ones. This will increase their tolerance when it comes to unpredictable situations that put their knowledge to the test, enabling them to act with confidence by relying on their experiential depots.

  • Can they articulate their vision?

Training them to make themselves easily understood by others, enabling others to accept and implement their ideas. Their employees can accept those ideas as valuable only if they are beneficial for everyone.

  • Do they want to expand the company or set up deeper roots for the company they work for?

The first is a matter of creativity – to achieve results with limited resources. As for the second, the company gains stability when fundamental human values are introduced. The indicator for this is the creation of discipline and self-discipline, which forms a steady focus that prevents manipulation and increases tolerance to disruptive factors which are then perceived as obstacles that can be overcome.

Questions that young leaders should ask themselves:

  • Will I be able to be humble before my colleagues and superiors and show my gratitude, or will my pride swallow me?

The believing discourse determines whether they worked for the good of others, or for personal gain. The quality of the believing discourse determines the consequences they will suffer as a result of situations when someone intends to harm them.

  • Will this make me a better person?

The answer is yes, if the discipline of work has become the discipline of faith. This means that the execution of tasks is not a mere execution of tasks, but rather a material realization of the believing discourse that permeates them.



Our 2016 study “Shaping the Future of HR in IT” will leverage insights from CEOs, IT professionals, HR professionals and the future IT talent in order to set new research-based directions for the successful development of HR in the IT industry.

We would like to invite you to get involved!

If you are an IT professional or an HR professional, you can fill out the brief surveyhere and tell us what you think.

If you would like your company to be a part of this exciting new project, read more about becoming a research sponsorhere.

The variable seeking new solutions

The variable seeking new solutions

My book appeared at this year’s Belgrade Book Fair in an ocean of new books – a Robinson Crusoe in a post-capitalist era. Was I happy? You bet I was! For years I had been summing up my professional and life experiences, looking for improvements, solutions and meaning in what I do. Am I satisfied? Yes, I am. That’s one phase done and dusted.

I reread my book recently after two years. I finished it back in 2013 and not long after fell pregnant with our daughter Petra. The entire project was put on the back burner. But this turned out to be a silver lining. Having a break from the content is a great feeling; I was able to re-experience it, evaluate it and think about whether I still stood by everything I had wrote.
And do I still think the same way? Yes, I do. Everything done so far has led me to where I am today. And I am satisfied. But I’m still on a journey. I see there’s more to go. In this stage, there’s room for other people, for a team. Involving other people in my work brought me particular pleasure: being able to rejoice in their successes, and being able to help them achieve their future successes. There is no external success without internal effort, which is called – overcome, step out of the box, embark on change.

Fear is the biggest problem standing in the way of personal progress. What will happen to me?
Doing something new is always a risk, I agree with that. But remaining in the status quo, where there are no challenges or satisfaction, destroys our potential, we become rusty. It’s enough to live by the saying – you sow what you reap. If you fight for good, for the right things, the right way, you have nothing to fear.
Great fear breeds ignorance or half-knowledge. But why ignorance in the information age? Everything we need for new results, for the goals which we sincerely aspire to, really is available. We need to be that variable seeking new solutions. The variable that is not idle, that wants, that has determination and the will to persevere.
When you embark on something completely new for you, such as launching a start-up, moving abroad, becoming an entrepreneur or moving to the village 🙂 – from experience I know this: you need support, knowledge, advice, a new angle, proposal and sentence – it will be fine, just keep going.

If you would like to know more about the variable I’m talking about, please visit my blog.
If you would like to have your own, signed copy of the book, you can order one. For those just joining us now, the book contains systematised blog posts and reader comments.
The book costs 770 dinars + posting and packaging.
Take a look at the first 20 pages.

I wish you all the best.

Is the Serbian IT market pushing local developers away?

Is the Serbian IT market pushing local developers away?

Trying to come up with a topic for this post, I was scrolling through theIT column and came across and read this article How to employ senior developers?, and thought that it would be very useful ifwewere also to share the details of the research titled:“State of the Serbian IT industry – 2014 Survey.”

Three hundred and ninety-two respondents, holding 10 of the most prevalent IT industry positions, took part in the research, with developers making up almost 50% of them.

How important it isto know for sure and not just presume again proved to be crucial for making decision related to employee recruitment and retention. Who would have even guessed that the highest-paid industry in the country was dissatisfied with salaries? Furthermore, we would never have dreamt that 74% of respondents would state that they want to go abroad to work. This dissatisfaction lies, believe it or not, in material factors – they want better salaries, better conditions, and better bonuses. Why?

One of the main reasons is that IT professionals nowadays value their knowledge on a global labour market where they position themselves more easily and readily than ever. The second, but no less important reason is our IT professionals’ resistance to the positioning of the Serbian IT market primarily as anoutsourcing market on which there are no real, desirable challenges. And this is what all our respondents, from juniors to seniors, actually value: more challenging projects immediately after pay check size.

Thus, if some of your IT employees want to go abroad, take that as a given – 74% said that they would want to go abroad to work if something attracted them. That “something” has an external character, i.e. factors which a company would have little influence over: functioning institutions, a normal political and economic situation, good schools and good conditions for raising children amongst other things. But there are internal, company-related factors which companies could influence: providing more challenging projects, newer technologies, more proficient teams, more interesting work. One of our respondents said: “Better conditions would attract me, jobs with a bigger challenge which are much higher paid than the average and to be recognised and awarded for successfully completed projects.”

There are no major differences in terms of the desire to work abroad between junior, senior and middle level IT professionals. Mobility as a tendency is also present in Serbia – almost 60% of respondents at all levels have the desire to change jobs even when satisfied with their current one.

If an IT employer wants to attract (recruit) and keep (retain) staff, what should the employer do?

– offer higher salaries than the those present on our market
– introduce and pay bonuses (42% of respondents say they get no bonuses)
– provide work on challenging projects and the latest technologies
– allow better career progression
– continually train current employees in order to have a team that is as proficient as possible
– raise staff selection criteria in order to create the image of an employer where high quality staff work

And finally, our main recommendation is to make these improvements as soon as possible. But before you make any HR changes in your company, first do your research: ask your employees about their needs and never forget their wishes, then look closely at the results and create unique HR systems which best suit your current employees and the business goals you plan to achieve.

Good luck!

P.S. The details of the research are here: http://www.slideshare.net/SandraPrvulovic/fenix-hr-state-of-the-serbian-it-industry-2014-eng-final


Are your financial offers competitive enough?

Are your financial offers competitive enough?

 Once upon a time, back in my student days, I read this somewhere – everything that happens once may never happen again. But everything that happens twice, it will surely happen the third time. In this post, I’ll share what happened to us more than twice. One of our candidates accepted a competitive offer in a new company. After completing the exit interview, he got offered the same conditions at his current job and decided to stay.

You might be thinking – what’s the big deal, you might do the same?

But I wonder – are we witnessing an emergence of a new trend? That it’s enough to bring a better offer to one’s company and get an instant salary increase?

Not so long ago people changed jobs because, first and foremost, they did not want to work for the same company any longer – they grew tired of the ‘same old’ or it simply wasn’t challenging enough anymore. They longed for a little bit more freedom, a different piece of the sky in which to spread their wings. And somewhere in that, a better salary would come along.

Today, the situation seems to be different. In a lot of IT companies, the work environment is cool (to use the millennial term) – or in other words, the work conditions are good and improving constantly. With above average work environments, one thing that can always be improved upon in Serbia is the size of the salary. IT professionals who want more than that are already working or planning to move to work abroad.

For some years, companies have invested their HR budgets into designing better work environments and non-material rewards. The IT industry has been very successful in this. Programmers, especially those in senior positions, are satisfied with the non-material factors at their jobs – from the amount of free time to team expertise to the recognition they receive from their superiors as well as from their colleagues. Nearly 70% of senior programmers told us that their efforts and accomplishments are appreciated at work and that their ideas and suggestions get regularly implemented.

With the employee mobility and demand for qualified IT staff at an all-time high, the deciding factor in this situation is once again – salary amount.  With similar work environments, projects and technologies on the job market, for a company to become competitive in their offer, financial package seems to be a key factor to attract – and retain – top candidates.

Is this an emerging trend? Practice suggests so. Lately, the questions our clients ask most often are – How much should we offer? What exactly counts as a competitive salary for IT today?

Our research team tried to do everything to find out. We have designed a survey which answers this and similar questions  –  by participating, you will get access to a detailed analysis of IT salaries and benefits in Serbia, as well as see how well your company ranks when it comes to offering competitive packages in the Serbian Software Development sector. You can learn more here.