In today’s post, Gabriela Neamțu, Head of Corporate Center & HR at MOL Romania, talks about what actions the company has been taking in diversity management.
Liviu Chelaru, Atlas Copco Romania: The D&I strategy should be close to the heart of the people in order to be successful
In today’s post, Liviu Chelaru, Business Line Manager - Compressor Technique Service at Atlas Copco Romania, talks about what actions the company has been taking in diversity management.
Roxana Cîlțea, Head of HR, Sanofi Romania: D&I is not a lonely journey! It is about All of us – leaders, managers, and employees
In today’s post, Roxana Cîlțea, Head of HR Romania and Moldova, Sanofi, talks about what actions the company has been taking in diversity management.
Andrei Bădilă, Head of Talent Management, Societe Generale Global Solution Centre Romania: Our approach has been to transform our leaders into advocates and promoters of D&I programs
In today’s post, Andrei Bădilă, Head of Talent Management, Societe Generale Global Solution Centre Romania, talks about what actions the company has been taking in diversity management.
Alessandro Trebbi, Director People & Organization, Enel Romania: The ability to accommodate all types of diversity is not only an ethical and social duty, but also a strategic asset
In today’s post, Alessandro Trebbi, Director People & Organization at Enel Romania, talks about what actions the company has been taking in diversity management.
Corina Frîncu, Ethics & HR Conformity Partner, Orange Romania: Mentoring and training must be used as an important component in changing the gender and generational balance within STEM area
Telecommunications companies are under pressure to deliver next-generation services but they encounter the sourcing of the right talent difficulty, whether in-house or externally; one of the greatest challenges is to challenge bias of being a male working domain and to close the digital skills gap; but for this, the educational system has a critical role to play in attracting women to become skilled in STEM, to ensure companies have a varied workforce, with differing viewpoints and opinions.
Ramona Puia, People & Culture Manager, IKEA Romania: We want to be activists for social change and to inspire co-workers, customers and communities to become change makers for equality
In today’s post, Ramona Puia, People & Culture Manager at IKEA Romania, talks about what actions the company has been taking in diversity management.
Ana-Maria Voicu Domșa, Diversity & Inclusion Lead, EY Romania: Greater diversity and inclusive environments drive better decision-making, stimulate innovation and increase organizational agility
Finding, retaining, and developing culturally diverse talent can certainly be challenging — especially within systems that have historically exhibited biases against various groups. Companies have to constantly look for ways not only to acquire this new and diverse talent but also to meet their needs and help them succeed in order to ensure retention.
Sorin Banulescu, People Director, HEINEKEN Romania: Diversity won’t stick without inclusion
“I will never get tired of saying that we need the right environment first if we really want to be successful in this journey.”
Sévan Kaloustian, Managing Director of Janssen Pharmaceutical Companies of Johnson & Johnson: I try to be my first test subject when it comes to changing behavior and bias
In today’s post, Sévan Kaloustian, Managing Director of Janssen Pharmaceutical Companies of Johnson & Johnson, talks about what actions the company has been taking in diversity management.
Roxana Cîlțea, Country HR Sanofi Romania and Moldova: A diverse set of experiences, perspectives, and backgrounds is crucial to innovation
In today’s post, Roxana Cîlțea, Country HR Sanofi Romania and Moldova and South Cluster HRBP Sanofi Pasteur&Global Functions, talks about what actions the company has been taking in diversity management.
Alessandra Billia, Director People & Organization Enel Romania: Diversity and inclusion are, in fact, an attitude
The attitude in which one accepts a person for what they are, challenging them to get better, placing emphasis on their qualities and skills. In implementing diversity and inclusion, we do not start from the idea of convincing people to do something, but we rather want to make them aware that there are limitations and differences between people, which can gradually be turned into opportunities.
Anca Bancu, HR Director Vodafone Romania: Building an inclusive workplace starts with building self-awareness about own biases
In these particular challenging times, women are more likely to give up on jobs and projects to fully engage in the other very important role of caretaker for the family. Providing them support, encouraging and helping them thrive in the workplace during this period was even more important.
Luminița Florea, Director People & Culture at Philip Morris Romania: Equal pay for equal work can’t be taken for granted
Even if you only compare men and women in the same position with the same professional experience, a pay gap may still exist, often attributable to unconscious bias. And this should be addressed through a wealthy of initiatives before even designing any D&I initiatives among the organization.
Dana Sîntejudean, Regional Director for Central Europe at Edenred: Promoting diversity and inclusion is one of the best decisions a company can make
The experience of the past years shows us that being a diverse and inclusive company we are more valuable as a team, more productive, more attractive for better talented recruits.
Andrei Bădilă, Societe Generale Global Solution Centre: Through exposure to different situations or people we can overcome biases and embrace the differences between us
In today’s post, Andrei Bădilă, Head of Talent Management with Societe Generale Global Solution Centre, talks about the actions the company has been taking in diversity management.
Laura Badiu, BCR Diversity Manager: A common challenge comes from the wide spread idea that diversity is mainly about having the right policies in place and it should be mostly a HR responsibility
Of course, managing diversity is an intrinsic approach to human resources management. However, diversity management is a strategic process that can succeed only if the company’s leaders take up a collective goal and commits to the diversity strategy, agenda and targets. We need to move away from value statements and go beyond policies in order to create a culture of belonging and trust, where all employees feel free to bring their full selves to work and to contribute.
Oana Savin, Raiffeisen Bank: We need to understand better what really means an inclusive environment and what is the contribution of each of us in achieving inclusion
In today’s post, Oana Savin, Diversity & Inclusion Officer at Raiffeisen Bank, talks about what actions the company has been taking in diversity management.
Perry Zizzi, Dentons: Companies should become aware of the real potential for growth and innovation stemming from a balanced representation of genders, backgrounds and generations
In today’s post, Perry Zizzi, managing partner at Dentons, talks about what actions the company has been taking in diversity management.
Mădălina Crăciunescu, Holcim Romania: Diverse teams are better equipped to perform, innovate and drive the business for the future
In today’s post, Mădălina Crăciunescu, Organization & HR Director at Holcim Romania, talks about what actions the company has been taking in diversity management.