Borut Markelj je ustanovitelj in CEO Ehrana.si, platformo, ki ima preko 270.000 uporabnikov, 500 partnerjev in preko 250 članov ekipe. Borut je je zaključil magisterij na Univerzi v Ljubjani, Fakulteti za elektrotehniko. Imel je različne zaposlitve, nato pa je septembra 2010, ustanovil e-hrano skupaj z dvema partnerjema, Jernejem Janežičem in Žigo Lesjakom. Marketplace se je poštartal 2011, lastna dostavna služba pa 2017. E-hrana je bila najbolj ocenjena mobilna aplikacija v Sloveniji z oceno 4.9, in to velja še danes.

Ustanovil je tudi podjetji 5lodic in pa trilogic. Družba 5logic se ukvarja z razvojem celostnega logističnega sistema za upravljanje flote dostavnih vozil na poziv z imenom AlpacaFleet.com. Borut je podkovan v programiranju, marketingu, vodenju projektov, razvoju spletnih in mobilnih platform. Je tudi mentor programa startup slovenija in izjemen podjetnik.

As pandemic restrictions ease, it’s clear that one big change to the way we work is here to stay: hybrid working. However, these environments run the risk of creating new inequities and exacerbating those that already exist. For employers to ensure fairness, maximize performance, and maintain cultural cohesion in hybrid work arrangements, they need to consider these five practical dimensions of inclusion when designing hybrid policies and navigating new ways of working.

·      Recruitment and Remote Onboarding

An important part of being successful at work is having the right setup and training to do your job. Remote work places increasing value on being technically capable, and getting up and running when working from home has become an essential skill.

·      Working Together

Physical distance can lead to psychological distance. It’s much easier to check in on colleagues when sharing a physical space. When working remotely, make use of the trusty status bar. A message like “Open for chats!” along with a green status circle gives permission to bridge the distance gap.

·      Resolving Conflict

Another inclusion impact of hybrid working is the potential for silent bullying. Fostering an environment where all voices are heard requires increasing psychological safety so that your people feel they can speak up when there’s interpersonal conflict. Employees must feel they can have the necessary hard conversations in a productive and judgment-free zone.

·      Team Cohesion

Additionally, in times of economic uncertainty, employees are more likely to form in-groups, usually along some dimension of similarity. One effective way to break up these in-groups is to ensure information flows smoothly and diffusely through an organization by identifying “weak ties.”

·      Promotions

Proximity to managers has been shown to increase promotion rates when men report to other men. In a hybrid world, it’s also natural to see shifting reward mechanisms, some of which can leave people out. One way to keep an eye on the impact of shifting reward mechanisms is to audit who gets what and why — and make sure people know about it.

As you craft your company’s hybrid work plans and policies, be aware of the inequities hybrid work can create or make worse. Designing with these practical dimensions of inclusion in mind is critical for creating an equitable organization.

Do you have policies for hybrid work?

How do you make sure all employees are treated fairly?

Lordan, G., Aalmeida, T. and Kohler, L. (2021, August). 5 Practices to Make Your Hybrid Workplace Inclusive. Harvard Business Review

Anita Stojčevska, glavna izvršna direktorica SKB banke, ima močno finančno ozadje in dolgoletne izkušnje na področju bančništva. SKB banki se je pridružila leta 1995, od 13. decembra 2019 pa SKB banko predstavlja in vodi kot izvršna direktorica ter članica upravnega odbora SKB. Svojo kariero je v SKB banki razvijala na več odgovornih položajih, mnogih izmed njih tesno povezanih s komercialo in upravljanja poslovanja s strankami in podjetji. Od leta 2011 soustvarja strategijo banke kot članica uprave.

Magistrica Poslovnih ved, ki je diplomski in magistrski študij opravila na Univerzi v Ljubljani, je na SKB banki svojo kariero pričela kot skrbnica podjetij. Dolga leta je izkušnje in znanja nabirala na komercialnih področjih banke, od leta 2001 pa je prevzemala odgovornosti na več menedžerskih pozicijah, pred delovnim mestom glavne izvršne direktorice banke je več let vodila divizijo Poslovna mreža in marketing v SKB banki.

Naj quote:

·       Kdor hoče videti, mora gleda s srcem. Bistvo je očem nevidno. (Antoinea de Saint – Exupery)

·       Prijateljstvo naredi uspeh še bolj sijoč in z deljenjem zmanjša težo neuspeha (Ciceron)

Naj knjiga: Mali princ (Antoinea de Saint – Exupery)

Naj serija: V zadnjih nekaj letih ne gledam veliko televizije. V moji mladosti pa sem rada gledala serijo Prijatelji in Twin Peaks

Hobiji: potovanje, dolgi sprehodi po naravi, krajši izleti s kolesom

Najljubša hrana: Rada jem vse, najraje pa pečem sladice

Najljubši podjetnik: v moji karieri sem srečala veliko izjemnih podjetnikov, vizionarjev, strategov, tako da ne želim izpostaviti le enega.

Naj app: LinkedIn

Nauki za naše poslušalce:

·       Ekipo ne tvorijo osebe, ki skupaj delajo ampak osebe, ki se spoštujejo, si zaupajo in skrbijo drug za drugega. V življenju štejejo le skupne zmage in ne zmage posameznikov.

·       Delajmo pošteno in ostanimo zvesti svojim vrednotam.

·       Zmagovalna formula v življenju in poslovnem svetu je: sodelovanje, zaupanje, spoštovanje, pogum, sprejemanje drugačnosti, ljubezen, strast.

At the beginning of the pandemic, employers quickly shifted almost every aspect of their business, including the onboarding of new employees, to take place remotely. Research from Glassdoor shows that organizations with strong onboarding practices improve employee retention by 82% and productivity by more than 70%.

While going back to the office will be an adjustment for everyone, it will be an entirely new experience for people you hired remotely. Here are a few strategies to re-onboard employees who started work in a WFH environment.

• Allow remote hires to bond as a cohort by creating structured opportunities for them to interact and get to know each other. These might include icebreakers or “speed networking” activities.

• Create a buddy system. Pair each remote hire with a more tenured employee who can answer their questions about the physical office space and organizational norms that they may not have picked up on when working from home.

• Check in regularly. You may feel like you’ve already done the work of getting your remote hire up to speed, but the office is an entirely new environment. Take them to lunch and have a one-on-one meeting with them their first week back, as you would have done if they had started their job at the office.

· Create informal team-building opportunities. Creating opportunities for people to get to know each other better will help all employees to reconnect after being remote for over a year but will also help remote hires, in particular, to socialize and get to know both new and tenured employees in a more relaxed and less intimidating environment.

While going back to the office will be an adjustment for everyone, it will be an entirely new experience for remote hires. Don’t squander the opportunity to create a great employee experience.

Do you like working remotely?

How do you onboard new employees remotely?

Zucker, R. (2021, June). How to Re-Onboard Employees Who Started Remotely. Harvard Business Review.

Miha Culiberg je inovator, podjetnik z 18+ leti mednarodnih izkušenj v IT, plačilna industrija in telekomunikacijah. Zelo izkušen je pri ustvarjanju novih poslovnih modelov, še posebej kar se tiče raznih plačilnih sistemov in prodkutov. Zase pravi, da je IT njegova panoga, telekomunikacije njegova strast, poslovni razvoj njegov fokus, prodaja njegovo igrišče in razvoj izdelkov njegov hobi.

Miha ima zelo bogato kariero. Je so-ustanovitelj in CEO podjetja Lab4Pay d.o.o., so-ustanovitelj in direktor Minicity Ltd., je regionalni direktor prodaje pri podjetju Transaction Systems Ltd., ki je del skupine ITG in je spada med top 10 IT podjetij v Rusiji. Bil je tudi del izjemne ekipe Halcoma, ki je ustvarila odlične zgodbe, med njimi tudi mBills. Miha ima poleg bogate kariere tudi zelo bogato življenje, saj je oče 5ih otrok.

Zelo ponosen je na Minicity, ki je tematski program zabave, ki uporablja metodo didaktične igre, namenjen otrokom od 0 do 12. leta starosti. V njem otroci skozi didaktične igre pod vodstvom izkušenih animatorjev spoznavajo različne poklice in osvajajo uporabna znanja za vsakodnevno življenje.

Nay Quote: Tko ne umre, preživjet če: Alan Ford.

Naj knjiga: Pika Nogavička

Naj serija: Narcos

Hobiji: Potovanja, kuhanje, šport, pivo

Najljubša hrana: Steak

Najljubši podjetnik: Mark Pleško in Igor Verstovšek CosyLab, Manager pa Damjan Kralj

Naj app: MyNanny

Trije nauki:

·       Imejte otroke, veliko njih,

·       Ne bodite zavistni, saj vsak nosi svoj križ,

·       Skočite kdaj na glavo ampak vseeno preverite globino.

If you’re not interested in returning to in-person work but your boss expects you to come back, or if you’re interviewing for a new job and want to work remotely, how can you negotiate your desired arrangement? How exactly should you ask for a work-from-anywhere arrangement when negotiating a job offer, or when you’ve been working virtually and don’t want to return in person to the office?

Here are five steps:

1) Demonstrate how it will benefit your employer.

2) Show the impact you can make.

3) Be prepared to take a pay cut if you’re relocating.

4) Use data to prove you can be successful working remotely.

5) Don’t expect a one-and-done conversation.

Here are also some tactics:

• Make clear that you can be successful by sharing the accomplishments you’ve already achieved in a remote work environment.

• Articulate how your plan would be a win-win. For example, if you feel you’re more productive and effective outside of the office, make a compelling case for how that benefits the whole company.

• Ask if there’s any other data or information you could provide to help your case.

• Be prepared to take a pay cut if you’re relocating to an area where the cost of living is significantly lower. Weigh this potential income loss against your improved quality of life.

• Know that you may not get an answer in your first conversation. Your manager may need some time to review your request with the higher-ups.

Whether you get the green light for permanent work-from-home or you and your boss agree to a trial period, get the exact agreement in writing. This way, everyone is clear that the arrangement can go forward, no matter who the manager is. And remember: While some flexibility is important while you negotiate, that flexibility should go both ways.

Do you like working remotely?

Is your culture embracing of the hybrid workplace?

Peppercorn, S. (2021, July). How to Negotiate a Remote Work Arrangement. Harvard Business Review.

Jure Pirc je oseba, ki je bila zmeraj vpeta v nove tehnologije. Ima zelo bogato kariero in je oseba z izjemno avtoriteto na področju blockchain tehnologij. Je tudi govorec in predavatelj na različnih svetovnih konferencah. Jure je predsednik Bitcoin društva Slovenije s skoraj 19 tisoč člani, kar predstavlja eno izmed največjih društev v Sloveniji. Bil je community manager pri Tokens.net, ambasador pri prijektu Eligma, je ustanovitelj Aquarius kovanca, LanaCoina ter TajCoina. Zelo je bil vpet tudi v projekt NevaCoin. Neva, CryptoWa Lana in Taj so dejansko prve personalizirane kriptovalute na svetu in v bistvu extremno tehnološko darilo za rojstni dan. Vse tri so samostojne verige blokov s svojimi matematičnimi pravili delovanja. Njihova posebnost pa so prilagojeni parametri samega omrežja. Jure je tudi od leta 2018 CEO podjetja Blockmaster. Njegov najnovejši projekt pa je CryptoWater.si. Je tudi svetovalec pri Bled Water Festivalu.

Naj quote: I have not failed i just found 10.000 ways that wont work,

Naj knjiga: Knjiga življenja.

Naj serija: No way da je samo ena. Včeri zvečer po dolgem dnevu sem uspel 1/3 Fringe pogledat.

Hobiji: Spreminjanje sveta in miselnosti ljudi skozi tehnologijo.

Najljubša hrana: Voda, kaj je pa zraven je pa stvar okusa trenutka.

Najljubši podjetnik:  Vsi kateri so v tekočem letu razumeli pravi pomen besed "Cooperation in partnership".

Naj app:CryptoWallet.si in CryptoWater.app, kmalu pa tudi App.PizzaDay.si, drgač pa screentime pravi da je Telegram :)

Zaključni nauk:

· Svoj prosti časi investirajte v sebe, družino in znanje.

Are you feeling ill-prepared and nervous to make small talk when you get back to the office? If stopping for an impromptu hallway chat seems a little daunting, you're not alone. Returning to the office and socializing with people we haven’t seen in person for more than a year can feel scary. Many of us are socially rusty after a long pandemic year. The good news is you can rebuild your small-talk muscle with practice.

How to “Small Talk”

The virtual meetings we have grown accustomed to getting right down to business. There have been few if any, interstitial spaces on our work agendas to catch up. Our increased reliance on emails and private messages to communicate have only exacerbated the problem. Let’s revisit the basics.

Here are a few conversation starters. Try them out, tweak them so they feel authentic to you, and use whatever is most helpful.

3. Vacation plans. With travel restrictions lifting in many parts of the world, lots of us are starting to think about making up for lost vacation time. Ask your work buddies, “What are you looking forward to the most this year?” or “Where’s the first place you’ll travel when you’re able to?”

While this may seem difficult, reconnecting with colleagues is further evidence of our resilience - our ability to shift to match our circumstances. Conversely, you may also be saying hello to some coworkers who started while everyone was remote. Don’t hesitate to introduce yourself and share your role in the organization, then proceed with the topics listed above.

Do you like small talk?

Is your culture embracing small talk?

Samuels, R. (2021, July). Have We Forgotten How to Small Talk?. Harvard Business Review.

dr. Tina Škerlj

Izkušena leaderka, coachinja, predavateljica in strokovnjakinja za change management in transformacijo. Trenutno je odgovorna za digitalno transformacijo v skupini BE-terna, ki vključuje okoli 1000 zaposlenih v 10-ih evropskih državah. Poleg tega je coachinja za leaderje, predsednica nadzornega sveta in predavateljica za bodoče člane nadzornih svetov. Pred tem je bila Tina dolgoletna poslovna svetovalka v podjetju Deloitte, kjer je vodila poslovno svetovanje v Sloveniji, izvršna direktorica v skupini Mladinska knjiga in članica uprave regionalnega IT podjetja S&T. Poleg tega ima tudi bogate izkušnje iz tujine, kjer je končala študij ekonomije v Nemčiji, kasneje pa v okviru Deloitte-a delovala kot poslovna svetovalka v Nemčiji in na Poljskem. Ima tudi znanstveni doktorat iz ekonomije in je certificirana ACC coachinja. Tina je tudi nekdanja predsednica sekcije mladih managerjev Združenja manager in nekdanja predsednica Alumni združenja MBA Radovljica.

Naj quote: strong back.soft front.wild heart (Brene Brown)

Naj knjiga: mnogo jih je…Mali princ

Naj serija: nimamo televizije in ne gledam serij

Hobiji: kolesarjenje, hoja v hribe, (turno) smučanje, branje, odkrivanje novih kotičkov sveta oz. v zadnjem času Slovenije

Najljubša hrana: katerakoli v dobri družbi

Najljubši podjetnik: mnogo jih je, vsekakor pa tudi vsi moji šefi na moji karierni poti

Naj app: LinkdIn, google calendar, google maps, notes

Zaključni nauk:

·       Kot pri Malem princu…vedno gledaj in delaj s srcem.

mag. Tamara Bertok Velkavrh

Zadnjih 6 let zaposlena v Be-terni. Najprej kot svetovalka in arhitektka programskih rešitev ter zadnji 2 leti kot vodja teama za implementacijo Microsoft Dynamics 365 poslovnih rešitev na področju upravljanja energetske in druge komunalne infrastrukture - na kratko področje UIM - Utilities Infastructure management. Na tem področju s svojo ekipo soustvarjam istoimenski produkt UIM, skrbim za njegov razvoj in atraktivnost. Pred tem prokuristka v IT podjetju, asistentka na Univerzi na Primorskem na Fakulteti za management (poslovna matematika, poslovna informatika, …) , svetovalka/arhitektka v IT podjetju za geografske informacijske sisteme in podjetju za IT rešitve s področja upravljanja vrednostnih papirjev. Osnovno izobrazbo po študiju matematike v Ljubljanji nadgradila z znastvenim magisterijem na Eknomski fakulteti s področja upravljanja informacijskih sistemov.

Naj quote: It always seems impossible until it’s done (Nelson Mandela)

Naj knjiga: verjetno bi lahko skrčila na top 10, vse pa obarvane z znanstveno fantastično vsebino 😊 (avtorji Suzanne Collins, Orson Scott Card, Anthony Horowitz, …)

Naj serija: Midsomer murders

Hobiji: branje, koleasarjenje, pohodništvo

Najljubša hrana: sendvič

Naj app: FBReader

Zaključni nauk:

·       I believe that strength doesn’t come from just one person, true strength lies in team spirit. Trusting your colleagues and working together is what can overcome any issue.

In too many companies, there is the appearance of harmony and alignment but in reality there’s often dysfunction simmering beneath the surface. The intention behind cultivating a nice culture is often genuine. Leaders believe they’re doing a good thing that will motivate people and create inclusion. But often it has the opposite effect and the result is a lack of honest communication, intellectual bravery, innovation, and accountability.

Creating a “nice” company culture is a laudable goal. But has your company taken “niceness” too far? Is there dysfunction simmering beneath the surface? An insistence on politeness can result in a lack of honest communication, intellectual bravery, and accountability. If you’re concerned your organization’s culture has veered into toxic niceness, try these tactics.

• Reset expectations. Be explicit that you want people to give candid feedback and ask tough questions. This change won’t be easy so clearly explain the organization’s current state, future state, and how the transition between the two will work.

• Demonstrate vulnerability. Don’t expect others to usher in a new era of truth-telling if you haven’t modeled the behavior first. You must be the first mover, demonstrating fallibility, and showing people that candor is rewarded.

• Provide air cover for people who speak up. When people do express dissenting views don’t reprimand them, but thank them.

Publicly challenge the status quo you helped create. Martin Luther King Jr. said in his famous Letter from Birmingham Jail “…there is a type of constructive, nonviolent tension which is necessary for growth.” Don’t cover that up in your efforts to be nice. Channel and manage the tension. That’s real kindness.

Do you have a strong company culture?

Is your culture too nice?

Clark, R. T. (2021, June). The Hazards of a “Nice” Company Culture. Harvard Business Review.