Criteria for Human Resources success

• Analysis and operationalization of all jobs: job requirements defined; competencies essential for successful work accomplishment established job systematization
• Capability and knowledge assessment processes defined, information on skills and experience for each person (psychological tests, interviews, CV)
• Defined Training process; Employment process, Organisational change process, Job and salary systematization
• Information on individual employee efficiency in job performance - work efficiency assessment (SRCE)
• Clear and stable organizational structure of the company - identified "key" positions within the company
• Permanent investment in education and employee development

What is the SRCE process?

SRCE (System, Remuneration, Company Goals, Evaluation) is a systematic process of managing company and executive development through permanent monitoring of business and development goals realisation and evaluation of their achievement.

The SRCE process is based on a system of key performance indicators i.e. measures that report to which level Podravka's strategic goals and mission have been achieved. As harmonised management of all company elements is essential for strategic goal achievement, key performance indicators have been defined for each organisational unit and represent the goal which each manager, responsible for a particular sector (in cooperation with his/her team), should achieve in the forthcoming business year.

An integral part of SRCE is the remuneration system based on results achieved at both company and organisational unit (sector or department) level.

For successful achievement of identified key performance indicators, a manager should define the manner for achieving the set goals and he should possess or advance professional-specialist knowledge and managerial competencies essential for the achievement of goals and seek support from the superior manager.

The SRCE process enables managers to be involved in the process of planning actions through three structured meetings a year with their superior manager, to plan actions leading to the achievement of business goals, identify which additional knowledge is necessary for managing the defined actions and agree on the type of support required from the superior manager. The process is meant to facilitate the monitoring of planned action achievement, enable prompt redefinition of actions, measure the results and identify development initiatives which input to the new planning cycle.