Gorana Sandric

The best part of conferences is the connections you make and continue to make in the future. Right?
With that in mind, and my passion for group work, I have created a second mastermind group of top talent leaders. This is a think tank group where we deep dive into a topic chosen by the group. To set the mood for the discussion, I share articles, podcasts, and research excerpts with the group. Feeling left out? You do not have to be. Join us here info@goranasandric.com

Mastermind Women in Transition is a community of women leaders who feel that their current professional life is not providing what they are looking for. They join to be supported as they explore what their transition is about and how to make it meaningful. They want to get out of feeling "stuck." Over the course of 6 mastermind sessions, we work on the transition journey and the stages that help them navigate the complexities and associated fears. Join us here: info@goranasandric.com

The innovation I envisioned at Holcim was my gift to CCHBC, where we focused on the skills and experience required for supply chain leadership roles. The model gained further perspective by increasing interest in cross-functional career moves, as these roles offered valuable opportunities to develop skills for long-term career aspiration.

Brand expectations could lead to disappointment, but from another perspective, this can be an unexpected opportunity to simplify and design a process that is more inclusive and modern. I was very committed to taking a significant step and implementing inclusive talent management practices, but that was offset with the Talent Market Place, which was an instant hit in the organization. It provided the opportunity to promote projects, assign tasks and, on the other hand, give employees the… Mehr anzeigen

Brand expectations could lead to disappointment, but from another perspective, this can be an unexpected opportunity to simplify and design a process that is more inclusive and modern. I was very committed to taking a significant step and implementing inclusive talent management practices, but that was offset with the Talent Market Place, which was an instant hit in the organization. It provided the opportunity to promote projects, assign tasks and, on the other hand, give employees the opportunity to train and retrain themselves. Weniger anzeigen

Brand expectations could lead to disappointment, but from another perspective, this can be an unexpected opportunity to simplify and design a process that is more inclusive and modern. I was very committed to taking a significant step and implementing inclusive talent management practices, but that was offset with the Talent Market Place, which was an instant hit in the organization. It provided the opportunity to promote projects, assign tasks and, on the other hand, give employees the… Mehr anzeigen

Brand expectations could lead to disappointment, but from another perspective, this can be an unexpected opportunity to simplify and design a process that is more inclusive and modern. I was very committed to taking a significant step and implementing inclusive talent management practices, but that was offset with the Talent Market Place, which was an instant hit in the organization. It provided the opportunity to promote projects, assign tasks and, on the other hand, give employees the opportunity to train and retrain themselves. Weniger anzeigen

Innovation aimed at helping leaders have developmental and career conversations with their team members. The result helped make career decisions based on the skills and experience needed for career development. The model provided employees and managers with transparency about their career path and justified why a particular role or developing certain skills was important to their long-term career aspiration.

Leadership development programs designed and delivered in an international setting that stimulated group learning and significantly improved collaboration across countries and functions. Both programs included elements of self-learning, guest lectures, or learning from other industries or sports. The core curriculum was designed to promote learning from within the key business areas. This had the side effect of improving leadership skills, training function leaders to act as facilitators of the… Mehr anzeigen

Leadership development programs designed and delivered in an international setting that stimulated group learning and significantly improved collaboration across countries and functions. Both programs included elements of self-learning, guest lectures, or learning from other industries or sports. The core curriculum was designed to promote learning from within the key business areas. This had the side effect of improving leadership skills, training function leaders to act as facilitators of the content within their sphere of influence. Weniger anzeigen

We started with Strategic People Planning in 2013 and developed a simple and pragmatic approach before upskilling and reskilling became HR buzzwords. The model was used at Holcim as a first step in talent management, to start the process by assessing the impact of change on roles and skills before diving into succession planning without considering how roles and skills will change over the next few years (if not months). It was one of the first international recognitions for my "No bullshit"… Mehr anzeigen

We started with Strategic People Planning in 2013 and developed a simple and pragmatic approach before upskilling and reskilling became HR buzzwords. The model was used at Holcim as a first step in talent management, to start the process by assessing the impact of change on roles and skills before diving into succession planning without considering how roles and skills will change over the next few years (if not months). It was one of the first international recognitions for my "No bullshit" approach to HR. Weniger anzeigen