Strategic HR for Organisational Transformation: Insights from Triglav’s HR Leadership

In today’s ever-evolving corporate landscape, the role of Human Resources (HR) has moved far beyond administrative functions to become a strategic partner at the executive table.

We had the pleasure of learning from Mateja Geržina, Executive Director for HR at Zavarovalnica Triglav, the leading insurance and financial group in the Adria region.She shared her journey at Triglav at AdriatiCON 2024 in a panel with Marko Perme, CEO of Agilcon, and shed light on how strategic HR involvement drives transformation, tackles demographic shifts, and aligns with cutting-edge technology, including artificial intelligence (AI). Here are some of the key insights from our talk.

1. HR as a Strategic Partner

It’s common to hear that HR leaders struggle with finding a voice in the boardroom. But at Triglav, HR is an equal partner in strategy. For Geržina, this is essential: HR should not be a “support function” but an active contributor to strategic discussions. This approach allows HR professionals to anticipate industry trends and proactively adapt to shifting workforce needs. It also enables Triglav to tackle challenges like generational changes, evolving employee expectations, and the rapid rise of digital technologies.

Key Takeaway: HR's involvement in strategic planning enables it to shape the direction of the organisation, rather than merely reacting to it.

2. Educated Use of AI in HR

We commend Triglav’s forward-thinking approach to AI, especially in its measured and thoughtful application in HR. Demonstrating their commitment to both innovation and the human touch, Triglav shared a compelling example from their recruitment process.

After completing a traditional candidate selection process, the HR team then used AI to see which candidate the system would choose. Remarkably, the AI’s choice aligned with the team’s decision, underscoring AI’s potential as a valuable support tool that complements human judgement. This example highlights Triglav’s balanced approach, embracing AI insights while maintaining the central role of human expertise.

Key Takeaway: AI and data analytics are not here to replace the human touch in HR, but to augment it by providing insights that support decision-making and streamline processes.

3. Embracing a Data-Driven Culture

Triglav’s HR is interested in using data to make informed decisions in areas like training, performance evaluations, and employee well-being. This allows the HR team to be data-driven, predicting trends based on employee demographics, turnover rates, absenteeism, and other factors.

While having access to vast amounts of data is essential, Geržina emphasised that data is only as valuable as the insights it provides. In Triglav’s case, data on employee turnover, absenteeism, and satisfaction helps the HR team make predictions about future workforce needs. For instance, if the average employee age is increasing, the team can anticipate a rise in health-related absences and take proactive steps to address this.

Key Takeaway: By using data to guide strategy, HR can identify and address potential workforce issues before they become critical problems.

4. Navigating Generational Differences

One of the most significant changes in the workforce today is the diversity of generations working together. Younger generations, particularly Millennials and Generation Z, bring new expectations and values to the table. While Generation X employees might focus on stability, younger employees prioritise career development, well-being, and purpose-driven work.

Triglav's strategy for addressing these generational expectations involves direct communication, understanding different viewpoints, and tailoring its leadership development and well-being programmes to cater to each group's unique needs.

Key Takeaway: Recognising and embracing generational diversity is crucial to building an engaged, multi-generational workforce that aligns with the company’s culture and values.

5. Reshaping Organisational Culture

Transforming a company’s culture is a long-term endeavour, especially in large organisations like Triglav. Mateja Geržina explained that Triglav’s journey toward a more constructive, performance-based culture started in 2017. Through Gallup research, Triglav identified behaviours it wanted to promote (constructive behaviours) and behaviours it aimed to reduce (aggressive or passive behaviours).

Achieving cultural change involved several approaches: revising policies to reward teamwork, adopting a consistent communication style, and investing heavily in leadership development. Every four years, Triglav measures its culture, allowing it to track progress and make adjustments. This approach led to a noticeable increase in constructive behaviours across the organisation.

Key Takeaway: Shaping a strong organisational culture requires a commitment to consistent measurement, a focus on leadership, and alignment between policies and values.

6. Employer Branding: Inside-Out Authenticity

Attracting top talent requires a strong employer brand, and Geržina believes that a company’s external brand must reflect its internal culture.

Triglav's employer brand emphasises transparency, authenticity, and consistency between internal policies and external communication.

Mateja Geržina shared stories of employees who left and later returned, citing Triglav’s authenticity as a major factor. This consistency builds trust with current employees and potential candidates alike.

Key Takeaway: A strong employer brand is built on authenticity and transparency. If a company lives by its values internally, it will naturally attract candidates who align with those values.

Conclusion

From digital transformation and generational shifts to culture change and employer branding, Triglav’s approach exemplifies the evolving role of HR as a strategic force in the corporate world. By making data-driven decisions, embracing AI, and fostering a culture that aligns with its values, Triglav has positioned itself as a forward-thinking employer that not only responds to the changing landscape but also actively shapes it.

As Mateja Geržina’s experience shows, HR’s journey toward becoming a strategic partner is a marathon, not a sprint. By investing in the right tools, data, and cultural practices, HR leaders can transform their organisations into workplaces that attract, develop, and retain top talent for years to come.