Ivica Kranjčić
Episode · #320
MOTORI RASTA Ivica Kranjčić
Guest Ivica KranjčićHosted by Boris ŽivkovićMay 3, 2026
Ivica Kranjčić
About this episode
What you'll hear in this conversation
Ivica Kranjčić, HR Director at Končar Group, begins by rejecting the very term "human resources." For him, "resource" implies something to be acquired and consumed, a mindset that fundamentally misrepresents the "specific persons" who make up a company. This opening sets the stage for how a large, established industrial group navigates the shifting landscape of talent. He shares Končar's experience attracting STEM graduates, adapting to the demands of new generations, and managing a workforce of nearly 3,500 across thirteen diverse companies. Readers will come away with a clear view into how a traditional powerhouse rethinks its relationship with its people.
Insights from the conversation
What to take from this episode
01
Ivica Kranjčić finds the term "human resources" unhelpful, arguing that "resource" implies something to be consumed in a work activity. The language we choose to describe people in business is not just semantics; it shapes the entire approach to their value and role within an organization.
02
Ivica, born in the 70s, observes that the generational gap today is *far* greater than in the past, driven by digitalization and global communication. Older management can no longer simply expect younger employees to adapt; companies must proactively adjust their structures and approaches to account for this divide.
03
Despite Končar's traditionally low employee turnover and loyalty, Ivica notes that negative demographic trends mean new generations increasingly dictate the terms of employment. Employers must now adapt everything from flexible work models to management structures, rather than expecting new hires to conform to existing norms.
04
The "responsibility for connecting these worlds falls on HR," Ivica states, even as he acknowledges that line managers ultimately manage people day-to-day. HR's role as an expert service is to analyze trends and provide tools, helping leaders understand and navigate the new generational dynamics.
05
Končar's specific and relatively rare business in electro-energetics makes it particularly attractive to STEM graduates, despite being a traditional industrial group. A clear, specialized purpose can be a stronger draw for talent than generic branding efforts, even for large, established companies.
06
During COVID lockdowns, Končar had to adapt its hiring to online psychological testing and interviews, a shift Ivica admits negatively affected process quality. While necessary in a crisis, it highlights that some adaptations compromise the depth of evaluation, forcing a trade-off between necessity and ideal practice.
07
Končar's HR function is largely decentralized, with each of its thirteen diverse companies managing its own processes. While this suits their individual needs, Ivica sees significant potential in shared coordination and knowledge exchange across the group, suggesting that even tailored approaches benefit from central learning.