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Jadranka Delač Hrupej
Episode · #460

PSIHOLOGIJA USPJEHA Jadranka Delač Hrupelj

Guest Jadranka Delač HrupejHosted by Tanja PuretaMay 3, 2026
About this episode
What you'll hear in this conversation

The language we use to describe our work often reflects deeper shifts in what we value. In the business world, few areas show this more clearly than human resources. What began as a simple 'personnel department' has, over 25 years, evolved into a strategic 'human resources' function, and now, for leading companies, a 'people and culture' department. This isn't just a semantic change; it signals a fundamental re-evaluation of how organizations view their people and the very nature of power within their structures. Jadranka Delač Hrupej, founder of the consulting firm Kreativa, has navigated and shaped this transformation for over two and a half decades. Her work in organizational and personal development, HR consulting, and talent assessment offers a rare perspective on how companies, and the individuals within them, adapt to an increasingly uncertain world. Listen to understand the profound implications of this evolution, and what it means for leadership and individual responsibility in today's organizations.

Insights from the conversation
What to take from this episode
01
Over Kreativa's 25-year history, Jadranka Delač Hrupej has witnessed the role of HR evolve through three distinct stages: from a basic 'personnel department' to a strategic 'human resources' function, and now to 'people and culture.' This progression is not merely a change in terminology, but a reflection of a fundamental shift in how organizations value and integrate human potential.
02
The earliest 'personnel department' was primarily administrative, tasked with managing records and smoothing interpersonal issues, often seen as a necessary but powerless function at the bottom of the hierarchy. Its purpose was to prevent disruption and maintain the status quo, rather than to drive strategic value.
03
The emergence of 'Human Resources' marked a significant upgrade, driven by both foreign influence and domestic development, repositioning the function as a strategic partner focused on organizational capability and bringing order. This phase gave HR greater influence and a higher place in the hierarchy, signaling a move beyond mere administration.
04
The current 'people and culture' phase responds directly to the 'VUCA world' — volatility, uncertainty, complexity, and ambiguity — by making the department responsible for the organization's very meaning and purpose. It acknowledges that strategy involves everyone, and that true change is a deeply personal process, not just a new procedure.
05
As Jadranka Delač Hrupej explains, 'Change doesn't happen when you write a new procedure, but when I, who must work by that new procedure, change myself.' The real work of organizational transformation lies in enabling individual shifts, recognizing that personal adaptation is the only path to genuine company-wide evolution.
06
In the 'people and culture' model, the department cultivates an environment where every individual understands and takes responsibility for organizational success. The guest highlights this by stating, 'if I, as a superior, don't allow you to be responsible for the organization's success, I am actually irresponsible myself.' This perspective flips the traditional power dynamic, empowering employees to drive outcomes.
07
Kreativa defines its core work as 'the development of systems or subsystems,' whether that system is an individual, a team, or an entire company. This broad definition ensures they address growth at every level, from nurturing individual potential to shaping overarching organizational culture.
08
Kreativa was among the first to offer mentorship workshops, teaching internal experts how to guide others. This formalizes knowledge transfer within companies, recognizing that structured mentorship is a crucial mechanism for building internal capabilities and ensuring expertise is shared effectively.
09
For small and medium-sized businesses, Kreativa acts as a 'midwife,' helping them 'define who they are, what they are, and where they are headed.' This process helps companies discover their authentic identity and strategic direction, much like an individual needs to understand themselves to chart a meaningful path.
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