PSIHOLOGIJA USPJEHA Mojra Dautović

Guest Mojra DautovićHosted by Tanja PuretaMay 3, 2026

Mojra Dautović

About this episode

What you'll hear in this conversation

HR is often seen as a field of rigid rules, but what if its true power lies in co-creation? Mojra Dautović, HR Manager at the creative agency Bruketa&Žinić&Grey, recently won an award for their "Biž i Bob" project, which redefined employee development. Instead of imposing a system, her team invited every employee to design the very processes meant to guide their growth. This conversation explores how a former corporate HR professional navigated a creative industry by turning traditional HR on its head. Mojra shares how this approach not only delivered a functional system but also fostered acceptance and genuine engagement. Readers will consider how involving people in designing their own frameworks can lead to more effective and relevant organizational practices, even in the most bureaucratic-seeming functions.

Insights from the conversation

What to take from this episode

Bruketa&Žinić&Grey won an award for their "Biž i Bob" project, which redesigned employee development. The core of the award-winning approach wasn't the processes themselves, but how they were built: by involving every employee in designing their own development talks, feedback, and individual plans. When you want people to own a process, let them build it.

Mojra moved from a large corporation where talent management systems were often "challenging" and "difficult to understand" for employees. A well-developed HR system can still fail at the operational level if it's designed in a vacuum. Bringing people into the design process ensures relevance and usability, particularly when stepping into a new industry with different needs.

The competency workshops started with a list of around 30 potential competencies, which employees then discussed, prioritized, and refined down to seven to ten per role. People create better frameworks when given a starting point to react to, rather than a blank slate. Providing an initial structure allows for focused discussion and consensus-building, turning a broad concept into specific, actionable criteria.

When first introducing the co-creation idea, Mojra faced questions like "What's the use of this?" and "Why are we spending time on this?" Even with a participatory approach, the "why" must be clearly articulated. Employees will engage with a new process if they understand its purpose and how it directly benefits them, rather than just being asked for input.

Mojra chose HR as a career path specifically because she saw "space for creativity" in the field. HR is not merely about adherence to rigid rules; it is inherently a creative discipline. Every day brings new problems and challenges, demanding adaptive solutions and innovative thinking tailored to specific organizational contexts.

A key outcome from the participatory design was the creation of a "feedback to management" process, specifically split to address their dual roles as creative directors and agency leads. The most impactful process improvements often come from the employees themselves, not just HR. Opening channels for suggestions and acting on them, like splitting management feedback into distinct streams, is the real innovation.

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