Jasmina Puškarić
Episode · #61
PSIHOLOGIJA USPJEHA Jasmina Puškarić
Guest Jasmina PuškarićHosted by Tanja PuretaMay 3, 2026
Jasmina Puškarić
About this episode
What you'll hear in this conversation
The market for tech talent is tight, but the real challenge for companies like Lemax isn't just finding programmers. It's building a global-leading team when every role, from sales to customer service, demands specialized expertise and a willingness to adapt. Jasmina Puškarić, HR Director at Lemax, knows this firsthand. Her company, a Croatian software firm aiming to be the world's best in travel solutions, navigates the complexities of hiring for both deep technical skill and the nuanced "soft" abilities required to serve clients globally. She shares how to cultivate a workforce capable of achieving ambitious goals, even when the talent pool is scarce and traditional roles are shifting.
Insights from the conversation
What to take from this episode
01
The shortage of IT specialists in Croatia isn't limited to programmers, as Jasmina Puškarić points out; it encompasses a broader range of roles like sales, marketing, and customer service. Companies must therefore think beyond core technical recruitment and develop talent across the entire organizational spectrum.
02
With a scarcity of "ready-made" talent in the market, companies must now actively "shape individuals to meet their needs," rather than waiting to find perfectly matched candidates. The capacity to develop internal talent has become as crucial as external recruitment in a competitive landscape.
03
Lemax’s stated goal is to be "the best in the world" in its niche of travel software solutions, consistently competing among the top global players. This ambition dictates an equally high standard for talent, requiring companies to recruit and develop individuals who can perform at a global level, regardless of local market constraints.
04
Developing client-facing roles, such as project managers and consultants, requires investing in "a much wider spectrum of skills: presentation, communication, organizational, and negotiation skills." The investment required for these roles is often greater than for purely technical ones, as the necessary interpersonal competencies are rarely found fully formed.
05
Technical professionals at Lemax have shown they are willing to adopt "soft skills," especially when they see colleagues advance to higher responsibilities because of improved communication or organizational abilities. The most effective way to encourage skill development isn't mandates, but visible examples of career progression tied to those skills.
06
When Lemax first debated whether programmers should answer phones, there was initial resistance to breaking that traditional boundary. But a few individuals "broke the ice," demonstrating that stepping beyond their defined role could lead to new opportunities and broader impact within the company.
07
Faced with a lack of industry-specific experience, Lemax has successfully hired individuals from "completely different industries" and trained them for roles like project management. Cultivating talent from diverse professional backgrounds can be a strategic advantage when the market for specialized skills is tight, provided the company invests in their transition.
08
Lemax maintains "quite high criteria from the outset" in its hiring process, even for roles where the market is scarce. This upfront selectivity ensures that even if specific skills need development, the foundational qualities for a world-class team are already present.