Tomislav Zorić, Croatia osiguranje
Episode · #561
RE-KREIRAJ ŽIVOT I POSAO: MAMFORCE Tomislav Zorić, Croatia osiguranje
Guest Tomislav Zorić, Croatia osiguranjeHosted by Darko BukovićMay 3, 2026
Tomislav Zorić, Croatia osiguranje
About this episode
What you'll hear in this conversation
How does a company that has existed for 140 years, with an average employee age of 41, adapt its approach to people management for the modern workforce? Tomislav Zorić, HR Director at Croatia osiguranje, describes the deliberate shifts his team has made to balance the company's deep-rooted experience with the demands for flexibility and individual recognition. This isn't just about implementing new policies; it's about fundamentally rethinking how performance is rewarded, how talent is sourced, and how leaders are trained in an environment where expectations are constantly evolving. The conversation reveals how a legacy institution adapts its people strategy not just to survive, but to thrive in a rapidly changing labor market.
Insights from the conversation
What to take from this episode
01
Croatia osiguranje intentionally shifted its workforce from 70% administrative and 30% sales roles to 37% administrative and 63% sales over eight years. This rebalancing shows that when performance is clearly rewarded, a company can organically reallocate its talent pool towards revenue-generating functions.
02
The company's performance evaluation system ensures that those who are excellent "get a significantly higher salary" than average performers. This direct link between individual output and compensation creates a clear incentive for advancement, rather than relying solely on abstract motivation.
03
Formalizing flexible work arrangements and remote options after the pandemic allowed employees to work even with minor illnesses, leading to a notable reduction in overall absenteeism. When you trust people to manage their own time and health, they often choose to contribute more consistently.
04
Allowing full remote work for IT specialists meant Croatia osiguranje could hire top talent from cities like Osijek, Split, Makarska, and Pag, rather than being limited to Zagreb. The most pressing talent gaps are often solved by expanding your geography, not by competing harder for local candidates.
05
An internal survey revealed employees wanted more interaction, prompting Croatia osiguranje to invest in new leadership training focused on "managerial competencies" and managing diverse teams. In an era of increased flexibility, the core challenge for leaders isn't just delivering results, but navigating individual needs to achieve them.
06
Croatia osiguranje, a 140-year-old company, maintains an average employee age of 41, with staff spanning from 20 to 65. This range shows that long-standing institutions thrive not by shedding experience for youth, but by integrating both.
07
Modern managers face the dilemma of needing to treat everyone equally while also respecting individual differences and driving efficiency. The guest describes this as "very difficult," highlighting that effective leadership now means acknowledging this tension, not pretending it doesn't exist.