HR systems bring additional value to the company.

Recently, there has been a lot of talk about the real impact of HR on business. It is a very comprehensive and important issue, often interpreted through modern headlines, sensational ideas, and innovations, but it certainly begins with a vision and the selection of the right people for the right positions at the right time. However, today we are talking about the development of people who are already in the company and who are faced with the changes imposed by the market as mandatory, those who are participants in technical and technological progress as well as advancements in the development of artificial intelligence. So, we are talking about people with a soul, not resources. To manage employees effectively, we need to get to know them, take care of them, and develop them, strive to provide the best possible working conditions, recognize their performance, and promote a sense of equal opportunities for everyone, while resources can be used by following the user manual and with regular maintenance.

Every manufacturing company pays the most attention to its production employees, as they are the ones who drive the “core” business, i.e., the production of goods, and they often make up the largest organizational unit. Due to the complexity of production facilities and automation, there are a wide range of positions that employees need to master. This is the ideal scenario, where employees can be assigned to the most needed positions during shift operations based on required production capacity and the availability of production resources.

Let’s focus on employee qualifications (skills), which is one of the first important aspects that must be regulated, addressed procedurally, and implemented. We define qualifications as the ability of an employee to perform the expected tasks correctly at a given position. For an employee to work in multiple roles, they must obtain the necessary qualification for each position by passing a combined test for acquiring technical skills (both theoretical and practical parts). The form sounds good, but it's not enough to get to the essence. To purposefully establish a system for acquiring technical skills, much more is needed than templates, texts, and procedures. It is necessary to get to know the job position, update job descriptions, create a vision of organizational efficiency, adjust the organizational design, and then, together with the production managers, determine the exact skills required for an employee to work at a specific position. The goal is to create a two-dimensional matrix of technical skills to facilitate the monitoring of employee expertise and, of course, to support their development. A third dimension of the matrix, which is not shown in the table, could be the assignment of employees to shifts.

 

Employees acquire technical skills from internal trainers, who are the most skilled in their field and pass on their knowledge to younger colleagues or those who are on a career development path.

To facilitate employee rotation (assigning work to different positions) in production facilities, it is necessary to carefully create detailed job descriptions that include work in various roles within the plant, along with the acquisition of the required qualifications. This significantly reduces the operational workload for HR administrative colleagues and decreases the risk of injuries, as all employees undergo comprehensive training in safe and healthy work practices.

The system can function with well-balanced organizational efficiency aligned with market demands and sales plans, and the benefits are numerous, including:

  1. Reduction in the cost per unit of product (lower fixed employee costs).
  2. Increased employee satisfaction, as those with more qualifications receive higher earnings.
  3. Increased employer satisfaction due to greater potential for revenue generation from lower product prices and/or reduced fixed employee costs.
  4. Lower absenteeism rates due to illness compared to other types of absences.

The introduction of systems that bring real improvements is often met with numerous questions from those who are hesitant (60%) or resistant to change (20%). For this reason, performance management systems are added to the existing framework, creating a productive work environment, with material incentives based on key performance indicators of each employee or team, non-material motivation, recognition and promotion of employees' work, and providing feedback—all aimed at the continuous improvement of employee work and performance. This transparent approach fosters a mild competitive atmosphere, which is certainly a desirable aspect for those who wish to prove themselves. We love to compete.

The cycle continues with the annual evaluation of employees, where managers have the opportunity to assess their employees based on various competencies and to evaluate each individual's potential for further development. To identify employees who are candidates for a guided career path, we can use the "9-box" or "16-box" matrix (talent management tools) based on the assessed potential of employees. Career management for talents is carried out systematically, including specific internal technical skill training and, depending on the position level, soft skills training.

What about employees who are not able to acquire additional skills? We need to get to know the employee, understand their strengths and weaknesses, and based on that, provide them with a position where they will feel useful and bring added value to the team.

In addition to employee development, there are other HR systems that bring additional value to the company, such as strategic resource planning, succession planning, hiring the right candidates and finding a sufficient number of candidates, retaining good workers and ensuring their satisfaction, legal work security and compliance with the law, salary management systems, etc., which we will discuss in more detail another time.
Original article in Business Intelligence Review.

DÉCOR STUDIO BEKAMENT ROMA IS OPENED!

NEW ERA OF INTERIOR AND EXTERIOR DESIGN HAS BEGUN

An exclusive decorative techniques and wallpaper store, DÉCOR STUDIO BEKAMENT ROMA, was opened on Thursday, March 14, in a beautiful ambient space at Jasenicka 7 in Belgrade, officially marking the beginning of a new era of interior and exterior design!

DÉCOR STUDIO BEKAMENT ROMA is more than a showroom: it is the epicenter of inexhaustible inspiration and education for everyone who appreciates modern, impressive interior and exterior solutions, but also a meeting place for everyone who strives for the highest standards in architecture, design and quality of materials.

The space is dominated by large exhibitors and wall surfaces being gallery exhibits themselves. The most diverse variations of decorative techniques and wallpaper are applied thereto in a way to show boundless creativity. A variety of top quality materials, along with myriads of textures, shades and patterns, are available to anyone eager to authentically make the space a unique reflection of elegance and sophisticated style.

DÉCOR STUDIO is the result of a very successful partnership between two reputable companies: Bekament, one of the most technologically advanced companies for the production of materials for finishing works in construction, which has been successfully operating on the markets of Serbia and the EU for more than 3 decades, as well as ROMA Company, a renowned distributor of materials and of tools for finishing works in construction on the markets of Serbia and Montenegro.

“Décor Studio is, in a way, a pioneer of our vision to offer a completely new, different experience of decorating wall surfaces, where art can really serve as a starting point for designing the most modern interiors and exteriors. I believe that DECOR STUDIO will become imperative for all those who appreciate top quality, variety of decorative materials and modern architectural solutions that will raise the functionality and comfort of the living space to a higher level”, said Dejan Colovic, the owner and CEO of Bekament. , said Dejan Colovic, the owner and CEO of Bekament.

“By working together, we have created a synergy between contemporary design and quality materials, and ROMA Company is proud to have the opportunity to improve the offer and complete experience one will have the opportunity to experience within the Décor studio, with its range of exclusive wallpapers from the most prestigious Italian fashion brands.” added the director of ROMA Company, Nemanja Romandic.

The ceremonial opening of DÉCOR STUDIO BEKAMET ROMA was accompanied by an appropriate entertainment event with an artistic performance by Dan Marian, an artist specialized in decorative wall techniques, who performed DÉCOR IN MOMENTUM on the spot, enlivening surfaces and creating true small masterpieces from decorative techniques and wallpaper.

For the rest of the evening, guests had the opportunity to enjoy the sophisticated atmosphere of an exclusive fine-dining restaurant, Legat 1903, with the evening completed by the performance of the top jazz singer Lena Kovacevic, with the opportunity for guests to taste the refined wines of the same name winery, Legat 1903.

New Year's interview: Innovations and strategic planning define leaders

 

DEJAN ČOLOVIĆ Owner and General Director of Bekament

 

1. How would you describe the business year 2023 for Bekament? What were the key events, challenges, and successes during the past period? When I reflect on the business results achieved in 2023, I can happily say that they best reflect the synergy of investments and organization that support the continued accelerated growth of Bekament. Although 2023 was quite challenging due to global economic and political instability, changes in regulations, and competition, Bekament has demonstrated what it means to be a leader. Our dedication, as well as our ability to adapt to every moment and act strategically, represents our greatest value, enabling us to remain competitive, preserve our market position, and achieve growth. Some of the key indicators of business success during the past period were our strategic focus on innovation and the improvement of Bekament's product range, which resulted in obtaining prestigious quality certifications. Additionally, we launched a unique loyalty program in Serbia and the region, which was one of our larger corporate projects, where the trust and satisfaction of our business partners and contractors were further rewarded. I can confidently say that the mechanism of this program in the Serbian market is something completely innovative and different, which users recognized, leading to the success of the new loyalty program in its first year exceeding all our expectations. Moreover, the opening of new EU markets has allowed us to increase our global presence and achieve greater profits. This expansion is a result of the highest standards of quality, the relevance of Bekament products, and the trust we have built with all our stakeholders. One of the important focuses of the company since its inception has been continuous investment in employees and their development. The company currently employs over 500 staff members who form a team of top professionals—each in their area of expertise. This year, we placed a significant emphasis on strengthening the organizational structure of the company. We successfully reorganized within teams, enabled the advancement of certain personnel, and empowered top management, under whose leadership we improved many work processes and achieved positive results that will, I am sure, be even better in 2024! On a path to success spanning more than three decades, I can proudly say that Bekament has become synonymous with professionalism, top quality, and reliability. We must leverage and maintain this corporate advantage—always staying one step ahead of everyone else.

2. How did you direct investments in the past year? Are there specific projects or areas that were the focus of investment, and how do you expect them to contribute to the long-term development of the company? One of the fundamental principles of Bekament's business is data-driven investment management, informed by in-depth analyses and knowledge of each market, implemented through a long-term strategic plan aimed at further growth and development. I always see investments as a key factor for maintaining a competitive advantage. Our commitment to this segment of the business is reflected in our continuous investment in research and development of new product categories, as well as further modernization of production facilities to enhance processes and expand production capacities. In the past year, Bekament has continued to direct investments toward several key areas and projects that we consider priorities for the long-term development of the company; however, everything is still in the realm of business confidentiality, so I would not want to prematurely reveal anything at this time. There will be opportunities to discuss this topic further. 3. How does Bekament position itself in the domestic market in relation to the competition? How does the company approach internationalization, and what are its goals regarding global presence? Bekament has been positioned as one of the leaders in the production of finishing materials in the construction industry on the domestic market for many years. The competition in this industry is quite strong, but we have managed to distinguish ourselves through a clear vision, strong ambition, and years of dedicated work, so that today we are recognized as a credible, reliable, and professional company with five quarries, eight production facilities, and a wide range of over 250 products. Regarding internationalization, Bekament has a clear goal of becoming a recognized and respected brand at the global level. Our strategy includes expanding our presence in foreign markets by establishing partnerships with distributors and opening new sales channels. We are also continuously working on certifying our products according to the specific requirements of the EU market to ensure adequate service and the placement of a wide range of Bekament products. We believe that all the challenges we encounter, whether in the domestic or foreign market, represent potential opportunities for further growth and success. Our strategy is to enter new markets with even greater boldness and to aim for a leadership position in the Southeast European region in the future. 4. What are Bekament's expectations for the upcoming business year? We enter each new year with more ambitious plans to continue the growth trend of Bekament. It is evident that in 2024, even greater challenges await us, which carry certain risks conditioned by macroeconomic, political, and market developments. Continuous monitoring of external factors, timely strategic decisions, and retaining quality personnel are prerequisites for achieving moderate, healthy growth in the coming year. Bekament will continue to invest in its product portfolio, new facilities, and human resources, aiming to create a new perspective for successful business management that will lead to achieving planned double-digit financial growth.

Licensing of companies and craftsmen in 2023.

We are proud of the fact that during 2023, we licensed 30 teams for construction work and 169 contractors from the production categories Bekatherm, Interior, Hydro, and Decor. Bekament The power is in our hands

New Year's interview with the owner and CEO of Bekament for Ton magazine.

This year has been quite challenging for both the entire construction sector and Bekament, requiring a strategic approach to business, along with the necessary agility to maintain market position and achieve growth. Looking at the sales results in 2023, I can essentially say I am satisfied because we managed to stay at the same level as last year, both financially and in terms of volume. The biggest impact came from EPS, due to the drop in market price caused by the raw material's lower cost, which, despite its volume growth, led to a slight financial decline that extended across the entire portfolio, resulting in turnover at last year's level. However, if we exclude this product from the analysis and look at the annual revenue in highly profitable categories, I can say that we recorded both financial and volume growth, successfully closing out this year. For the next year, we have set ambitious goals that we plan to achieve, which will in turn deliver promising results. Bekament's strategic direction is to step even more boldly into the EU markets and, in the near future, take a leadership position in Southeast Europe. We have projected double-digit turnover growth, which will be supported by the development of new product categories, the opening of new markets, and a shift toward new sales channels. Of course, these innovations are still a business secret, and we will be able to provide more details on these topics in the coming period. I would also like to add that the Bekament Loyalty program, launched in 2023, will continue to be one of the key tools contributing to the trust and satisfaction of our business partners and contractors in the coming year. Challenges drive changes that, if we turn them to our advantage, allow for the further growth and development of Bekament. Macroeconomic trends will undoubtedly be one of the influencing factors on overall business, but timely reactions and continuous investments in production capacities, product range, and people are prerequisites for adapting to changes and meeting the growing needs of the market, all aimed at achieving the targeted financial result. Source: Ton magazine

The 13th BELhospice charity ball, "A Streetcar Named Hope," was held.

BEKAMENT, AS ONE OF THE BRONZE SPONSORS, ATTENDED THE 13TH BELHOSPICE CHARITY BALL THEMED "A STREETCAR NAMED HOPE," HELD ON SEPTEMBER 9TH AT THE WHITE PALACE IN BELGRADE. At this year's ball, with the support of sponsors and donors from the diplomatic corps, corporate sector, as well as representatives from culture, arts, and sports, a total of 153,000 EUR was raised. The funds will enable the BELhospice team to continue providing free services aimed at improving the quality of life for adults suffering from cancer and children diagnosed with terminal illnesses. Bekament The power is in our hands