BRANIMIRA NESHOVSKA: POWER TO THE PEOPLE

Investing in people’s development and growth, nurturing their potential and guiding them toward realizing their competencies are all signs of good HR practice – one that is capable of uniting care for people with care for a company's success. Branimira Neshovska knows this well, as her professional career exemplifies these principles.

She became part of HP's HR team in 2008, and in the following years grew steadily within the company, gaining valuable experience and insight into working with people and their potential to make or break a company's market success. Today she is People Organization Manager and Business Partner for ECE, witnessing a core change in the industry – the rapid digitization of processes and decision-making. In short, Mrs Neshovska is the ideal professional in the ideal position to discuss the current state of the HR field – and the road ahead.

You have been part of the HR team of HP for over 20 years now, a period defined by huge transformation globally. What does this transformation look like in HP?

I began my career in HR more than 20 years ago, driven more by enthusiasm than experience. I was learning at every step, and I remain deeply grateful to the people who saw potential in me and gave me the opportunity to grow. I carry that forward today – it is the reason why I always choose to extend a hand and support others.

Looking back, it is clear that the role of HR has transformed in thoughtful ways. Rather than simply maintaining company culture, HR has become one of its most powerful architects. We now play an active role in shaping the very essence of the organizational environment, ensuring that it is not just preserved, but mindfully designed and continually refined to support both people and business goals.

The HR profession is becoming increasingly digital. Where do you draw the line when it comes to the human element that, in your view, should not be crossed?

Digitalization has made HR faster, smarter, and more data-driven but it should never make it less human. The goal is not to remove the human factor, but to free it up so that we can spend more time where it matters most: with people.

For me, the line is very clear: technology can inform decisions, but it must never replace empathy, judgment and human connection.

We can automate processes, use AI to generate insights, and rely on data to guide us but moments that truly matter to people should always remain human. Conversations about career growth, wellbeing, or performance cannot be reduced to algorithms. They require context, emotional intelligence and trust.

What are the main challenges you face as a professional today?

One of the biggest challenges today is navigating constant change – the pace at which business, technology, and employee expectations evolve is unprecedented. Staying relevant means continuously adapting, learning, and relearning.

Another significant challenge is leading through complexity – hybrid work models, diverse workforce expectations, increasing digitalization. In this context, HR's role is not only to provide structure, but to bring clarity, alignment, and a strong sense of purpose.

Ultimately, these challenges present both obstacles and opportunities. Our goal is to help the organization remain high-performing while never losing sight of the importance of being human. Balancing results with engagement and wellbeing is what truly defines the modern HR journey.

What goals do you set for yourself for the future?

For me, the future is less about fixed goals and more about direction. One of my ambitions is to further evolve HR into a true architect of the future of work – not just responding to change, but actively designing how work feels, how it flows and how people grow within it.

I am passionate about maintaining environments where people do not just succeed – they bloom. Where careers are not linear paths, but dynamic journeys, where leaders are not just decision-makers, but enablers of potential.

If you could go back to yourself in 2008, when you were starting your career at HP, and give yourself one piece of advice – what would it be?

If I could go back to the beginning of my career, I would tell myself: "Be a little less focused on getting everything right and a little more courageous in shaping what 'right' can be."

At the beginning of my career, like many people, I was very focused on learning, delivering, and proving myself. All important, of course, but over time I realized that true impact does not come from following the path perfectly, but from questioning it, improving it, and sometimes redefining it entirely.

I would also remind myself to trust the journey. Careers do not unfold in straight lines – they evolve through unexpected opportunities, challenges, and moments of growth. Some of the most valuable lessons come from situations that initially feel uncomfortable or uncertain.

Nowadays, I would say my younger self: "Invest in people as much as you invest in achieving results."

Because at the end of the day, what stays with you are not just the projects or outcomes but the relationships you've built, the people you've supported, and the positive impact you've had on their journey.

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