Chief Talent Officer
Jolanta is an HR professional delivering HR services supporting business goals achievements. She has many years of corporate experience in the field of HR function management as well as sales and marketing communication. Jolanta worked as an Human Resources director, business partner, consultant and trainer and has successfully implemented projects in the area of HR strategy, talent acquisition and management, transformation of corporate culture, performance management, employer branding and CSR. Jolanta is an experienced consultant in executive search - she delivered projects for the pharmaceutical, banking, automotive, retail and new technologies sectors.
Influence Behaviours in the "influence" category are linked with providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviours provide insight on a person's natural ability to mobilise others and the way they establish relationships.
Cooperate Behaviours in the "Cooperate" category are linked to facilitating collective work. They include mediating interactions between people, solving conflict, making use of the team's resources, and providing support for others. These behaviours provide insight on a person's natural ability to evolve within a group.
Think Behaviours in the "think" category are linked to conceiving projects. They include designing strategies, identifying project risks, evaluating tasks and activities, and contributing new ideas. These behaviours provide insight on a person's natural ability to process abstract rather than practical concepts.
Act Behaviours in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviours provide insight on a person's natural ability to understand practical rather than abstract concepts.
Feel Behaviours in the "feel" category are linked to controlling one's emotions. They include managing stress, investing one's energy, and radiating a positive vibe. These behaviours provide insight on a person's natural ability to express and channel their emotions in different contexts.
Rarely short of ideas, Jolanta Zdrzalek is quick to take the initiative. She likes instigating change at work and needs constant stimulation to keep boredom at bay. She makes sure collaborators are onboard with the suggestions she puts forward, listening to others carefully and making decisions as a group. She is capable of advancing with determination, but also of questioning her approach based on feedback. What's more, she has the capacity to strengthen ties within teams.
Jolanta Zdrzalek divides her energy equally between dynamism and stability. Some of her main drivers push her towards taking action and seeking stimulation. However, she also needs a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that she finds this balance in order to fully invest herself in her role.
Promoting a project is an activity that particularly interests Jolanta Zdrzalek. She highly enjoys working with a large number of people and communicating her ideas. It is important for her that this be part of her day-to-day.
It is important for Jolanta Zdrzalek to have a role that allows her to support those around her. Indeed, she largely prioritizes support over competition. She enjoys creating bonds and fostering cohesion among team members.
When it comes to evaluating, Jolanta Zdrzalek likes the part that consists in being autonomous in decision-making. However, she is less comfortable with the idea of challenging the opinions of others, or contributing conflicting points of view.
Jolanta Zdrzalek is a manager who's first and foremost concern is her team's wellbeing. She believes it's important to listen and take individual limitations into account. She inspires employees who need a leader who looks after the human side and isn't solely focused on results. She is motivated by working as a team and developing the collective.
Jolanta Zdrzalek expects a manager to facilitate collective work and empower each team member. She needs a manager who listens actively and is open to her ideas. She wants a leader that sets individual development plans while still promoting teamwork. She places special importance on collective intelligence.
Jolanta Zdrzalek thrives in cultures geared towards relationships and a collective spirit, where human aspects are prioritized, and everyone feels like they belong. This means environments where rules are adapted to ensure everyone's needs are accounted for, and where mutual respect is a top value. She avoids results-driven or data-driven workplaces, preferring cultures centered around collaboration and collective projects. She considers it important that this mindset be shared across the company.
Capacity to perform familiar and practiced tasks.
Tendency to move quickly from one task to the next, without lingering on obstacles.
Ability to test things and learn from mistakes.
To learn new concepts, Jolanta Zdrzalek needs concrete evidence. She develops skills gradually, by accumulating practical experience. Theoretical and abstract concepts are often foreign to her, and contribute little to her progress because she will have a hard time applying them in the context of her job. She masters new skills through practice and repetition.
Jolanta Zdrzalek's natural tendency is to learn by testing out ideas first, then potentially reassessing them as necessary based on experience. She does not need to know everything on a subject before allowing herself to experiment. Understanding the basics is enough for her, after which she needs to swing into action.
