![\"_RV_20220921_Carvago_0075\"\/](\"https:\/\/www.sloneek.com\/wp-content\/uploads\/2023\/06\/_RV_20220921_Carvago_0075.jpg\")
<\/figure>\n\n\n\nIf you have high expectations of your colleagues, they have high expectations of you <\/strong><\/h2>\n\n\n\nThe five-member team led by \u0160pulka has a lot to be proud of. For the past three years, the company has been successful not only in car sales, but also in finding
\nnew talented colleagues to develop the platform. The company, which is half made up of IT experts and half of experts in logistics, marketing and car sales, has relied on the so-called inverted pyramid of seniority from the very beginning. There are more experienced senior employees in its ranks than junior employees. It is more expensive, but on the other hand it is also the fastest way to become a leader.<\/p>\n\n\n\n
After all, such a team is demanding not only in terms of finance but also in terms of the requirements placed on colleagues, and so the HR team at Carvago is not
\nunderestimated. \u201cThe steep growth we planned is matched by the fact that HR is part<\/em> of the board at Carvago and we even have a management share programme, so HR<\/em> management is also a minority owner of the company. We are no Cinderella, as is<\/em>
\nusual in other companies, but our position in the company corresponds to our tasks,\u201d <\/em>confirmed \u0160pulka.<\/p>\n\n\n\nHis team at Carvago certainly doesn\u2019t suffer from a lack of work: while 20 people were involved in the new EAG project when the company was founded, today, three
\nyears later, there are 500. Given the planned entry into other markets in Western Europe, it is clear that recruitment<\/a> will not stop at this company.<\/p>\n\n\n\n\n\u201cFast-growing companies can often get burned in internal processes. When you\u2019re<\/span> busy, it\u2019s easy to neglect the day-to-day administration, losing perspective and<\/span> control over how you\u2019re developing. For many of the companies that come to us, we<\/span> see that they are at a tipping point. Fortunately, this was not Carvago\u2019s approach,\u201d<\/span> <\/em>said Milan Rataj, HR strategist and co-founder of the Sloneek HR system, pointing<\/span> out a traditional deficiency in start-ups.<\/span><\/h6>\n<\/blockquote>\n\n\n\n![\"_RV_20220921_Carvago_0135\"](\"https:\/\/www.sloneek.com\/wp-content\/uploads\/2023\/06\/_RV_20220921_Carvago_0135.jpg\")
<\/figure><\/strong><\/h2>\n\n\n\nIt's worth it, if it puts HR in a higher gear<\/strong><\/h2>\n\n\n\nCarvago also admits that their processes have not always been 100%. But they approached them as ambitiously as they approached their product and growth. \u201cWe<\/em> had a number of bad habits. At times we were unable to submit reports, at times we<\/em> couldn\u2019t even see what was under our hands, let alone keep up as a team with the<\/em> mental hygiene associated with closing a particular round of processes. And this is<\/em>
\nwhat Sloneek helped us solve,\u201d<\/em> admitted \u0160pulka without hesitation, adding in the same breath that today his team can easily see an overview of their work, can measure it and can easily find out where they are not doing well.<\/p>\n\n\n\nCarvago\u2019s processes did not have to change significantly with the transition to modern HR. They just needed to get faster, clearer and, above all, keep up with the fast-growing business. A bit like when you become a better driver and dare to shift up a gear. But at the same time, you learn to read the road better. The transition to the Sloneek system was not a revolution, rather a natural evolution for a company that has automation in its blood, and even its implementation is now remembered positively. While elsewhere change is sometimes met with resistance or uncertainty, at Carvago they knew exactly what they wanted from the system. The HR team easily attuned to the transition and were able to get other colleagues to buy in to it. Today, they can easily keep their documents in order or manage absences<\/a>, and with the planned expansion, Sloneek could save them three full-time jobs in a year.<\/p>\n\n\n\n\nToday, the Sloneek system is used for simple reports on the work of the HR team,<\/span> management of agreements with employees, archiving HR documents and, for<\/span>example, absences. It also supplements the intranet. Although it can be said that the features the company is using so far are among the most basic, any future upgrades will be a piece of cake for it and the bet on Sloneek is already paying off.<\/span><\/p>\n<\/blockquote>\n\n\n\nOther, even bigger, goals are already being worked on, including Career Frameworks using Sloneek\u2019s competency models<\/a>. The company\u2019s employees will thus receive clearly defined rules for competencies<\/a> and their weightings, which will predetermine them for individual positions and career growth. \u201cWe want our<\/em>
\ncolleagues to know where their future may lie. We want them to know what<\/em> competences they should have and to be able to test themselves on them. At the<\/em> same time, our task will be to provide an education system that will enable them to<\/em> do so. In the end, we will be able to tell candidates for a position in our team that if<\/em>
\nthey achieve such and such competencies, they can earn, for example, CZK 135 to<\/em> 180 thousand as a senior expert in their field. We are ready to appreciate our<\/em>
\ncolleagues and with this approach we hope to break the barriers that currently exist<\/em> on the Czech labour market,\u201d<\/em> added \u0160pulka of his vision for the future.<\/p>\n\n\n\n![\"_RV_20220921_Carvago_0134\"\/](\"https:\/\/www.sloneek.com\/wp-content\/uploads\/2023\/06\/_RV_20220921_Carvago_0134.jpg\")
<\/figure>\n\n\n\n\n
\nnew talented colleagues to develop the platform. The company, which is half made up of IT experts and half of experts in logistics, marketing and car sales, has relied on the so-called inverted pyramid of seniority from the very beginning. There are more experienced senior employees in its ranks than junior employees. It is more expensive, but on the other hand it is also the fastest way to become a leader.<\/p>\n\n\n\n
\nunderestimated. \u201cThe steep growth we planned is matched by the fact that HR is part<\/em> of the board at Carvago and we even have a management share programme, so HR<\/em> management is also a minority owner of the company. We are no Cinderella, as is<\/em>
\nusual in other companies, but our position in the company corresponds to our tasks,\u201d <\/em>confirmed \u0160pulka.<\/p>\n\n\n\n
His team at Carvago certainly doesn\u2019t suffer from a lack of work: while 20 people were involved in the new EAG project when the company was founded, today, three Carvago also admits that their processes have not always been 100%. But they approached them as ambitiously as they approached their product and growth. \u201cWe<\/em> had a number of bad habits. At times we were unable to submit reports, at times we<\/em> couldn\u2019t even see what was under our hands, let alone keep up as a team with the<\/em> mental hygiene associated with closing a particular round of processes. And this is<\/em> Carvago\u2019s processes did not have to change significantly with the transition to modern HR. They just needed to get faster, clearer and, above all, keep up with the fast-growing business. A bit like when you become a better driver and dare to shift up a gear. But at the same time, you learn to read the road better. The transition to the Sloneek system was not a revolution, rather a natural evolution for a company that has automation in its blood, and even its implementation is now remembered positively. While elsewhere change is sometimes met with resistance or uncertainty, at Carvago they knew exactly what they wanted from the system. The HR team easily attuned to the transition and were able to get other colleagues to buy in to it. Today, they can easily keep their documents in order or manage absences<\/a>, and with the planned expansion, Sloneek could save them three full-time jobs in a year.<\/p>\n\n\n\n Today, the Sloneek system is used for simple reports on the work of the HR team,<\/span> management of agreements with employees, archiving HR documents and, for<\/span>example, absences. It also supplements the intranet. Although it can be said that the features the company is using so far are among the most basic, any future upgrades will be a piece of cake for it and the bet on Sloneek is already paying off.<\/span><\/p>\n<\/blockquote>\n\n\n\n Other, even bigger, goals are already being worked on, including Career Frameworks using Sloneek\u2019s competency models<\/a>. The company\u2019s employees will thus receive clearly defined rules for competencies<\/a> and their weightings, which will predetermine them for individual positions and career growth. \u201cWe want our<\/em>
\nyears later, there are 500. Given the planned entry into other markets in Western Europe, it is clear that recruitment<\/a> will not stop at this company.<\/p>\n\n\n\n\n
\u201cFast-growing companies can often get burned in internal processes. When you\u2019re<\/span> busy, it\u2019s easy to neglect the day-to-day administration, losing perspective and<\/span> control over how you\u2019re developing. For many of the companies that come to us, we<\/span> see that they are at a tipping point. Fortunately, this was not Carvago\u2019s approach,\u201d<\/span> <\/em>said Milan Rataj, HR strategist and co-founder of the Sloneek HR system, pointing<\/span> out a traditional deficiency in start-ups.<\/span><\/h6>\n<\/blockquote>\n\n\n\n
<\/figure><\/strong><\/h2>\n\n\n\nIt's worth it, if it puts HR in a higher gear<\/strong><\/h2>\n\n\n\n
\nwhat Sloneek helped us solve,\u201d<\/em> admitted \u0160pulka without hesitation, adding in the same breath that today his team can easily see an overview of their work, can measure it and can easily find out where they are not doing well.<\/p>\n\n\n\n\n
\ncolleagues to know where their future may lie. We want them to know what<\/em> competences they should have and to be able to test themselves on them. At the<\/em> same time, our task will be to provide an education system that will enable them to<\/em> do so. In the end, we will be able to tell candidates for a position in our team that if<\/em>
\nthey achieve such and such competencies, they can earn, for example, CZK 135 to<\/em> 180 thousand as a senior expert in their field. We are ready to appreciate our<\/em>
\ncolleagues and with this approach we hope to break the barriers that currently exist<\/em> on the Czech labour market,\u201d<\/em> added \u0160pulka of his vision for the future.<\/p>\n\n\n\n<\/figure>\n\n\n\n\n
![\"Try](\"https:\/\/www.sloneek.com\/wp-content\/uploads\/2023\/06\/AVA-space-1.png\")
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