Matina Korma, BDO: “Talents are present in Luxembourg, you just have to know how to attract them”

As an HR manager, can you tell us what your daily life looks like?

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Within BDO, the HR department is composed of 12 people. Every morning, I like to take a moment to talk to the employees and take the temperature. I always give myself half an hour for these exchanges, which can focus on both personal and professional topics.

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These moments allow me to stay informed of everyone's activities, the challenges of the day in relation to our responsibilities and future deadlines. In a few minutes, I can thus anticipate needs and adjust my priorities before continuing with my meetings and projects.

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This is why, in general, I prefer to be present in the office: it allows me to stay in contact with the teams. This half-hour morning gives me a global vision of the situation. For example, I won't be interested in every scheduled interview, but if one concerns a key position, I'll make sure I'm up to date.

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What made you want to work in HR?

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It goes back to my studies. I have a degree in international and European relations. Very quickly, I wanted to find a career path in the business world that would allow me to be in contact with people and create links between people. I then considered human resources management to be an excellent option.

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I was then accepted to the London School of Economics (which was a real dream for me), where I was able to confront the challenges of HR management alongside experts in the field. After my studies, I chose to turn to counseling, convinced that it would be a good way to gain solid experience. I stayed there for 15 years...

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Until summer 2023 when you joined BDO?

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In consulting, you are mainly required to advise, support HR managers in their transformation projects and carry out evaluations. Helping customers make strategic decisions was exciting.

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However, in this role, you are not directly involved in implementing the proposed solutions. It is rare to have the opportunity to concretely observe the results of the policies that we have supported.

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BDO offered me the opportunity to be fully involved in human resources management. Today, I can directly implement what I have advised for many years. I can also more concretely measure the successes and failures of the initiatives we take. It's very stimulating.

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The values of integrity, honesty, quality, respect and responsibility are really put into practice on a daily basis.

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How did this transition from one world to another happen?

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The BDO organization has similarities to what I have experienced before, including its partnership model. On the other hand, its corporate culture is unique. The values of integrity, honesty, quality, respect and responsibility are really put into practice on a daily basis. It's not just words.

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What is the professional project that occupies your mind the most at the moment?

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We are currently focused on improving the integration process for new employees, as part of a broader ambition to digitalize employee lifecycle management. We have already optimized the experience at several levels, especially when it comes to recruiting. However, we believe that there is still room for improvement in welcoming newcomers.

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The first day in a company is a key moment that everyone remembers. We want our new employees to feel welcomed, with fluid communication and an environment conducive to them taking up a job. The aim is for them to be immediately operational.

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The integration process involves several departments: we must ensure that newcomers have the necessary access, a functional telephone, a laptop, a workstation, business cards, etc. The idea is to coordinate all of these needs through our HR information system, in a process of maximum digitalization.

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If you had to give a candidate a good reason to consider an opportunity at BDO, what would it be?

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I would highlight the balance between work and private life, which we pay particular attention to, as well as the state of mind in which we work.

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BDO is a human-sized structure, with nearly 700 employees. We offer those who love their job an environment in which they can thrive with great freedom. Exchanges are open, ideas are valued, and there is a caring climate between colleagues.

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If you have the technical qualities required, and if your values are similar to ours, you should feel at home with us.

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How far are you ready to go to recruit a profile that you absolutely need?

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Our priority is to treat all of our employees fairly. This is why we do not engage in a logic of salary escalation that would take us away from our remuneration grid to attract a specific profile. It's not in our culture.

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Our main asset is our employees. All our decisions are guided by the desire to ensure their satisfaction and well-being. We ensure that everyone adheres to the collective dynamic of the company. We regularly recruit from outside to attract the talent that suits us, but we set clear boundaries in order to maintain our values and our internal consistency.

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On the contrary, talent is there (in Luxembourg), but you have to know how to attract them and look for them in the right places.

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There is a lot of talk about a shortage of talent and a decrease in the attractiveness of Luxembourg. When it comes to recruitment, what are the main challenges you face?

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I would not say that Luxembourg lacks talent. I don't like to hear that. On the contrary, talent is there, but you have to know how to attract them and look for them in the right places. That is what is at stake. You have to succeed in being heard with a discourse that is different from the others. As I mentioned, we need to be authentic, but also creative. That is what we are striving to do.

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In addition, it is essential to meet our needs by valuing internal skills and identifying their potential. We also need to broaden our field of research, beyond European borders, and explore innovative solutions. With this in mind, we have created a competence center in Morocco, where we are gradually developing teams by recruiting talents who do not necessarily want to settle in Luxembourg.

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What was the last major training you took? And what did that bring you?

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This is a training that I wanted to organize for all HR teams as well as for the staff delegation, on issues related to mental health at work. It is, in my opinion, an essential subject.

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Employee well-being is one of our four strategic priorities, alongside talent retention and development, diversity and inclusion, and recruitment. It is crucial to be able to identify the signs of professional fatigue and other disorders that may emerge at work, and to put in place solutions to support people in difficulty.

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My ambition is to raise this subject to the level of the entire organization by establishing a real action plan dedicated to well-being and mental health.

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What are the three essential objects/elements on your desk?

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A very HR object: a set of colored bricks from the DISC method, used to reveal our personality and our communication style. There are also some elements that evoke Greece, my country of origin. And of course a photo of my kids! It is a great classic. Moreover, I am not going to be very original on this point.

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Do you prefer an open office or a closed office?

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I am more of an open office. Before joining BDO, I spent 16 years in open spaces. I am used to it and I appreciate this dynamic. I like working in teams, being able to interact spontaneously and exchange with my colleagues.

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At BDO, I have my own office, but as soon as the opportunity arises, I go out to contact the teams, share information and discuss with them. However, the HR function often involves confidential exchanges, which requires having a closed space when the situation requires it.

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Discover in videos the interviews of the teams (including that of Matina Korma) and the job offers at BDO on AlleyesOnMe.Jobs.

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