Being empathetic towards viewers requires empathy within the company, says Matej Šemšej, HR Director at TV Nova.

Is Nova an attractive employer?

Absolutely. Since the acquisition by PPF Group, we have undergone an intense transformation, which accelerated with Daniel Grunt’s appointment as CEO. The company is developing dynamically and has much to offer not only to candidates for traditional television roles. As I tell every newcomer: Nova has options for everyone.

How are you building your employer brand, and what image should Nova have?

We are currently working on our employer branding strategy. Before starting, we conducted a survey to see how people perceive us as an employer. It revealed a gap between our perception and theirs. So, we started building the strategy around how we want Nova to be seen: as a friendly company with a supportive atmosphere, rooted in open communication and dialogue with employees and viewers alike. This aligns with our overall corporate strategy.

30 years together

What activities aim to change the perception?

This year, we received the international Top Employer certification, which serves as a detailed audit of our internal policies, programmes, and processes. The real start will be a campaign to be launched next year, followed by a series of other activities. We aim to rebrand our career pages, conduct regular surveys among potential candidates to gauge Nova’s attractiveness as an employer and engage with our viewers. However, it’s not just about outward communication, it must align with reality. We don’t want to fall short of the expectations set by both parties at the start of the relationship.

Daniel Grunt has recently emphasised that in times of rapid technological development, it is necessary to go against the tide and invest in top-quality people who create content that differentiates the company. Do you share this view?

This aligns with our strategy of being the most attractive employer with the best team. We often discuss how to attract the best talent. There are two key groups to be attracted: those already in the industry, for whom Nova is a recognised name. Their interest grows with the quantity and quality of our content. We see untapped potential in the positions that people may not widely know we are hiring for. Dan talked about going against the tide but of course, we are developing internal AI competencies. It is uncommon for traditional TV, but today’s times bring such challenges.

Most people associate TV jobs with roles directly tied to broadcasting.

Viewers only see the end product of the entire ecosystem, such as a series on Voyo or the evening news (Televizní noviny). As part of our culture, we emphasise that everyone contributes to a common goal. We have a detailed strategy and frequently remind our people that we are one team and every position matters.

What’s the current state of the job market?

A few years ago, the main challenges were in IT and tech roles, but we have seen some “progress” and now it’s hard to fill almost every position. Companies need to offer more, such as quick recruitment processes. You must be fast and have KPIs in place to contact candidates within two days of application and complete the process in weeks, not months. Candidates need to be impressed and feel they are entering a friendly corporate culture that provides sufficient flexibility, which is now a standard expectation.

And once you have attracted talent?

What matters is what you offer as an employer. People stay for the team, the culture, and meaningful work, not just for benefits. We recognise that linear TV is declining, but Nova, with its comprehensive production capabilities, offers a promising future with a vision.

We are talking on World Television Day. Is this an opportunity to popularise careers in TV?

Absolutely. Many people associate TV work with roles like actors, reporters, editors, cameramen, or makeup artists, but the core of TV is different. The scope of professions is much broader. World Television Day is a chance to showcase behind-the-scenes roles and reveal that we do much more than what is seen on the screen. People will learn that TV is full of ordinary people.

Is there a misconception about that?

Research shows that potential candidates believe Nova is competitive and lacks collaboration. This is why our employer branding strategy emphasises our excellent workplace environment, where colleagues support each other rather than backstabbing each other.

You mentioned a transformation in corporate culture. What does this entail?

The transformation began with Daniel Grunt’s arrival and the creation of a new corporate strategy. For the first time in years, Nova has clear goals, values, and a vision. Many aspects focus on understanding and approaching our viewers. We want to empathise with them, seeking a deep understanding of their needs and life story. And you can only achieve that as a company if you are also internally empathetic and interested in what’s going on in the next office or the floor above. That’s why we are fostering a culture of trust, communication, and collaboration based on values. We have defined four: creativity, passion, respect, and innovation. They are so natural for human existence that we can easily identify with them, but at the same time, they are unique to us. We say that we are creative, that we do what we do with passion, but also with respect for ourselves and our colleagues, and that we are innovative. Transforming a company culture is an abstract concept, but when it is tied to specific actions, a vision, a goal, and daily interpersonal interaction, it is much more tangible to people.

How has this been received by employees?

When developing our corporate strategy of empathy, we partly used employee feedback. With the help of an external partner, we conducted a several-month-long round of internal workshops that involved about two-thirds of the company. Though it was challenging, this process was vital for addressing realities. While the work was going on in the background, we were posting regular news and now in the autumn, we have come up with a more detailed report of what has been done and what is going to happen. It is important to keep showing people how important feedback is and that what you are doing is based on their input, which hasn’t gone to waste. If you involve employees from the start, keep them informed and they see that something is happening, they are more likely to accept the changes.

Last year’s second place of the Nova team in the charity Adraběh

You rely heavily on surveys. How critical is data in HR?

Data is very critical. Most of our decisions are data-based. Internally, we conduct a monthly feedback survey that doesn’t take longer than a minute. It includes a few questions. It’s sort of a hygiene check to find out how the organisation is doing, monitor trends and identify problems. In addition, we use other surveys and tools, as a culture based on open communication and feedback is one of our guiding principles

Does monthly feedback help sustain high motivation?

It works for us. In the companies where I worked before, we did the survey once a year. Then we created slides, communicated them for two months, and defined action steps, and by the time summer came, the measures were often no longer relevant. Even though employees may not like it at first, it’s good to collect feedback all the time because you can immediately translate it into action steps and communicate it all the time. Because communication is the biggest challenge. In my opinion, there’s never enough of it – even though some people will always think otherwise. It’s just about finding and changing different channels of communication.

We started by talking about Nova’s attractiveness. How attractive is Nova to younger talent?

Recruiting talent from students or graduates is one way to address the market situation. But everyone is doing it today and you need to differentiate yourself here too. One of our flagship programmes is the two-year CME Content Academy, which aims to nurture talent in television production. A shorter-term activity is the Nova News Academy, which targets final-year journalism students and offers internships. It is a week-long programme where they go through everything they could possibly be responsible for as presenters or reporters. Successful applicants are given a green card and can start a probationary period after graduation, perhaps leading to employment. We also organise high school internships – this year, dozens of students were here for a week or two. It’s an administrative burden, but we’re building our reputation and sending information about Nova to places you might not expect.

CME Content Academy

How many academy graduates end up working at Nova?

In the Nova News Academy, four out of eleven participants received green cards. The first graduates of the CME Content Academy will finish in December. There are thirteen students in the class, and I think we will be able to place more than half of them either on Nova or on Markíza.

How do you retain academy graduates and other talents in the media industry?

You need to ensure they feel comfortable and their work is meaningful. Media has a unique advantage over other firms, typically IT corporations. It clearly shows people their value added. That is fascinating. We are producing or contributing to the production of something that a million people will put on and say it’s cool. Or that it has impacted their lives. Of course, you also have to ensure that their basic needs are met and constantly monitor whether your wages are competitive.

What are the current HR trends?

I can see five key trends: working with data, digitalisation, flexibility, motivation, recruitment (including finding talent), and diversity (which does not have to include just gender diversity). The upcoming EU regulation will require companies to report data on unequal pay. This can become very challenging for companies.

Source: mam.cz