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Jelena PerišićPsychotherapy | Pričaonica
SREN

For companies

Organisational diagnostics and people development

I help companies see more clearly how people, teams, and processes function - and recognise where further development needs to be directed.

In my work I connect experience from HR, psychology, and psychotherapy. That is why I do not look at the organisation only through structure and processes, but also through how people communicate, take responsibility, make decisions, enter conflicts, and function together.

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The aim is not to psychologise business problems, but to better understand what creates and maintains them.

How can I support your organisation?

Organisational diagnostics

Through organisational diagnostics we look at how the company currently functions and connect what is happening in processes, among people, and in everyday work.

  • 01

    Organisation and processes

    Structure, roles and responsibilities, information flow, decision-making, and places where work slows down or depends too much on individuals.

  • 02

    People and competencies

    Employees’ strengths, development areas, competencies needed for different roles, and potential for further growth.

  • 03

    Organisational dynamics

    Communication, collaboration, responsibility, authority, conflicts, and patterns that affect how the team functions.

  • 04

    Business goals and results

    How the way of working, employees’ competencies, and organisational dynamics connect to the results the company wants to achieve.

What do you get?

  • a clearer picture of what works and where there is room for change
  • identified bottlenecks, unclear responsibilities, and processes that need improvement
  • an overview of employees’ strengths and development needs
  • insight into patterns of collaboration, communication, and decision-making
  • recommendations for developing people, teams, and ways of working
  • clear priorities and guidance on what makes sense to change first

Diagnostics does not end with stating the problem - the aim is for you to get a clear picture of what to do next.

Organisational diagnostics can be a good first step when…

  • Roles and responsibilities are no longer clear enough.
  • The same problems keep returning despite attempts to solve them.
  • You are not sure whether to change processes or develop people.
  • Individuals take on too much, while others wait for decisions.
  • You see employees’ potential, but it is not clear where it matters most to invest in their development.
  • The company is growing, but the existing way of working no longer keeps up with its needs.

Before we introduce a new solution, it is useful to understand what is really happening in the organisation.

Employee and team development

Development programmes and education are created according to the concrete needs of the organisation, team, and employees - not as universal solutions.

Themes we can work on

  • Assertive communication and conflict
  • Giving and receiving feedback
  • Team communication styles
  • Emotional regulation at work
  • Motivation and engagement
  • Delegation and developing autonomy
  • A coaching style of leadership
  • Team leadership skills
  • Active listening
  • Cross-functional collaboration

Education can be delivered as individual workshops or connected into a development programme with ongoing follow-up and support in applying what was learned.

Individual development

Some development themes need more space than group education can provide. Individual work makes it possible to connect development with the employee’s concrete role, situations, and goals.

  • Individual coaching

    Work with employees and managers on concrete professional challenges - communication, delegation, leading people, decision-making, feedback, and growing in the role.

  • Manager development

    Support for people who lead teams in developing their own leadership style, setting boundaries, delegating, giving feedback, and building employees’ autonomy.

  • Career guidance

    Individual work with employees who want a clearer view of their professional direction, existing strengths, development needs, and next career steps.

    It can include: analysis of competencies, professional interests, development priorities, and possible directions for further growth.

What does collaboration look like?

  1. 01

    We talk

    We get to know the company’s current situation, goals, and challenges.

  2. 02

    We take stock

    When a broader understanding of the situation is needed, we begin with organisational diagnostics.

  3. 03

    We define next steps

    Based on the findings, we choose what is the priority - employee development, work with teams, individual development, or changes in the way of working.

Not every organisation needs the same solution - that is why the scope of collaboration is defined according to the concrete need.

JP

HR experience with a psychological perspective

I built more than six years of professional experience in human resources, working with employees, teams, and managers on people development, HR processes, education, and support for management.

Alongside my HR career I continued education in gestalt psychotherapy.

Today I connect these experiences in work with organisations - I understand the business context through experience from HR, and I use psychological and psychotherapeutic education as an additional perspective for understanding people, relationships, and team dynamics.

Would you like to look at what is currently happening in your organisation?

You do not need to know in advance which service you need. In an introductory conversation we can look at the situation and assess which first step would make the most sense.

Book an introductory conversation