Get to know Dragos Burca, Head of People & Culture

As Dragos Burca accompanies us on our journey towards progress and change, he has taken a moment to share his passion for human interactions, and his approach to leading, which combines compassion and logic. Join us to discover more about one of the leaders of our organization through a series of questions and answers which showcase his incredible work ethic and personality.

Who is Dragos Burca?

Someone who’s been following his dreams in pursuit of happiness. Someone who always tries to do what’s right and not what’s easy. Someone who values the truth above everything else and believes love, respect and care for others come with straight talk, even if it’s difficult. Someone who tries to always be kind. Someone who makes mistakes and is not afraid to admit them, apologize, learn from them and move on. A husband, father, son, brother and friend. Someone who loves long hikes in nature with his small family and when in need of a little “me” time, works hard to improve his abysmal golf swing!

What are your responsibilities at Aspen Global Incorporated?

I’m the Head of People & Culture. We chose to call it that and not Human Resources as both words are testimony of the organizational focus in Aspen Global Incorporated. My team and I are in charge of three pillars: classic HR operational tasks (policies, compensation & benefits, records management, health & safety, external communication, etc...), capability & enablement (learning, development & engagement programs, performance management, rewards & recognition, talent acquisition etc…) and what I see as our biggest role, which is to be true strategic partners to the business teams. Being in the forefront of go-to-market strategies creation, shaping and driving the desired organizational culture, enabling leadership to create an effective, efficient and sustainable organization design, enable succession and career planning and being ambassadors of social responsibility actions are all mandates that transform us from a classic HR function into a mature People & Culture organization that enables the company’s long-term goals.

As an HR professional, what are your aspirations?

Every day that I come to work I’m in awe of the enormous talent and potential that I see around me. It’s our duty as HR professionals to help, guide and coach the leaders and the organization to unleash their potential. Everyone is exceptionally good at something, if we are intentional at matching everyone’s strengths in a synergistic way, the force we unleash is virtually limitless. It’s my aspiration to help shape the desired culture and to coach and enable others to do the same. I also aim to see a smile on everyone’s face, whether it’s for being recognized for a job well done or for being proud of what they’ve achieved or for having heard a good joke. A happy, motivating and rewarding workplace is by far the most important thing in any company. So my ambition is to lead a People & Culture organization who makes a difference, who are champions for employees and who leave a long-lasting inspiring legacy.

What is your advice for achieving sustainable business results?

From a People & Culture perspective, I see a few things to be critical in any successful business: a clear mission & vision statement to keep the organization focused on their purpose and common understanding of the future; a few clear, easy to understand and remember go-to-market strategies; a set of specific, measurable, attainable, relevant and time-based targets; but most importantly an engaged and enabled workforce, where every single employee can easily articulate their individual contribution to the targets and the strategies execution. If employees understand the big picture, where they fit in it, what drives recognition, rewards and career progression and if they are enabled to do the work, they inevitably become the unstoppable force that will ultimately deliver the sustainable business results you’re asking about.

Your advice for companies that aspire to become a Top Employer, like Aspen Global Incorporated?

Be clear on your business and people strategy and make sure leadership walks the talk. Then effectively address employee’s basics right: work environment, learning & development programs, performance management, talent acquisition, digital capabilities and make sure all the HR operations are well taken care.. I think what separates the great from the good are the intangibles: diversity, equity, inclusion, belonging, well-being, sustainability, social responsibility; all fuelled by the biggest of all: a great culture.

What would be your advice to attract and retain new recruits?

I believe my answer to the previous question is also valid here. Develop a clear vision and the right strategies, explain it well to your employees, enable them and reward them, partner with them in their career & personal development and encourage them to have fun while doing it. In these conditions, who wouldn’t want to stay? Adopting principles with a more human touch really helps attract young recruits. The reputation of a great employer will always go a much longer way than any billboard or social media post.

Tell us more about the unique qualities from your background that you bring to your new role?

On a professional level, having spent over two decades in different disciplines in the business is truly an asset. For example, having a senior leadership role in a manufacturing site is in my personal view one of the most enriching, humbling, difficult and rewarding experiences one can have from a leadership, people management and culture driving perspective. I’ve been fortunate enough to have a diverse career and having led many large organizations exposed me over time to every situation a leader and a people manager is likely to come across. The daily human interactions, the individual and organizational struggles, the happy moments and the personal tragedies I’ve been faced with “on the ground” helped me build a set of skills you don’t find in any HR book. You have to live with them. Also, being in the business for a long time, I’ve often missed the strategic skills and business discernment in some of my HR partners. So that’s another way I try to put my previous experience to work. HR must imperatively be a true strategic partner to the business and not just a “support” function. We deserve a seat at the table but we need to earn it by building coalitions, business acumen, functional understanding and a strong HRBP team, above and beyond our operational mandates. On a personal level, both my parents were teachers and psychologists, I suppose they’ve unwillingly and unknowingly instilled me with the desire, passion and skills to work with people and for people.