Interview with Tatiana Kozhevnikova

by Fleming. Team

Read the interview with Tatiana Kozhevnikova, Member of the Advisory Board under the Government of Russian Federation.

1. How would you describe a talented person?

Talented person is someone who is able and willing to deliver results exceeding the normal expectations to the job. The difference between a "regular" and "talented" associate is that the latter is trying to innovate and improve a little bit every day.

2. What do you think is the most useful thing Generation X can learn from Generation Y?

"New" is not necessarily "bad". It is allowed to have fun at work!

3. On which projects are you currently working on?

I am particularly interested in developing educational system (especially the dual education system) in Russian Federation so I act as an expert on that subject for Government of RF and Agency for Strategic Initiatives.

4. What is the most useful advice you could pass on to HR professionals with regard to talent development?

Look at attitude first and at the technical skills afterwards. Skills can be developed but it is very difficult to change the attitude. It makes sense to develop people who are eager to learn, who are mobile and flexible and are interested in new challenges rather than money.

Interested in this topic?

More articles


To be, or not to be, local-plus

A successful compensation strategy involves keeping expatriates motivated while maintaining a competitive advantage by achieving a company’s corporate goals and budgets. While in theory this seems achievable, in practice there are many challenges with expatriate compensation that cause problems for companies. Many are in a battle to win external talent, and to retain internal talent. At the same time, cost pressures to reduce the expense of international assignments is increasing. The balance-sheet approach is expensive relative to the fact that a very small proportion of a company’s overall total employee workforce (e.g., perhaps 5 percent of employees in total) may be incurring 60 or 70 percent of total salary costs. Not surprisingly, for many years this was a major reason why expatriates agreed to go. There is also the tax equalization expense when assignees relocate from low tax to high tax countries.


Global mobility – a competitive advantage for international business

Despite the stop/start nature of the global economic recovery, one thing that is perennially on the agenda of CEOs and HR leaders is the war for talent. McKinsey in their latest Quarterly Review (1) suggest that ‘progress towards globalisation’s new era will be uneven for economies and companies alike’. Knowledge in the new intangible assets world will certainly mean power. In the digital global age there will inevitably be a demand for new breeds of talent – emanating from both emerged and emerging countries.


All change? Global mobility’s role towards 2020

In this White Paper Santa Fe assess the on-going debate about the role of global mobility within organisations; should they aim to be more strategic, and if so how should they go about doing so? We draw from both the RES Forum Annual Report 2015 and Santa Fe Global Mobility Survey 2014 and 2015 and in addition, other industry research and sources as well as academic research.