Prohoc builds future success in three strategic cornerstones: excellent employee experience and leadership culture, customer success through our expert services, and professional and smooth daily working.

“Our mission is inspiring with our people in the center of everything we do. When people feel good and valued, they also perform better, and when happy and skilled people win our customers’ loyalty, we all can do profitable business”, says Johanna Hämäläinen, Chief Human Resource Officer in Prohoc.

Instead of fancy wordings in strategy statements, Johanna calls for a practical and tangible approach.

“It’s important for people to understand the real meaning of why we exist, where we are going, my role in all this, and how I work to succeed.”

This might sound very simple, but many companies still fail in their strategy implementation.

“If the company’s purpose is too high fly and people don’t see the connection in their daily working, the vision and strategy is just a paper. The magic happens in people’s everyday work. We as an organization need to ensure that the employee journey and daily working are as smooth as possible and people feel cared for and appreciated”, says Johanna.

In addition, for smooth daily working, Johanna emphasizes involving people.

“We need to be clear and transparent in our future choices. We need to share the big picture and feedback on our progress and involve our people to build our inspiring story. We must ensure we motivate and develop our people to succeed in their work and trust them to make good choices and decisions while we work for our common goal”.


Work-life has changed and continues to change rapidly due to new technology, global complexity, and acute crises (such as Covid), which push us to adapt and find new ways of working.

“We all need to keep up with the speed of technology and work-life changes to ensure our future competitiveness. It means we need to be curious to learn and grow constantly.”

The concept of growth mindset was originally invented by professor and researcher Carol Dweck. It emphasizes that skills and capabilities can be improved over time. People with a strong growth mindset look for challenges, they arepersistent in trying new things, and they are not afraid to make mistakes as they see it as an opportunity to learn. In addition, they seek for feedback to learn from it, stay calm when facing difficulties, and are happy for others’ success. Growth mindset drives development and continuous improvement both on the individual and company levels.

According to Johanna, Prohoc needs to drive a growth mindset culture and ensure all employees have the capabilities to learn and explore new opportunities as individuals and as teams. This is done by learning together and allowing people to network, creating a transparent and open communication culture, supporting people to use their best strengths, and setting clear goals and development targets for people.

To support the development of growth mindset culture, Johanna points out the importance of allowing people to do experimental learning and questioning.

“We must welcome questioning and different views. Questioning is a powerful tool for learning, sharing ideas, and continuous improvement”.


We all know things don’t always go according to great plans in the flow of work, and we need to adapt ourselves to survive. Also, the simple truth is that real life is always much more complicated when looking outside the organizational chart boxes.

“A modern leader knows her people. She knows what makes them flourish and sees the effort to create an environment where people can grow. She provides the right conditions and support, so her people can use their best potential while working for their goals,” says Johanna.

“Leadership is like gardening; you plant the seed and provide the right environment for the growth by ensuring that the plant gets enough water, sunshine, soil, and nutrition. Depending on a plant, the same amount of sun and ingredients do not fit all. You need to know what the plant needs to support its growth.”

Read full article from Scope Stakeholder Magazine edition Summer 2022.