Roxana Velea, Head of HR, Nhood Romania: Nhooders want to experience work as expectations are evolving across culture, communication, and leadership

The business workplace environment is evolving faster than ever, shaped by economic uncertainty, rapid technological advancement, and shifting employee expectations.

Organizations are recognizing that employee sentiment—how workers feel about their jobs, leadership, and company culture—has become a critical driver of performance, retention, and innovation. HR leaders are prioritizing agility, skills development, and employee well-being while leveraging AI-driven analytics to make data-informed decisions. Trends such as hybrid work optimization, diversity and inclusion reinforcement, continuous learning, and personalized employee experiences are defining the year, positioning HR as a strategic partner in building resilient, future-ready organizations.

HR isn’t just handling policies and payroll—it’s shaping the employee experience. AI-powered tools are helping managers spot engagement dip before they become resignations. Learning paths are personalized, hybrid work models are fine-tuned, and diversity and inclusion are being woven into everyday decision-making. The big trend? HR is moving from reactive problem-solver to proactive architect of workplace culture—building environments where people can thrive, adapt, and innovate, no matter what the future brings.

We talked recently to Roxana Velea, Head of HR, Nhood Romania about what defines the workplace in 2025, the company culture and its impact on the work sentiment along with other aspects of HR priorities and ESG initiatives.

Workplace Sentiment and Culture

How would you describe the current mood or sentiment within your workforce?

The energy here at Nhood is truly positive. The overall sentiment is one of engagement and openness. Our people are connected to the company’s mission and eager to actively contribute creating lively, sustainable neighborhoods. Our culture—built on trust, autonomy, and #collectiveIntelligence—supports a positive environment where employees feel heard, valued, and encouraged to grow. Work-life balance is a priority, and resilience and adaptability are key traits of our team.

What are you doing differently in 2025 to maintain or improve employee engagement and morale?

This year, we are focusing on personalizing the employee experience through continuous dialogue, constructive feedback, and active involvement in shaping our organizational culture. We want every colleague to feel they play a vital role in shaping our future as a real estate services provider. We are reinventing how we communicate, learn, and collaborate—while staying true to our core values: #People, #Planet, #Profit. Through development programs, ESG (Environmental, Social, and Governance)  initiatives, and a culture of continuous learning, we are building an environment where employees feel motivated and connected to the purpose of their work.                                                                                                                                

Are you seeing changes in how employees want to experience work — whether in culture, communication, or leadership style?

Definitely, we are seeing clear shifts in how Nhooders want to experience work as expectations are evolving across culture, communication, and leadership.

Our colleagues want a workplace that fosters collaboration and mutual respect and look for purpose-driven work, development opportunities, and a sense of belonging. They are looking to grow not only professionally but also personally, with opportunities to learn, connect, and feel fulfilled. 

There is a growing preference for transparent, two-way communication. They expect more frequent feedback and open dialogue, often favoring digital channels for quick updates. 

Our team prefers leaders who are approachable, inclusive, and focused on growth, leaders who listen, adapt, and foster a sense of trust and accountability.

As we continue to welcome new generations into the Nhood family, we know we will need to keep adapting. This means embracing hybrid work, using advanced digital tools to stay connected, and nurturing a culture that values innovation and inclusivity, so we can all continue to build and transform spaces together.

HR priorities after midyear

Looking at 2025, after the first half year, what do you see as the most pressing HR priorities for your organization?

Our main priorities for the rest of the year are all about creating stability, fostering growth, and making sure we stay adaptable. We are focused on ensuring that our Nhood team remains engaged and supported in a competitive real estate market, while also preparing for future challenges.

Key areas include:

Talent attraction and retention – securing the right skills for a fast-evolving industry and keeping employees motivated to stay. The most recent replacement exercises have highlighted a market with few specialists that could be a match for the way the jobs are structured in our company.

Employee development is a focus while managing budget constraints. Our approach is to find cost-effective ways to build skills and support career growth, making the most of internal expertise and peer learning. Technology is also in focus, trying to leverage digital tools while also building scenarios aligning training with future business needs, and ensuring that our workforce and systems are prepared to adapt as the industry evolves.

Have you noticed any shifts in employee expectations or behaviors that are reshaping your HR agenda in 2025?

Yes, we are seeing some clear shifts. Nhooders are seeking more clarity, connection to the company’s mission, and flexibility in how they work. ESG is becoming a key reference point in our culture, and people want to understand how they contribute to sustainability goals. There is also a growing need for professional development, personal balance, and access to digital tools that support collaboration and performance. Nhood’s HR team is responding with tailored programs, open communication, and a culture focused on #positiveImpact.

What changes in the workforce or business environment do you anticipate in the next 12–18 months

In the next 12–18 months, we anticipate deeper integration within the Nhood Group, opening opportunities for international mobility and cross-border collaboration. Our Romanian team’s expertise is recognized, positioning us as a strategic talent hub. As we continue our consolidation as a leading real estate services company, we expect growing demand for specialized skills in new domains. Employees will seek more flexibility, career clarity, and alignment with ESG values. At the same time, market pressures—cost efficiency, sustainability, and evolving client needs—will require agility and innovation. We are preparing our workforce to adapt, thrive, and lead in this evolving landscape, while staying true to our culture of collaboration, autonomy, and positive impact.

What will define a successful HR function at your company by the end of this year?

Success for HR at Nhood Romania means aligning people strategy with business goals in a way that supports engagement, development, and talent retention. We will measure success by our ability to build agile, motivated teams that are connected to the company’s mission. In a challenging economic environment, maintaining morale, motivation, and a sense of belonging will be essential. HR is a strategic partner in delivering real estate services with triple positive impact.

ESG and HR’s Role

How involved is HR in shaping or supporting your organization’s ESG goals?

At Nhood, our HR team plays a crucial role in bringing our ESG mission to life. We are not just supporting, we are actively embedding these principles into everything we do. We align our HR programs, communication, and development initiatives to help every Nhooder understand and actively contribute to our sustainability and responsibility objectives. It’s about reinforcing a culture of accountability and a long-term, positive impact.

We are promoting, encouraging and following the completion of ESG training.

We are trying to live by what we preach embedding ethical standards, transparent policies, and compliance practices into HR processes, ensuring that organizational behavior reflects core values.

We are also promoting awareness of sustainable practices in daily work, encouraging energy-efficient behaviors, and supporting green initiatives across the organization.

What specific ESG-related initiatives your team is leading or contributing to this year?

This year, our team is deeply involved in helping every single Nhooder understand, embrace, and actively contribute to the company’s ESG objectives, embedding sustainability and responsibility into our culture and daily operations.

The HR team actively contributes to ESG initiatives by:

• Promoting and monitoring participation in ESG training programs;
• Supporting the launch of the Global ESG Strategy and European Sustainable Development Week;
• Encouraging energy efficiency, waste reduction, and sustainable practices in daily operations;
• Supporting volunteer programs that reflect our commitment to social impact.