Mila Malairau is the Executive Director at the American Chamber of Commerce in Moldova (AmCham Moldova). Mila joined AmCham in 2007 as a Project Manager and was promoted to the Executive Director in 2008. Under her ambitious and responsible leadership, AmCham continues to grow and now encounters almost 120 member companies, engaged in 6 active Committees – a proven tool for the fulfillment of the AmCham mission and members' needs. She got extensive training and experience in the fields of policy research, improving business regulatory environment, and institutional strengthening. Mila is a member of various working groups and forums where business meets government authorities and policy makers. From 2016, Mila is leading the working group on elimination of constraints in entrepreneurial activity within the Economic Council to the Prime-minister of RM. She is also BOD member of the Association of Women Entrepreneurs in Moldova. Mila has graduated from the Academy of Economic Studies in Moldova and, later on, received her Master Degree in Law at the State University of Moldova.


Svetlana Bodaci has over 15 years of experience in Human Resources Management at Moldcell Company, part of International Telecommunication Telia Group.
Svetlana has an extensive experience in designing and implementing the successful HR strategies, building and executing the Recruitment & Selection Process, Performance Management, Talent Management and Organizational Development. She is very dedicated and committed to development and promotion of HR processes at the highest international standards for adding value to the business achievements. She is licensed in Psychology, Communication and Public Relations.

In recent years, we've grown to realize that corporate success is as much about people as it is about strategy. In our fast-changing world, organizations need talented and innovative people who are able to continually renew the strategy itself; and cultures that are comfortable with innovation and change. With this focus on the importance of people and organizational culture, the HR value proposition should be about delivering the support critical to strategic success. The role of the HR professional and of the HR business partner in particular has expanded enormously. Partnering is about working with business leaders to achieve shared organizational objectives. For HR, this focuses on designing and implementing HR systems and processes that support strategic business aims. The HRBP needs to be good not only at HR, but also needs to develop other skills and capabilities to fulfil a wider role in supporting business leaders across the organization in achieving strategic aims; and to offer organizational design and change management support.

“The function of leadership is to produce more leaders, not followers” - Ralph Nader As management enters a new era, the very concept and role of a manager is being placed under the spotlight. Companies shouldn’t seek to just manage their current circumstances, but rather shape managers into leaders who will instinctively react successfully to the changes posed by tomorrow. Corporate culture will have to undergo giant shifts to facilitate this. Are you ready to enable this change?

Performance management remains a challenge for many organizations as the people, processes and technologies within the workplace evolve. With emerging technologies built to automate and streamline the way we work and the way we continue to redefine labor, performance management becomes more and more complex. Many of the trends we see in performance management align with larger patterns in the workforce ecosystem. If those patterns are not at the forefront of performance management, the process in its entirety can be considered ineffective.

Mila Malairau is the Executive Director at the American Chamber of Commerce in Moldova (AmCham Moldova). Mila joined AmCham in 2007 as a Project Manager and was promoted to the Executive Director in 2008. Under her ambitious and responsible leadership, AmCham continues to grow and now encounters almost 120 member companies, engaged in 6 active Committees – a proven tool for the fulfillment of the AmCham mission and members' needs. She got extensive training and experience in the fields of policy research, improving business regulatory environment, and institutional strengthening. Mila is a member of various working groups and forums where business meets government authorities and policy makers. From 2016, Mila is leading the working group on elimination of constraints in entrepreneurial activity within the Economic Council to the Prime-minister of RM. She is also BOD member of the Association of Women Entrepreneurs in Moldova. Mila has graduated from the Academy of Economic Studies in Moldova and, later on, received her Master Degree in Law at the State University of Moldova.

Agility isn’t just for tech anymore—it’s transforming how organizations hire, develop, and manage their people. And it’s reasonable to assume that most organizations these days have adopted some talent strategies in regards to retention, incentivization and development which is all well and good, but means that they now have to look beyond these initiatives to create competitive advantage and attract top talent. Time needs to be invested into the further development of talent management; to become clear on proposition value; and the wants and needs of the workforce - including the transparency of internal organization. Through the rise of crowd sourcing with freelancers and the casualization of work, a great opportunity is presented for organizations to develop a talent management strategy that taps into this style of resourcing and creates a competitive edge. Organizations may discover that if they shift their thinking, competitive advantage can be found in the market for talent as opposed to their product and service markets.

Today, people consume content on their phones and tablets now; using YouTube and TED talks to get up to speed on things they don’t yet know. So we have had to put aside our traditional learning-management system and think differently about education and development. Education in general is undergoing a revolution, with technology dominating the change. By extension, workplace-based learning is also going through similar changes, with technology predicted to dominate even more. Attitudes towards education are also expected to change, with a new buzz around the gamification of employee education and the use of training as a tool for talent acquisition. What new opportunities will this present for employee growth and therefore by extension company growth? How can we expect these changes to affect the workplace? Don’t get left behind -become an innovator in education trends, and maintain a standard of excellence in your workforce.

Big data refers to the massive and exponentially growing amounts of employee, customer, and transactional data available in organizations. In the case of HR, organizations have huge amounts of talent or people-related data (e.g., skills, performance ratings, age, tenure, safety record, sales performance, educational background, manager, prior roles, etc.) which can be used to better understand the organization's current composition, performance, and risk, to improve the development of employees, products, and services. Big Data in HR sets to evaluate and improve practices including talent acquisition, development, retention, and overall organizational performance. This involves integrating and analyzing internal metrics, external benchmarks, social media data, and government data to deliver a more informed solution to the business problem facing your organization.

Svetlana Bodaci has over 15 years of experience in Human Resources Management at Moldcell Company, part of International Telecommunication Telia Group. Svetlana has an extensive experience in designing and implementing the successful HR strategies, building and executing the Recruitment & Selection Process, Performance Management, Talent Management and Organizational Development. She is very dedicated and committed to development and promotion of HR processes at the highest international standards for adding value to the business achievements. She is licensed in Psychology, Communication and Public Relations.

Emotional Intelligent (EQ) is a better predictor of overall professional succes than IQ Emotional Intelligence (EI) is becoming more and more important as a key factor for personal and professional success. Having a high Intelligence Quotient (IQ) is no longer enough if you lack the ability to adjust to changes, work in a team or establish and nurture strong and effective personal relationships.