{"id":12317,"date":"2026-04-10T11:30:51","date_gmt":"2026-04-10T09:30:51","guid":{"rendered":"https:\/\/diversityhub.pl\/talent-as-the-common-language-of-an-organization-how-egis-polska-is-building-a-culture-of-inclusion-based-on-the-gallup-method\/"},"modified":"2026-04-13T14:20:54","modified_gmt":"2026-04-13T12:20:54","slug":"talent-as-the-common-language-of-an-organization-how-egis-polska-is-building-a-culture-of-inclusion-based-on-the-gallup-method","status":"publish","type":"post","link":"https:\/\/diversityhub.pl\/en\/talent-as-the-common-language-of-an-organization-how-egis-polska-is-building-a-culture-of-inclusion-based-on-the-gallup-method\/","title":{"rendered":"Talent as the common language of an organization. How Egis Polska is building a culture of inclusion based on the Gallup method"},"content":{"rendered":"

Diversity Hub: How did your organization’s work with Gallup talents begin, and what needs or challenges prompted you to adopt this tool?<\/h2><\/div>

Egis Polska: <\/strong>Our work with Gallup talents began with the Q12 engagement survey, which we first conducted in 2019. Its results became the impetus for deepening efforts to build a work environment based on dialogue, engagement, and a sense of belonging. <\/p>\n

We were looking for an approach that would not only diagnose the level of engagement but, above all, genuinely strengthen it. In this context, a natural step was to adopt the strengths-based concept (CliftonStrengths\u00ae), according to which individuals who focus on their talents are more engaged and achieve better results. <\/p>\n

We decided to build our organizational culture based on talents, believing that the conscious utilization of employees’ strengths translates into their effectiveness, satisfaction, and development. We want Egis Polska to be an organization where people know their talents, understand what drives them, and can perform tasks in a way consistent with their natural predispositions. <\/p>\n

This approach also addresses the challenges of a dynamic and demanding business environment, including market turbulence in the pharmaceutical industry. In such conditions, having engaged teams, aware of their strengths, who can react flexibly and overcome difficulties together, becomes crucial. <\/p>\n

Today, we know that investing in talent development was the right decision \u2013 it strengthens engagement, builds responsibility, and allows for the creation of an organization based on people’s potential.<\/p>\n<\/div>

How has the Gallup talent-based approach influenced how diversity is understood in the organization?<\/h2><\/div>

The Gallup talent-based approach has influenced how diversity is understood in the organization, expanding it beyond demographic dimensions to include diversity of thinking, acting, and collaborating styles.<\/p>\n

Talents do not define our professional predispositions or the areas in which we can work. Instead, they help find an individual path to achieving goals. As a result, everyone has the chance to discover the best way for themselves to perform tasks and take on challenges. <\/p>\n

In our organization, we create talent maps \u2013 both at the company-wide level and for individual teams. Every person joining Egis Polska has the opportunity from the very beginning to learn about their talents and understand how they can use them in their work. We want everyone to discover their potential, their individual \u201czone of power,\u201d develop it, and build their career path around it. <\/p>\n

This approach changes the perspective on diversity \u2013 instead of focusing solely on visible differences, we learn to perceive and appreciate differences in how people operate, make decisions, communicate, and build relationships. The diversity of talents becomes a real team value that supports effectiveness. <\/p>\n

Gallup emphasizes not comparing oneself to others, but consciously developing one’s strengths. In this spirit, we encourage employees to recognize the value each person brings to the team and to complement each other with their talents. <\/p>\n

We believe that for everyone to become the best version of themselves, they must first understand their needs and motivations and be able to communicate them. This approach builds engagement, strengthens the sense of belonging, and creates a more inclusive work environment where diversity is consciously utilized as a team strength.<\/p>\n<\/div>

Have you noticed a change in the way teams collaborate since introducing talent-based work?<\/h2><\/div>

We believe that several years of working with talents have resulted in more conscious, empathetic, and effective collaboration, where differences among people are utilized as an asset, not a source of problems.<\/p>\n

Each team has its talent map, encompassing four domains: Executing, Influencing, Relationship Building, and Strategic Thinking. Thanks to this diversity, teams better understand their strengths and areas for development, and consciously leverage the talents of others, strengthening cooperation and breaking down barriers. <\/p>\n

Awareness of talents leads to better mutual understanding \u2013 employees know the reasons behind differences in work styles and communication, which reduces conflicts and builds greater acceptance. Diversity of styles ceases to be a barrier and becomes a value. People feel more \u201cseen\u201d and appreciated for what they are naturally good at. <\/p>\n

Talents also support more inclusive onboarding through the role of a Buddy \u2013 a person who accompanies a new employee during their first weeks of work. From the start, the new person has the opportunity to complete the CliftonStrengths assessment and better understand their talents and how to utilize them in the organization. A key element is the talent conversation with the Buddy, which accelerates adaptation and strengthens the sense of belonging.<\/p>\n<\/div>

Was there initial skepticism towards talent analysis?<\/h2><\/div>

Initially, there was natural skepticism, which often accompanies new development initiatives. This stemmed mainly from a lack of familiarity with the tool and uncertainty about how talents could translate into daily work. <\/p>\n

To address these needs, from the outset, we focused on systematic education
\nand \u201cfamiliarizing\u201d ourselves with the topic of talents. We conducted workshops and webinars for both employees and managers, gradually building knowledge and demonstrating the practical application of talents in team and individual work. <\/p>\n

Managers played a key role, beginning to use the talent-based approach in their work with teams \u2013 in development discussions, task allocation, and fostering collaboration. As a result, talents ceased to be merely a diagnostic tool and became a real support in the daily functioning of teams. <\/p>\n

Over time, with increased awareness and initial positive experiences, this approach gained greater acceptance and employee engagement, becoming a natural element of our organizational culture.<\/p>\n<\/div>

How does the use of Gallup talents translate into equal opportunities in the organization?<\/h2><\/div>

Utilizing Gallup talents supports equal opportunities in our organization primarily by shifting the perspective on employee potential. Talents do not determine who can perform a given profession or who will succeed in a specific role. Instead, they show how an individual can most effectively accomplish their tasks
\nand achieve goals. <\/p>\n

In practice, this means that we do not exclusively match tasks to talents, as many roles \u2013 especially in areas such as sales \u2013 have clearly defined requirements and goals. At the same time, we are aware that there is no single correct way to achieve them. Different individuals can achieve very good results by using diverse operating styles, stemming from their unique talents. <\/p>\n

This approach allows for a more equitable recognition of the potential of all employees
\n \u2013 not through the lens of a single \u201cideal profile,\u201d but through the diversity of approaches to achieving goals. As a result, everyone has the space to work in alignment with their strengths, which increases effectiveness, engagement, and a sense of impact. <\/p>\n

Consequently, talents support the creation of a work environment where diversity is valued, and equal opportunities mean the ability to achieve success on one’s own, individual terms.<\/p>\n<\/div>

How do leaders in the organization use knowledge about team talents to build a more inclusive work culture?<\/h2><\/div>

Managers in our organization primarily use knowledge about talents in their work with teams, building a more conscious and inclusive environment for collaboration.<\/p>\n

Supervisors are familiar with their employees’ talents and refer to them in various situations \u2013 during team meetings, individual discussions, and business reviews. Talents serve as a reference point in conversations about work styles, approaches to task execution, and individuals’ strengths. <\/p>\n

This approach influences team management \u2013 leaders are more attentive to the diversity of operating styles and communication, which allows them to better support employees in achieving goals. Instead of expecting a single model of action, they consider different work styles and encourage the use of individual strengths. <\/p>\n

Talents are also present in development discussions \u2013 they help identify employees’ potential and directions for their further growth. As a result, development decisions are better tailored to individual aptitudes and needs. <\/p>\n

Although this approach is primarily practical, it gradually builds an organizational culture based on understanding, acceptance of diversity, and conscious utilization of people’s potential.<\/p>\n<\/div>

What conclusions or recommendations would you share with other organizations looking to use a talent-based approach as a supporting element for diversity and inclusion in the workplace?<\/h2><\/div>

Based on our experience, we can identify several key conclusions for organizations that wish to leverage a talent-based approach to support diversity and inclusion:<\/p>\n<\/div>

  • <\/i><\/span>
    \n

    Start by building awareness<\/strong>
    \nImplementing talents requires time and education. It is worthwhile to invest in workshops, webinars, and discussions that help understand what talents are and how to use them in practice.<\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    Engage leaders<\/strong>
    \nManagers play a crucial role \u2013 they translate knowledge about talents into the daily work of teams. Even simple actions, such as referring to talents in conversations or meetings, have a real impact on the work culture.<\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    Treat talents as a language, not an assessment tool<\/strong>
    \nTalents work best as a common language for discussing differences, rather than a way to categorize people or make decisions.<\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    Do not seek a single \u201cideal profile\u201d<\/strong>
    \nA talent-based approach demonstrates that the same goal can be achieved through various paths. This is an important shift in perspective that genuinely supports diversity and equal opportunities.<\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    Integrate talents into key processes, but naturally<\/strong>
    \nOnboarding, development discussions, and teamwork are good opportunities to utilize talents \u2013 however, it is important that they are not an \u201cadd-on,\u201d but an integral part of daily work.<\/p>\n<\/div><\/li>

  • <\/i><\/span>
    \n

    Build a culture that values diversity<\/strong>
    \nThe greatest value of the Gallup approach is the shift in mindset \u2013
    \nfrom \u201cfitting a single mold\u201d to consciously leveraging differences as a team strength.<\/p>\n<\/div><\/li><\/ul>

    In summary, a talent-based approach most effectively supports diversity
    \nand inclusion when it becomes part of the organizational culture, rather than a one-off development initiative.<\/p>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"

    In the demanding pharmaceutical industry, is there one ideal employee model? The experience of Egis Polska shows that success lies in a completely different place \u2013 in the conscious utilization of each person’s unique talents within the team. Moving away from rigid patterns towards the Gallup methodology, the organization transformed its approach to diversity, turning potential conflicts into effective collaboration. In the interview below, Monika \u015awierszcz <\/b>(HR Department Manager), Izabela Brzezi\u0144ska <\/b>(External Communication Specialist), and Maja Latosi\u0144ska <\/b>(HR Projects Manager) at Egis Polska discuss how working with talent maps supports equal opportunities, helps overcome skepticism, and builds authentic engagement that allows the company to respond agilely to market turbulence. <\/p>\n","protected":false},"author":14,"featured_media":12308,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[180,179,457],"tags":[185,181,236,229,354,230],"class_list":["post-12317","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-changemakers-zone","category-inclusive-management","category-zone","tag-a-voice-in-the-matter","tag-changemakers-zone","tag-dei-en","tag-diversity","tag-inclusive-communication","tag-inclusiveness"],"acf":[],"yoast_head":"\nTalent as the common language of an organization. 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