Vlerick Expertise in Human Resource Management

Our specialists in Human Resource Management (HRM) have valuable expertise in a variety of sub-fields. Amongst these domains are international HRM, strategic HRM, career management & development, people performance, career management, learning & development and strategic rewards. This know-how is translated into management programmes, books, publications and advice customised to the needs of the organisation. Don’t miss our networking opportunities. The Vlerick HR Day is our unique networking event for HR professionals.

In addition to conducting research that contributes to fundamental academic knowledge, we also carry out practice-based research on HRM especially for your organisation. An overview of our expertise can be found in articles, book reviews, podcasts and videos that you can find on this page. With these articles we help you as a professional or manager to stay up-to-date on the recent developments in the area of Human Resource Management.

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  1. Knowledge creation at Group Thermote & Vanhalst

    The case describes the evolution of a Belgian family owned company named Group Thermote & Vanhalst (TVH). The case zooms in on the situation in the warehouse at the time of the move from Gullegem to Waregem (2004).

  2. Spreading the culture @ Torfs

    The case describes the evolution of a Belgian, family owned retail company named Torfs. The first part of the case takes place in the year 1949, a year in which Torfs was only a small town shoe store. The second part of the case gives a summarised evolution from the year 1955 until the present.

  3. Employees can make (or break) a brand

    Employees’ commitment to a brand increases when they know how they can contribute to brand equity. And management actions – from small issues like free coffee, to large issues like mass layoffs – affect employees’ feelings towards their company/brand. So, an organisation should view almost any employee-related policy or resource decision as a branding issue.

  4. Open innovation in HR

    Wanted: the people behind open innovation

    More and more businesses are opting for an open innovation strategy, where they decide to look outside their own organisation and cooperate with research centres, companies or other partners. So far, the human aspect is often overlooked. Promoting open innovation actually requires specific people management practices and an adapted business culture. So how can organisations promote open innovation with the right human elements?

  5. Private equity

    Private Equity, HRM and Employment - Balancing the debate

    Discussions concerning private equity practices are often highly-charged – with proponents arguing that private equity deals create value, and critics characterising private equity firms as ‘sharks’ looking for quick profits at the expense of workers. Mike Wright, Nick Bacon, Rod Ball, and Miguel Meuleman offer a more balanced, systematic view of what private equity is all about with regard to employment relations.

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    “It remains quite a challenge to fill vacancies”

    The world of recruitment and selection is in constant movement. The job market is shrinking day by day and the available candidates are asking different questions compared to the past. Research into new trends in selection and recruitment at Vlerick Business School commissioned by Federgon illustrates the main challenges for the future.

  7. Flexibility

    Flexible rewards from a strategic reward management perspective

    This article interprets the results of a survey held in Belgium and the Netherlands regarding the prevalence and perceived outcomes of adopting flexible reward plans within a strategic rewards perspective. Flexible reward arrangements (e.g., flexible benefit plans) have been around since the 1970s. However, there is a need to apply a strategic rewards perspective to flexible reward plans to help organisations move from ‘best practice’ to ‘best fit’.

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    Love them or lose them - retaining KPMG employees

    This is part of a case series. In the second part of this case, we revisit KPMG after a decade. Currently absenteeism is too high. Furthermore, KPMG loses their employees in the first two years, so just after they’ve been fully trained and start being profitable. The goal is clear: decrease employee turnover and increase the average tenure with three years.

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    Attract the brightest - recruitment at KPMG

    This is part of a case series. As part of his new job as the HR director at KPMG Belgium, Martin Blanc is asked to attract a large, stable number of people during the next couple of years. In the second part of this case, we revisit KPMG after a decade. Currently absenteeism is too high. Furthermore, KPMG loses their employees in the first two years, so just after they’ve been fully trained and start being profitable. The goal is clear: decrease employee turnover and increase the average tenure with three years.

  10. Stimulating learning in the organisation

    Competency development in times of crisis

    Starting in the second half of 2008, Flanders was confronted with its most serious economic crisis in decades. In 2009, the economy contracted by 3.9%. The economic crisis also had implications for the way in which organisations develop their employees’ competencies. Budgetary cut-backs in training programmes compelled companies to look for new, more creative ways to develop their employees’ competencies and thus to guarantee their continued effectiveness.

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