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. Leadership development remains top priority for HR departments

    The main priority for Belgian human resources departments continues to be the development of the competencies of managers, i.e. leadership development, as the HR Barometer study by HR consultancy Hudson and Vlerick Business School reveals. Talent management – the attraction, development and motivation of talent in the organisation – is still ranked a clear second.

  2. Happiness at work is a habit you can practice

    We all have to work. However, the key to finding happiness on the job is to feel good at work. There are countless benefits to happiness at work, both for the employee and the company, as scientific research has repeatedly shown. According to "The Happiness Advantage” by the American researcher Shawn Achor, happy employees are up to 31% more productive and their creativity is three times higher. With the support of ESF Flanders, Vlerick Business School and HR service provider Attentia have therefore developed a new tool which wants to promote happiness at work.

  3. Fortis BNP Paribas: a new uncertainty

    The historical decision to nationalise the activities should have been the start of a new beginning for Fortis Bank. However, in this second part of the case it becomes clear that it was only the start of a prolonged period of additional uncertainty, characterized by legal wrangling, disgruntled shareholders, rumours and misinformation.

  4. Fortis: in the eye of the storm

    From the year 2007, the effects of the crisis that hit the financial sector were felt hard and painfully by many organisations. The Fortis Holding, a Belgian Dutch service provider in banking and insurance, was no exception. The first part of the case starts with the historical decision to (partly) nationalise the activities of the Fortis holding by the Dutch, Luxemburg and Belgian state. Throughout the case emphasis is placed on the various human consequences and emotions, triggered by the events.

  5. 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).

  6. 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.

  7. 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.

  8. 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?

  9. 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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