Vlerick Expertise in Human Resource Management

Flexible working is all the rage these days, and hospitals can't escape the trend either. The white paper ‘Flexible working in hospitals: OM and HRM perspective’ by our MINOZ research centre is the fruit of last year's efforts. It examines what flexible working means for the organisation and the employee, how the two perspectives can be brought into balance and which forms of flexible working are relevant for hospitals. Illustrated with practical examples, it offers food for thought for organisations which would like to introduce flexible working themselves.

The wage pressure in Belgium, i.e. the salary tension between younger and older employees, is one of the highest in Europe. On average, 55-year-old employees earn 45% more than their 30-year-old colleagues doing the same job. Furthermore, we are living longer so our working lives are also longer. Consequently, a new wage structure is required, based on a mix of experience, performance and flexible rewards. That is what Professor Xavier Baeten, researcher Saïd Loyens (Vlerick Business School) and Bert De Greve (Hudson) propose in a white paper that offers a fresh perspective on the future house of rewards.

Between 2014 and 2016, over 70% of the CEOs of Bel 20 and Bel Mid companies received a salary increase compared to a mere 46% in the smaller listed companies. The increase was the largest in the Bel 20 companies and was mainly due to variable remuneration. When the actual market data, the size, sector and profitability are taken into account, the German and English CEOs are overpaid. In stark contrast to that is the conclusion that CEOs in the best performing companies are paid relatively less and that the so-called pay ratio (the ratio of the remuneration for the CEO and the average employee) is also considerably lower in these companies.

Every year, around 4.7 million graduates take their first steps on the European labour market. As for businesses: they are always looking for suitable, qualified candidates. Moreover, the competition for available talent is increasing as the baby boom generation retire in the years ahead. Employers who wish to bring the most talented young people on board – and retain them – will therefore do well to gain insights into their expectations and ambitions. Our Centre for Excellence in Strategic Talent Management has conducted its tenth survey of the expectations of young people who are entering the labour market for the first time.

For the second time in a row Hudson and Vlerick Business School mapped the trends and challenges for HRM at leading Belgian companies by way of an HR Barometer. The HR managers of the largest Belgian profit organisations (in terms of staff numbers) and the Bel 20 organisations were invited to participate in an online survey. Some 46 organisations from a diversity of sectors participated in the survey, together representing more than 150,000 workers employed in Belgium. This year, leadership development was the main focus of the HR Barometer.

The main priorities of Belgian human resources departments are still leadership development, recruitment & selection and talent management. This is evident from the third successive annual HR Barometer study by the HR consultancy firm Hudson and Vlerick Business school. This year, the HR Barometer study examined the impact of Belgian personnel policy on the organisation in greater depth.

In the recent years of economic crisis and the growing rate of burn-out, employee engagement has become a hot topic in the minds of people managers. High levels of employee engagement have been linked to several positive outcomes, such as lower absenteeism, improved performance, proactive and innovative employee behaviour, and financial profit. Considering the many benefits of employee engagement, the question as to how it can be enhanced is of great interest to people managers and organisations as a whole. Unfortunately, people hold various misunderstandings about which initiatives can increase this engagement. We’ve tried to clear up 4 myths to help you engage your employees.

A comprehensive survey in which 350 executives and managers from 13 countries participated in 2016 to identify what separates Executive Learning & Development (Executive L&D) champions from challengers and novices.

Belgian HR managers are increasingly becoming strategic business partners in companies. Furthermore, businesses are recruiting fewer external
people for this position. When assessing staff performance, companies still predominantly prefer the traditional interview. Remuneration is increasingly based on individual performance. Coaching and mentoring are on the way up as methods for furthering the growth and development of staff. And finally, recruitment through job advertisements has shown a downward trend.

The two key factors that determine the remuneration allocated to CEOs are the country in which his or her company is located and its size. The CEOs of listed companies in the UK and Germany earn the most, while Belgian, Dutch and Swedish CEOs receive relatively less. The composition of the remuneration packages allocated is also prone to significant differences: the variable portion is relatively high in Germany, the Netherlands and particularly in the UK; in Belgium, France and Sweden this is significantly lower. Additionally, this study revealed that those companies that perform best do not necessarily pay their CEOs a higher salary; they make more frequent use of share-related remuneration.