Vlerick Expertise in People Management & Leadership


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  1. Connecting

    Individualised Training is the Key to Keeping Older Employees Working Longer

    It can no longer be denied that we will have to work longer to keep the social security system affordable. But how can we boost older employees' ability to continue in a rewarding job until they do finally retire? The fact that training plays a crucial part here is no revelation. The training does, however, often fail in its purpose because it is not adapted to the specific expectations and needs of this target group.

  2. Fingers typing

    The Feedback Gamble: Being proactive can be risky if an employee is not up to speed

    In today’s dynamic workplace employees are expected to be proactive - seeking feedback, taking the initiative, selling ideas, taking charge, revising tasks and building social networks. But a new study shows that some employees may, in fact, pay a price for sticking their head above the parapet if they are not known to be top performers.

  3. People reading

    The Performance Generator: a toolkit for people managers

    The Vlerick Centre for Excellence in People Performance has published a practical guide to managing employee performance called The Performance Generator. This toolkit is full of questionnaires, frameworks and exercises – all developed from extensive research conducted over the past several years.

  4. Taking better care of yourself

    Taking better care of yourself

    People find it normal to take care of others. But do they take care for themselves enough? Do you want change in your life, and preferably today? Do you want more me-time? Do you want better health, less stress and a better balance in life? This book helps you in a very accessible way. This book (in Dutch: "Beter zorgen voor jezelf") provides you the golden rules to take better care of yourself: know yourself, choose and love your choice, change your outlook on the world and spoil yourself. It's an invitation to pause and reflect about your life and getting the motivation from it to improve some things

  5. Team composition

    Does team composition based on cognitive styles influence the process and outcome?

    Professor Karlien Vanderheyden, post-doctoral research associate Eva Cools and researcher Ben Lommelen finished a study on cognitive styles in teams, which was funded by the Academic Research Fund. This project investigated the effect of cognitive diversity on team processes and outcomes through two successive studies with experimental team tasks involving 57 teams of management students.

  6. Arteconomy

    A Case Study of Arteconomy

    The Flemish non-profit organisation Arteconomy has developed a method to embed more creativity, more innovative potential and more entrepreneurship into the everyday running of their businesses by bringing businesspeople and artists together in a series of particularly unique projects. This case study, and more specifically arteconomy’s approach, provides relevant material for discussion on change as an organisational process and how to stimulate employees’ creative skills.

38 results Number of Results per Page