Search for tag 'Human resources management'

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  1. HR Barometer 2018 - Hudson

    Potential of HR analytics still underused by many companies

    The Belgian human resources departments are focused on attracting, developing and motivating talent once again this year. Recruitment and selection are number one here, followed by leadership development and talent management. Those are the results from the fourth annual HR Barometer study by HR consultancy firm Hudson and Vlerick Business School. HR analytics, however, has not really established itself yet. Although companies collect lots of data, those responsible for HR indicate that they are often not proficient enough in analysing it.

  2. Flexible working in hospitals

    Flexible working in hospitals: how to make it a success

    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.

  3. Young graduates

    The talent of the future: what do graduates expect from an employer?

    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.

  4. HR Barometer

    Recruitment and selection are the main performance indicators for HR departments in Belgium

    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.

  5. Cranet - trends in HR management

    Belgian HR managers more often involved in business strategy

    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.

  6. Half of all Belgian employees do not know how much supplementary pension they receive

    Although the importance of a supplementary pension has gradually become widely understood, the amount of the annual employer contribution is greatly overestimated. More than one employee in two (54%) has no idea what contribution their employer pays into this so-called second pillar. More and clearer communication becomes in this way an important attention point. This communication employees want above all digitally and via a single central platform. This is the lesson of a survey by Vlerick Business School and AG Insurance.

  7. White paper: 4 observations about generation Y

    4 observations about generation Y

    As a people manager, you have to deal with differences between your team members. Some of these differences might be harder to understand than others. ‘Generation Y’, Millennials or the Millennial Generation (1982-2000). As insight into the expectations, intentions, ambitions and dominant values of other generations is crucial to managing people, we’ll help you clear up the following 4 myths about Generation Y.

  8. 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.

  9. 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.

  10. 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.

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