We offer research focused on practical situations that is highly relevant and can be immediately put into practice at your company. Our activities are based on your needs and requirements as a member of our Centre. We keep our finger on the pulse and react to what is going on in rewards and, by extension, in HR.

  • Total rewards
  • Reward strategy
  • Translation of the business context into reward systems (including the institutional context, company strategy and culture)
  • Non-financial rewards
  • Flexible remuneration
  • Employee benefits
  • The pay structure of the future
  • Pay-for-performance
  • Customised rewards
  • Rewards in an agile business context
  • Responsible rewards
  • Reward communication
We will approach these topics using the Vlerick Strategic Reward model.
White paper 'Only six out of 100 Belgian companies are satisfied with the current income tax system'
  • Belgian companies are very dissatisfied with the fiscal and parafiscal levies on salaries. In particular, they are frustrated with the high taxation on fixed and variable salaries and the approach to taxation of the mobility budget. Only the taxation of supplementary pensions can count on any support. With a view to the future, many companies are arguing for extensive reforms, with as the basic principle a downscaling of the profusion of fiscal and parafiscal schemes for non-statutory benefits in combination with lower levies on the fundamental elements, and in particular, the fixed and variable salaries.
  • Download the white paper
White paper '10 key findings on performance and reward management in an agile environment'
  • This white paper investigates why so many organisations are still struggling with implementing agile approaches in the area of performance and reward management.
  • Download the whitepaper
White paper 'Future House of Rewards'
  • 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.
  • Download the white paper 'Future House of Rewards''

& Rankings

Equis Association of MBAs AACSB Financial Times