Gastspreker 30 april Colruyt personeelsbeleid
Belgian company, main market: Belgium
1. Colruyt group
Biggest private employer in Belgium
Family owned company
Started as a bakery
Values of the business are very important
Respect
Simplicity
Space
Faith
Hoop
Strength
Readiness to serve
These values are reflected in the way they do performance management
Mission: “together, we create sustainable added value through value-driven craftmanship in retail.”
Activities: Colruyt stores, Dreamland, collect and go, Okey, bioplanet ...
Mostly retailactivities, but also active in energy
About 30,000 employees
2. Why managing performance
The CEO( Jef Colruyt) hates talking about managing performance
They don’t have a formal system of performance reviews and goal setting!
exception of France: because legal aspect
Performance management as it was
Ratings documents, scoring forms
Emphasis on evaluating and comparing
End of year you get annual review traditional way of thinking
Goal cascading (top down)
Minimal individual freedom of choice in target setting
HR is very sensible to new trends. HR managers want to try a new model if it comes to the market.
‘Evaluatiegesprekken zijn tijdrovende gedrochten’ take up too much time, employees don’t like it,
we should stop doing that, but difficult to change. But you can do it in another way.
Traditional leadership is changing. It used to be simple matrix organisation( ook in Colruyt) : there
is hierarchical leadership, but also functional management. You don’t only get feedback from one
manager, but from different people in the organisation.
X and Y perspective to look at people:
X: people are lazy of nature, lack ambition, avoid responsibility, must be directed to perform
Y: Employees like to work, they chose voluntarily to work in a company, capable of making decisions,
exercise self-direction and self-control when committed to a goal
, In Colruyt, they follow the Y perspective. So why would you need to manage performance if
people take up responsibilities?
Colruyt hasn’t a formal system of performance reviews, but…
People get feedback
Moments of reflection where people and their manager talk about performance
They tend to evolve to a more unified approach, a formal process
Feedback
Is about action and reaction
As a core tool for development
Best feedback you can get as an employee is non human feedback people accept this the
most
= reflecting behaviour, reflecting actions in a very objective way
There has to be a learning element in it people are allowed to make mistakes, but learn
from your mistakes
Stages of growth: becoming conscious of what you incompetent at
Awareness
Training
Practice learning motivation
Performance management: Persoonlijk onderhoud( personal talk)
Conversation between employee – manager
Purpose: taking step back and reflect on
Talking about performance, ambitions, well-being, development
Constructive and open dialogue
They are moving to a more unified, forma approach. WHY?
There is a lot of competition on the market. They don’t get all the profiles they want. Fit between
personal ambitions and future needs of company.
9 box method:
Used by middle and top management
Preparation from management side, based on those personal talks
The manager assesses where his employees are
You take other actions as a manager to someone with high growth potential and exceeds
expectations than other people lower in box
Belgian company, main market: Belgium
1. Colruyt group
Biggest private employer in Belgium
Family owned company
Started as a bakery
Values of the business are very important
Respect
Simplicity
Space
Faith
Hoop
Strength
Readiness to serve
These values are reflected in the way they do performance management
Mission: “together, we create sustainable added value through value-driven craftmanship in retail.”
Activities: Colruyt stores, Dreamland, collect and go, Okey, bioplanet ...
Mostly retailactivities, but also active in energy
About 30,000 employees
2. Why managing performance
The CEO( Jef Colruyt) hates talking about managing performance
They don’t have a formal system of performance reviews and goal setting!
exception of France: because legal aspect
Performance management as it was
Ratings documents, scoring forms
Emphasis on evaluating and comparing
End of year you get annual review traditional way of thinking
Goal cascading (top down)
Minimal individual freedom of choice in target setting
HR is very sensible to new trends. HR managers want to try a new model if it comes to the market.
‘Evaluatiegesprekken zijn tijdrovende gedrochten’ take up too much time, employees don’t like it,
we should stop doing that, but difficult to change. But you can do it in another way.
Traditional leadership is changing. It used to be simple matrix organisation( ook in Colruyt) : there
is hierarchical leadership, but also functional management. You don’t only get feedback from one
manager, but from different people in the organisation.
X and Y perspective to look at people:
X: people are lazy of nature, lack ambition, avoid responsibility, must be directed to perform
Y: Employees like to work, they chose voluntarily to work in a company, capable of making decisions,
exercise self-direction and self-control when committed to a goal
, In Colruyt, they follow the Y perspective. So why would you need to manage performance if
people take up responsibilities?
Colruyt hasn’t a formal system of performance reviews, but…
People get feedback
Moments of reflection where people and their manager talk about performance
They tend to evolve to a more unified approach, a formal process
Feedback
Is about action and reaction
As a core tool for development
Best feedback you can get as an employee is non human feedback people accept this the
most
= reflecting behaviour, reflecting actions in a very objective way
There has to be a learning element in it people are allowed to make mistakes, but learn
from your mistakes
Stages of growth: becoming conscious of what you incompetent at
Awareness
Training
Practice learning motivation
Performance management: Persoonlijk onderhoud( personal talk)
Conversation between employee – manager
Purpose: taking step back and reflect on
Talking about performance, ambitions, well-being, development
Constructive and open dialogue
They are moving to a more unified, forma approach. WHY?
There is a lot of competition on the market. They don’t get all the profiles they want. Fit between
personal ambitions and future needs of company.
9 box method:
Used by middle and top management
Preparation from management side, based on those personal talks
The manager assesses where his employees are
You take other actions as a manager to someone with high growth potential and exceeds
expectations than other people lower in box
