Summary
Human Resources Management
1. Introduction: HRM defined .............................................................................................. 1
1.1. Positioning the HRM field ............................................................................................................... 1
1.2. Five basic pillars of HRM ................................................................................................................. 2
1.3. HRM models ................................................................................................................................... 3
1.4. HRM trends .................................................................................................................................... 4
1.5. Organisational structuring .............................................................................................................. 4
1.6. The autonomous individual: managing yourself as a team .............................................................. 6
2. HR implications of a changing environment, dejobbed world ................................................... 7
2.1. Paradoxes of our times ................................................................................................................... 7
2.2. Working in a raplex environment – Henri Mintsberg ...................................................................... 8
2.3. From job-thinking to added-value thinking ..................................................................................... 9
2.4. Focus on the work that needs to be done ..................................................................................... 10
2.5. DATA people ................................................................................................................................ 11
2.6. A career guide for the 21st-century worker ................................................................................... 13
2.7. The added value of HRM .............................................................................................................. 14
3. Staffing: recruiting and selecting..................................................................................... 19
3.1. Trends in recruitment & selection ................................................................................................ 19
3.2. Tactical changes ........................................................................................................................... 20
3.3. Employer Branding: it takes two to tango ..................................................................................... 21
3.4. Generational differences and the R&S process ............................................................................. 24
3.5. Staffing: Recruiting & Selection: analysis of the process itself ....................................................... 27
4. Developing ................................................................................................................ 33
4.1. Assessment centres ...................................................................................................................... 33
4.2. Training & development management ......................................................................................... 34
5. Performance management ............................................................................................ 38
5.1. Introduction ................................................................................................................................. 38
5.2. Engagement drivers ...................................................................................................................... 38
5.3. Pay for performance improves performance ................................................................................ 38
5.4. (Promising) trends in performance management .......................................................................... 38
6. Performance management @ Colruyt .............................................................................. 41
6.1. Colruyt group ............................................................................................................................... 41
6.2. The idea behind ‘managing performance’ ..................................................................................... 41
6.3. Our stance on ‘managing performance’ ........................................................................................ 41
6.4. What is ‘performance’ .................................................................................................................. 42
6.5. How? ............................................................................................................................................ 42
7. Reward management................................................................................................... 44
7.1. Pay systems .................................................................................................................................. 44
7.2. Strategic choices........................................................................................................................... 44
7.3. From job to pay slip ...................................................................................................................... 45
8. Career and talent management ...................................................................................... 47
8.1. Organisational career management .............................................................................................. 47
8.2. Talent management ..................................................................................................................... 51
8.3. Individual career evolutions ......................................................................................................... 54
8.4. Quiet quitting ............................................................................................................................... 56
9. Future HRM ............................................................................................................... 58
9.1. HRM structured: The 3-layer model .............................................................................................. 58
9.2. International HRM and HR transformation ................................................................................... 59
9.3. Hybrid working: a plea for flexi-clarity .......................................................................................... 61
9.4. The HRM barometer (2026) .......................................................................................................... 65
0
,1. Introduction: HRM defined
• HRM = that part of the organisational management which is focused on influencing
people’s behaviour in an integrated and pro-active way
à Final purpose: to increase the added value of the individual (or groups of
individuals), taking into account the strategy of the organisation
• You can’t influence someone’s personality, but you can influence their behaviour
• People need to add value: the added value of an individual is related to the strategy
of the company
- Strategy can change è added value of company changes
à BUT: the people don’t change
• Talent = commitment X competence X contribution
- Input factors: commitment & competence (under control)
- Added value = contribution (should be there)
à Ex.: A lot of people were fired with the rise of online banking: they were
competent & committed, but their added value had become too low
1.1. Positioning the HRM field
• Organisational Behaviour: (OB) trying to
understand what happens with an individual
when you put them in an organisation
- Time management, leadership, motivation…
- Goal of company: how to achieve profit?
- OB should be clear & should be shared,
otherwise company should split
à Ex. Aldi: split in Aldi Nord & Aldi Sud
à Ex. Torfs: Employees must always greet
customers, but can’t make them uncomfortable
• Organisational Design (OD) = organisation theory: set up a structure that supports
striving for a goal (how you structure your employees)
- Structure follows strategy: if you change strategy, you must change structure
- Resistance against change: employees often let the movement pass (because
they have already seen a lot of CEOs trying to implement change)
• HRM = toolbox to finetune the relationship between the goal and the structure
à Finetune so structure follows strategy, so goal can be achieved
à Trying to influence behaviour
1
,1.2. Five basic pillars of HRM
1) Planning (= Strategic Workforce Planning)
What kind of people will we need in 5yrs?
à Ex.: Is it still useful to hire a secretary,
when this job might disappear within now
and a couple years?
2) Staffing: is about
- Recruitment: trying to seduce people
to come work at company
- Selecting the right people
à Quality_selection = f(Quality_recruitment)
3) Developing: once people are in, how do we make sure to develop them according to
the needs of the world
- Training + development + education è career management
4) Negotiation: industrial relations (often with unions) à negotiating labour conditions
- White collar: individual negotiations
- Scandinavian countries: 80% unionized (highest in world)
- Belgium: 55% unionized
- US: very very low
5) Compensating: consists of 2 things:
- Payroll: people need to get paid at the end of the month
- Compensation & benefits
• Strategy & structure: structure follows strategy
à HR tries to integrate strategy & structure
• Environment: consider the circumstances of the labour market
à Ex.: Flanders has low unemployment è mobility of people between jobs
Spain has high unemployment è if you find a job, try to keep it
- You need 2-3% unemployment to function as an economy
à Belgium: unemployment (4,1%), inactive (21,8%), working (74,1%)
à European goal: 80% participation
• Organisational behaviour: is the goal
• Organisational culture: SAHARAV
à Can be compared with an onion: many layers that can be
separated. Onion can be rotten on inside, but look good on
outside (ó look rotten on outside, but brand new if you remove
some layers)
- Symbols: anything you can see from the outside
à Ex.: Infrastructure, logo, dress-code of employees…
- Heroes: people that have an important role regarding the success of the
organisation (ó anti-heroes: people who had a negative impact)
à Ex.: Steve jobs
- Rituals: the unconscious way of doing things in a company
- Values: get linked to organisational behaviour; consistency
à Can’t be seen, but as strong company you translate values towards outside
à Ex.: German cars in a high-quality company
2
, • Organisational culture
- Blue oval: organisation in a schematic way
à A set of people that are structured
- Daily beliefs = the way people look at themselves
- Guiding beliefs = the way the top of the
organisation looks at people
- Good to have certain tension between beliefs,
otherwise there will never be change
- Credibility gap: employees don’t believe the top
anymore (= tension is too strong)
1.3. HRM models
Human Resource Cycle - Michigan
• HR makes sure people come in (selection), but
afterwards there will be constant feedback on their
performance
• When someone does well è appraisal for their
performance
à They get rewarded for this
• There might also be shortages è need for development
à If shortage appears with more than 1 employee: consider adding extra skill to
selection process
à Ex.: Lot of German customers è big plus if employee speaks German
Harvard analytical framework – Beer
• Expansion of Michigan’s model (more context)
• Stakeholder = everyone that might be important
to the organisation
à Permanently influenced by situational factors
• HRM policy chores: based on stakeholders &
situational factors
à Some programs/initiatives taken by company
• HR outcomes: KPIs that are put forward (these guide our behaviour)
• Long-term consequences: we need to balance these 3 levels:
- Individual well being
- Organisational effectiveness
- Societal well being
HRM streams
INPUT: THROUGHPUT: OUTPUT:
“How to hire people” è “How to keep people” è “How to get rid of people”
• Planning • Appraisal • Retirement
• Recruitment • Rewarding • Firing policy
• Selection • Training • Outplacement
• Introduction • Developing • Early retirement
• Socialization • Rotating
• Job description • Motivation
• Contracting • Leadership
3
Human Resources Management
1. Introduction: HRM defined .............................................................................................. 1
1.1. Positioning the HRM field ............................................................................................................... 1
1.2. Five basic pillars of HRM ................................................................................................................. 2
1.3. HRM models ................................................................................................................................... 3
1.4. HRM trends .................................................................................................................................... 4
1.5. Organisational structuring .............................................................................................................. 4
1.6. The autonomous individual: managing yourself as a team .............................................................. 6
2. HR implications of a changing environment, dejobbed world ................................................... 7
2.1. Paradoxes of our times ................................................................................................................... 7
2.2. Working in a raplex environment – Henri Mintsberg ...................................................................... 8
2.3. From job-thinking to added-value thinking ..................................................................................... 9
2.4. Focus on the work that needs to be done ..................................................................................... 10
2.5. DATA people ................................................................................................................................ 11
2.6. A career guide for the 21st-century worker ................................................................................... 13
2.7. The added value of HRM .............................................................................................................. 14
3. Staffing: recruiting and selecting..................................................................................... 19
3.1. Trends in recruitment & selection ................................................................................................ 19
3.2. Tactical changes ........................................................................................................................... 20
3.3. Employer Branding: it takes two to tango ..................................................................................... 21
3.4. Generational differences and the R&S process ............................................................................. 24
3.5. Staffing: Recruiting & Selection: analysis of the process itself ....................................................... 27
4. Developing ................................................................................................................ 33
4.1. Assessment centres ...................................................................................................................... 33
4.2. Training & development management ......................................................................................... 34
5. Performance management ............................................................................................ 38
5.1. Introduction ................................................................................................................................. 38
5.2. Engagement drivers ...................................................................................................................... 38
5.3. Pay for performance improves performance ................................................................................ 38
5.4. (Promising) trends in performance management .......................................................................... 38
6. Performance management @ Colruyt .............................................................................. 41
6.1. Colruyt group ............................................................................................................................... 41
6.2. The idea behind ‘managing performance’ ..................................................................................... 41
6.3. Our stance on ‘managing performance’ ........................................................................................ 41
6.4. What is ‘performance’ .................................................................................................................. 42
6.5. How? ............................................................................................................................................ 42
7. Reward management................................................................................................... 44
7.1. Pay systems .................................................................................................................................. 44
7.2. Strategic choices........................................................................................................................... 44
7.3. From job to pay slip ...................................................................................................................... 45
8. Career and talent management ...................................................................................... 47
8.1. Organisational career management .............................................................................................. 47
8.2. Talent management ..................................................................................................................... 51
8.3. Individual career evolutions ......................................................................................................... 54
8.4. Quiet quitting ............................................................................................................................... 56
9. Future HRM ............................................................................................................... 58
9.1. HRM structured: The 3-layer model .............................................................................................. 58
9.2. International HRM and HR transformation ................................................................................... 59
9.3. Hybrid working: a plea for flexi-clarity .......................................................................................... 61
9.4. The HRM barometer (2026) .......................................................................................................... 65
0
,1. Introduction: HRM defined
• HRM = that part of the organisational management which is focused on influencing
people’s behaviour in an integrated and pro-active way
à Final purpose: to increase the added value of the individual (or groups of
individuals), taking into account the strategy of the organisation
• You can’t influence someone’s personality, but you can influence their behaviour
• People need to add value: the added value of an individual is related to the strategy
of the company
- Strategy can change è added value of company changes
à BUT: the people don’t change
• Talent = commitment X competence X contribution
- Input factors: commitment & competence (under control)
- Added value = contribution (should be there)
à Ex.: A lot of people were fired with the rise of online banking: they were
competent & committed, but their added value had become too low
1.1. Positioning the HRM field
• Organisational Behaviour: (OB) trying to
understand what happens with an individual
when you put them in an organisation
- Time management, leadership, motivation…
- Goal of company: how to achieve profit?
- OB should be clear & should be shared,
otherwise company should split
à Ex. Aldi: split in Aldi Nord & Aldi Sud
à Ex. Torfs: Employees must always greet
customers, but can’t make them uncomfortable
• Organisational Design (OD) = organisation theory: set up a structure that supports
striving for a goal (how you structure your employees)
- Structure follows strategy: if you change strategy, you must change structure
- Resistance against change: employees often let the movement pass (because
they have already seen a lot of CEOs trying to implement change)
• HRM = toolbox to finetune the relationship between the goal and the structure
à Finetune so structure follows strategy, so goal can be achieved
à Trying to influence behaviour
1
,1.2. Five basic pillars of HRM
1) Planning (= Strategic Workforce Planning)
What kind of people will we need in 5yrs?
à Ex.: Is it still useful to hire a secretary,
when this job might disappear within now
and a couple years?
2) Staffing: is about
- Recruitment: trying to seduce people
to come work at company
- Selecting the right people
à Quality_selection = f(Quality_recruitment)
3) Developing: once people are in, how do we make sure to develop them according to
the needs of the world
- Training + development + education è career management
4) Negotiation: industrial relations (often with unions) à negotiating labour conditions
- White collar: individual negotiations
- Scandinavian countries: 80% unionized (highest in world)
- Belgium: 55% unionized
- US: very very low
5) Compensating: consists of 2 things:
- Payroll: people need to get paid at the end of the month
- Compensation & benefits
• Strategy & structure: structure follows strategy
à HR tries to integrate strategy & structure
• Environment: consider the circumstances of the labour market
à Ex.: Flanders has low unemployment è mobility of people between jobs
Spain has high unemployment è if you find a job, try to keep it
- You need 2-3% unemployment to function as an economy
à Belgium: unemployment (4,1%), inactive (21,8%), working (74,1%)
à European goal: 80% participation
• Organisational behaviour: is the goal
• Organisational culture: SAHARAV
à Can be compared with an onion: many layers that can be
separated. Onion can be rotten on inside, but look good on
outside (ó look rotten on outside, but brand new if you remove
some layers)
- Symbols: anything you can see from the outside
à Ex.: Infrastructure, logo, dress-code of employees…
- Heroes: people that have an important role regarding the success of the
organisation (ó anti-heroes: people who had a negative impact)
à Ex.: Steve jobs
- Rituals: the unconscious way of doing things in a company
- Values: get linked to organisational behaviour; consistency
à Can’t be seen, but as strong company you translate values towards outside
à Ex.: German cars in a high-quality company
2
, • Organisational culture
- Blue oval: organisation in a schematic way
à A set of people that are structured
- Daily beliefs = the way people look at themselves
- Guiding beliefs = the way the top of the
organisation looks at people
- Good to have certain tension between beliefs,
otherwise there will never be change
- Credibility gap: employees don’t believe the top
anymore (= tension is too strong)
1.3. HRM models
Human Resource Cycle - Michigan
• HR makes sure people come in (selection), but
afterwards there will be constant feedback on their
performance
• When someone does well è appraisal for their
performance
à They get rewarded for this
• There might also be shortages è need for development
à If shortage appears with more than 1 employee: consider adding extra skill to
selection process
à Ex.: Lot of German customers è big plus if employee speaks German
Harvard analytical framework – Beer
• Expansion of Michigan’s model (more context)
• Stakeholder = everyone that might be important
to the organisation
à Permanently influenced by situational factors
• HRM policy chores: based on stakeholders &
situational factors
à Some programs/initiatives taken by company
• HR outcomes: KPIs that are put forward (these guide our behaviour)
• Long-term consequences: we need to balance these 3 levels:
- Individual well being
- Organisational effectiveness
- Societal well being
HRM streams
INPUT: THROUGHPUT: OUTPUT:
“How to hire people” è “How to keep people” è “How to get rid of people”
• Planning • Appraisal • Retirement
• Recruitment • Rewarding • Firing policy
• Selection • Training • Outplacement
• Introduction • Developing • Early retirement
• Socialization • Rotating
• Job description • Motivation
• Contracting • Leadership
3
