Anette Bohm

36% of the employers see internal equality as the biggest challenge when it comes to #remuneration, says European survey by SD Worx. As a result, employees don’t always receive equal pay for equal work. This challenge is immediately followed by pay transparency (35%). It is astonishing that three out of ten employers are not fully aware of the legal rules around pay transparency, such as the EU Pay Transparency Directive of 10 May 2023. According to Bruce Fecheyr-Lippens, Chief People Director at SD Worx, there are four important pillars for a successful approach to remuneration. Starting with a strategic reward policy is the first one. More in the press release below …

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What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

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What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

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At ADM, we shape the future of Interim & Transition Management

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It was interesting to connect with the Belgian HR community last Wednesday at the 19th edition of the Vlerick Business School HR Day in Ghent, with more than 700 HR professionals in attendance. First and foremost, we would like to thank Professor Dirk Buyens for organizing this top HR event for the last 19 years. Some key takeaways/quotes were: • People want to work for purpose-driven companies (Marion Debruyne ) • Purpose matters: 72% want to work for a company that aligns with their values (Marion Debruyne) • Managers impact employees’ mental health more than doctors (Lode Godderis) • Today, 75% of employers indicate challenges in filling positions (Koen Dewettinck) Amrop can certainly assist you in finding future leadership! #CHRO #leadershipdevelopment #talentacquisition #CEO

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What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

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Since the beginning of the year, we've witnessed a resurgence in inflation. Join Gylian Verstraete and Christophe Longueville for an insightful webinar where they will dive deeper into: ✅ The driving factors behind the resurgence ✅ Future expectations and projections ✅ Effective management strategies for your organization This is an excellent opportunity to gain valuable insights and prepare your organization for the challenges ahead. 👉 https://lnkd.in/erdS5DQm #Inflation #Webinar #OrganizationalResilience #BusinessStrategy

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What happens when behavior meets sustainability? Last weekend I gave a master class on sustainable HR in the executive master on Sustainability Transformation Solvay Brussels School of Economics and Management. It was great to show how HR can contribute to sustainability targets. In the audience? No HR People but sustainability professionals. ▶ According to research (e.g. the recent CPA study of Boston Consulting Group (BCG), World Federation of People Management Associations (WFPMA), and the European Association for People Management EAPM), ESG does not stand high on the agenda of HR. ▶ #CSR does not feature in the top 5 of the reasons why people join an organization (cfr Randstad 's employer branding research). ▶ But according to Edelman 's trust research a majority of people want their CEO to have an explicit point of view on societal issues. ▶ We are facing many societal challenges that have to do with people and the labor market. ▶ The start of SusHR is a clear vision, inspired by #SDG, Decent Work (International Labour Organization), and more instrumentally, by the #CSRD. ▶ The core is that HR should not only focus on reducing harm but also on doing good. and takes a long-term approach. ▶ I link #resilience - another fashionable term - and sustainability as the changes that are provoked by the drive for more sustainability require adaptability, collaboration, and a clear purpose-driven approach. ▶ HR can have an impact on the internal "S" as well as on the external "S". By being accountable for the people in the entire value chain, HR can step up its game and become truly sustainable. ▶ It integrates the interests of all shareholders and it becomes more relevant if internal solutions are explicitly linked to societal challenges. ▶ We need leadership that manages the dilemmas. ▶ We can debate about the outcomes, but for sure it is securing employment (as much as possible), developing sustainable employability and finally developing sustainable behaviors. ▶ What about the E and the G. As sustainability is about behavior, HR plays a part in developing capabilities that support the entire triple bottom line. Satisfaction does influence the bottom line and the share prices over time (Alex Edmans) ▶ ESG development is driven by legislative initiatives (e.g. CSRD), societal changes (e.g. inclusion), and instrumental needs (e.g. talent shortages, penalties). But we should be clear, that the best motive to develop sustainable people practices is that it's just the right thing to do. Responsible business means also responsible HR. Daniele Splendore Giulia Ciuffreda Julia (She/Her) Martinez Maxime Filipson Paulina Staniaszek Kris Westhovens Arancha Guisuraga Ruvarashe Chinyemba Nienke Buisman Clara Carelli Paul De Cooman Kim Vandevoorde Sandrine Kram Marie Petre Nicolas Coupain Xe May TIEU Andres Ramirez - MBA Valerie Vangeel Bernard Mathieu Dave Ulrich Lynda Gratton Ioannis Ioannou Peggy De Prins Dirk Buyens Toon Devloo, PhD

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I am attending GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs - member day where the spotlight is on the importance of the S in ESG. Finally, it’s high on the agenda. It's crucial to tackle dilemmas, with a particular focus on human behavior as a lever for Environmental, Social, and Governance factors. A key question arises: How will organizations navigate these dilemmas during tough times? Will they prioritize their people agenda or the profitability challenge? It's evident that people are essential for generating profit and protecting the planet. However, a balance between people-centric issues and other priorities is vital. Ensuring job security, promoting sustainable employability, maintaining well-being, and investing in long-term training are critical aspects. The challenge lies in maintaining these priorities during periods of declining EBITDA. Balancing profitability with people-centric initiatives is a delicate yet crucial task. Solving dilemmas is not about having an or-or conclusion. It’s about aiming for a long-term and-and conclusion. Grow the pie! #ESG #Governance #Sustainability #BusinessDilemmas #HumanBehavior #Prioritization Vincent Delbaere Siviglia Berto ✔️ Karine Vandenberghe Isabelle Van Vooren Erik Moniquet Serge Hubert Kristof Macours Sandra Gobert (she/her) Jan Suykens Christiane Malcorps Karen Dumery Alex Edmans

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My colleague Wout Van Impe met with GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs to talk about the importance of diversity and inclusion and to give a stepwise guide on how organisations can implement this in their selection and recruitment procedures. "We could state that there is an academic consensus on the fact that diversity is a key ingredient for better quality of governance decision-making. Furthermore, a large body of academic literature finds a positive relation between increasing inclusivity on Boards and Executive Committees and organizational effectiveness. We observe that inclusive and diverse boards and management teams perform better. Collaboration, innovation, improved decision-making, and better stakeholder engagement are all fostered by a diverse composition.  We must also keep in mind that diversity is important, but not sufficient. To enhance team performance, it often comes down to inclusion. Nonetheless, in Belgian practice we see that diversity and inclusive leadership are maybe still undervalued in the Boardroom. Some organisations definitely have a ‘diversity problem’.  This brings us to Wout Van Impe, partner & Team Director MU Belgium, for a conversation about both technical and strategic issues on how to enhance the diversity and inclusivity of board and leadership teams." Read the full article here: https://lnkd.in/eS_SzPaD

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Debunking the myths of interim management In these series we present you six myths about interim managers. Do you still believe them after reading our expert view? Myth #2: "Interim managers are temping employees" Especially in Belgium, the misconception about Interim Managers being considered temping employees is widespread, as the term "interim" can also refer to temping agency workers working on day or week contracts. Despite the confusing name, Interim Managers are not to be equated with these temping workers. Read all about it in this article: https://lnkd.in/eeVWRc9N #interimmanagement #management #3W

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My colleague Wout Van Impe met with GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs to talk about the importance of diversity and inclusion and to give a stepwise guide on how organisations can implement this in their selection and recruitment procedures. "We could state that there is an academic consensus on the fact that diversity is a key ingredient for better quality of governance decision-making. Furthermore, a large body of academic literature finds a positive relation between increasing inclusivity on Boards and Executive Committees and organizational effectiveness. We observe that inclusive and diverse boards and management teams perform better. Collaboration, innovation, improved decision-making, and better stakeholder engagement are all fostered by a diverse composition.  We must also keep in mind that diversity is important, but not sufficient. To enhance team performance, it often comes down to inclusion. Nonetheless, in Belgian practice we see that diversity and inclusive leadership are maybe still undervalued in the Boardroom. Some organisations definitely have a ‘diversity problem’.  This brings us to Wout Van Impe, partner & Team Director MU Belgium, for a conversation about both technical and strategic issues on how to enhance the diversity and inclusivity of board and leadership teams." Read the full article here: https://lnkd.in/dHjzK9C2

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My colleague Wout Van Impe met with GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs to talk about the importance of diversity and inclusion and to give a stepwise guide on how organisations can implement this in their selection and recruitment procedures. "We could state that there is an academic consensus on the fact that diversity is a key ingredient for better quality of governance decision-making. Furthermore, a large body of academic literature finds a positive relation between increasing inclusivity on Boards and Executive Committees and organizational effectiveness. We observe that inclusive and diverse boards and management teams perform better. Collaboration, innovation, improved decision-making, and better stakeholder engagement are all fostered by a diverse composition.  We must also keep in mind that diversity is important, but not sufficient. To enhance team performance, it often comes down to inclusion. Nonetheless, in Belgian practice we see that diversity and inclusive leadership are maybe still undervalued in the Boardroom. Some organisations definitely have a ‘diversity problem’.  This brings us to Wout Van Impe, partner & Team Director MU Belgium, for a conversation about both technical and strategic issues on how to enhance the diversity and inclusivity of board and leadership teams." Read the full article here: https://lnkd.in/dATszTrt

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To create a Crisis-Adjusted CV, candidates should: Highlight Crisis Management Skills: Clearly outline skills and experiences related to crisis management, such as problem-solving under pressure, quick decision-making, and effective communication during crises. Detail Relevant Experiences: Include specific roles or projects where the candidate successfully navigated companies through difficult times, emphasizing the challenges faced and the outcomes achieved. Showcase Leadership in Adversity: Provide examples of leadership roles during times of financial distress, restructuring, or significant organizational change. Quantify Achievements: Use numbers and data to demonstrate the impact of the candidate’s actions during crises, such as funds saved, percentage of growth, or recovery time reduced. Tailor the CV to the Role: Adjust the CV to reflect the specific requirements of the interim management position, focusing on relevant competencies and experiences. Use a Clear, Concise Format: Ensure the CV is easy to read, with a clear structure that allows the reader to quickly identify the candidate’s suitability for crisis management roles. By following these guidelines, candidates can create a CV that better reflects their qualifications for crisis management positions and aligns with the expectations of Kruger Interim Management B.V.

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My 5 Key Learnings of Day 1 of GreenTech Forum Brussels 1) Sustainable IT in Belgium is very much in the awareness phase; France is leading the way 2) Large organisations are taking action with tools, standards and startups to support them 3) There is a huge challenge: reducing the impact of digital versus the growth of new technology (AI!!) 4) Eco-design considers the entire lifecycle of a digital system and aims to reduce waste (in terms of hardware, resources, unused features, etc.). 5) An architecture that excels in sustainability will also excel in terms of performance, cost efficiency, and customer satisfaction! #GTFBrussels #SustainableIT #GreenIT #ITforGreen

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What makes an effective Board in difficult times? At GUBERNA - Instituut voor Bestuurders/Institut des Administrateurs Directors Day last week in Brussels, Wout Van Impe, Partner & Team Director at MU, shared his valuable perspective on leadership and board governance in today’s complex environments. He emphasised the importance of rethinking traditional approaches, which often rely on generalisations and assumptions about effective leaders, board members, or CEOs. As Wout pointed out, this can lead to costly mistakes in leadership and board selection. No normative model can fully describe the characteristics of an effective Board or leadership. Wout underscored that Boards must tailor their decisions to the unique challenges and characteristics of their organizations. A one-size-fits-all leadership model simply doesn't work. Referencing Daniel Kahneman’s "Think Fast and Slow," Wout highlighted the need for balance. While some decisions—like leadership changes—require swift action, others demand more careful, methodical consideration. He posed an important question: How does your board navigate decision-making in the face of new or evolving information? Decisiveness and curiosity are vital, Wout emphasized. Boards cannot afford to manage based on hope—"Hope is postponed disappointment," as he put it. Instead, decisions must be based on facts, with board members remaining curious and open to continuous learning. Wout also noted the evolving role of the Chair, particularly in difficult times. Less about embodying the CEO role, the Chair's focus should be on enhancing the collective intelligence of the board, fostering agility, and maintaining a learner’s mindset. Without inclusive leadership from the Chair, diversity in a board loses its impact. Effective Boards are those that adapt, evolve, and contribute meaningfully to their organisations’ success. Wout advocates for moving beyond generic models and focusing on leadership decisions tailored to the specific needs and challenges of today’s complex environments. Additionally, he suggests that Boards review their performance and contribution to results in an objective and well-managed way. If you want to learn more about the Board & CEO services MU is offering, you find a link in the comments, and you can also connect directly with Wout Van Impe through LinkedIn or at [email protected]

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𝐂𝐨𝐟𝐟𝐞𝐞 𝐛𝐫𝐞𝐚𝐤 𝐦𝐚𝐭𝐞𝐫𝐢𝐚𝐥 𝐚𝐥𝐞𝐫𝐭 ☕️💛 The new website is live 🥳🎉🧭 www.ocompass.be After deciding to finally pursue my dream of working independently in a field I would never get bored of, I didn’t really know where to start. The hardest part of transitioning from being an employee to being independent was not having amazing colleagues to work with. It felt like jumping into unknown waters without knowing how to navigate, and I didn’t bother to check where the available life vests were 🧐 I just knew it was time. Today, I am happy to say that I found a network of support, even though we’re not linked through an employer. #community It has been a long road getting the website live, and an even longer one feeling ready to put it all - out there - 🔥 Every time I thought, "Check, now I'm good to go," I’d discover new obstacles, to-dos, possible tweaks and improvements. 𝐀 𝐰𝐢𝐬𝐞 𝐩𝐞𝐫𝐬𝐨𝐧 𝐨𝐧𝐜𝐞 𝐭𝐨𝐥𝐝 𝐦𝐞 𝐭𝐡𝐞 𝐫𝐞𝐬𝐮𝐥𝐭 𝐨𝐟 𝐩𝐞𝐫𝐟𝐞𝐜𝐭𝐢𝐨𝐧𝐢𝐬𝐦 𝐢𝐬 𝐚 𝐛𝐥𝐚𝐧𝐤 𝐩𝐚𝐠𝐞. So here I go, trusting my gut that is telling me it's go time and feeling happy knowing we can always add on, improve, learn, and grow as we move along our paths. 𝐈 𝐩𝐫𝐨𝐮𝐝𝐥𝐲 𝐢𝐧𝐭𝐫𝐨𝐝𝐮𝐜𝐞 𝐰𝐰𝐰.𝐨𝐜𝐨𝐦𝐩𝐚𝐬𝐬.𝐛𝐞, which was entirely built by my dear friend Willem-Jan Dryvers ocompass has been in the making for four years now, ever since I quit my first job and turned my whole life around because I knew I wanted something different. 🧭 Follow your compass home. 🧭 Feel free. 🧭 Feel happy and healthy. 🧭 Experience joy. Isn't that a mission to be passionate about? 😏 Please don't hesitate to connect with me if you're interested or simply want to chat. Additionally, if you know someone who could benefit from energetic coaching, feel free to share my contact information. 🙏 #Kinesiology #FrequencyTherapy #Wellbeing #Coaching

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