• The career perspectives of graduates. Update 2020

      Vandenbroucke, Astrid; Quataert, Sarah; Defever, Emmy; Buyens, Dirk (2020)
      The expectations final-year students have of their first job are still high. Good communication with their colleagues, a sociable atmosphere and plenty of opportunities for training are at the top of the list. What is more, these millennials prioritise career security over job security. They consider their relationship with their first employer to be temporary, expecting to work for a whole range of different companies during their working life. However, the Covid-19 outbreak has toned down their optimism about the future. Now afraid that fewer jobs will be available to suit their skills and qualifications, they are once again attaching greater importance to job security. The Centre for Excellence in Strategic Talent Management at Vlerick Business School has conducted its tenth large-scale study of final-year students’ expectations of the employment market and their career. 614 students who were due to graduate in June 2020 took part in the survey, of whom 294 were Masters students and 320 Advanced Masters. The research focuses both on their career plans and on what these ‘millennial’ graduates expect from their first employer. Last but not least, the study also contains important insights for companies hoping to recruit recent graduates.
    • Five evolutions in individual career development and their consequences for organisational career management

      Quataert, Sarah; Buyens, Dirk (2020)
      In a hybrid world, for many people work is a lot more than just a functional way of earning money. Professional careers have a strong symbolic function, providing us with a considerable part of our social identity and strongly influencing our self-esteem and overall happiness. Therefore, keeping employees engaged and committed by offering them challenging and rewarding careers is an important area of focus for many organisations and HR departments. However, as a reaction to changing economies, ways of working and organisational designs, the concept of a ‘career’ has changed tremendously. Careers are no longer a sequence of hierarchically ordered jobs, but rather a continually evolving gathering of work-related experiences for which every employee carries individual responsibility. As a consequence, career success is a highly-subjective measure and can only be reached when self-set goals and career values are respected. This white paper consists of two chapters. In the first chapter, we describe five main principles in individual career development that have evolved during the last couple of decades and that strongly impact contemporary career perceptions, leaving the field of careers with a broad spectrum of individual needs and preferences. The second chapter addresses the consequences of these changes for organisational career management and provides suggestions for Talent Managers on how to effectively respond to the evolving career landscape.
    • Hoogopgeleide nieuwkomers op de arbeidsmarkt: Bevindingen uit het newcomer induction management acceleration programme

      Quataert, Sarah; Buyens, Dirk (Over.Werk, 2020)
      Vlaanderen wordt steeds meer etnisch en cultureel divers, maar toch zien we die diversiteit niet altijd weerspiegeld in onze bedrijvenmarkt. Nog steeds heerst een tewerkstellingskloof tussen nieuwkomers en autochtonen, en die is groter voor hoog- dan voor laagopgeleiden. Met het Newcomer Induction Management Acceleration Programme (NiMAP project), probeerden we deze tegenstrijdigheid op een integratieve manier onder de loep te nemen. Het project werd gesteund door het Europees Sociaal Fonds (ESF) en de Vlaamse Overheid.
    • An integrative view on refugee research: New research insights and lessons learned for academics

      Quataert, Sarah; Buyens, Dirk; Zellhofer, D.; Gallagher, V.; Roy, P.; Hong, H.-J.; Buchelt, B.; Nair, S. (2020)
      Refugees face numerous challenges trying to find their way in the labor markets of receiving countries. They are confronted with legal and administrative hurdles, language barriers, a lack of recognition for degrees or work experience obtained abroad, cultural misunderstanding, or even outright discrimination (EEPO, 2016). These obstacles systematically put refugees in inferior positions resulting in persistent employment gaps and a high risk of being overqualified in case of employment (European Union, 2016). In the light of increasing refugee flows worldwide (UNHCR, 2019), improving the status of refugees on local labor markets is high on the agenda of national governments and international institutions. Also, organizations, challenged by the scarcity of talent on the labor market or the need to include corporate social responsibility, are starting to become more aware of the necessity and potential benefits of including this new available talent pool in their workforce. This evolution challenges existing teams, line management, and HR practitioners to flexibly adapt to a diversifying internal workforce. In order to ameliorate refugees’ status on the labor market and within organizations, effective collaboration between stakeholders is key. Broadening our sight, this PDW takes a holistic perspective highlighting the needs, challenges and untouched potential at all interacting levels of the ecosystem. Furthermore, we will elaborate on the learnings for researchers and academics working with this research population.
    • Performance and reward management in an agile environment. 10 Key findings based on a qualitative study

      De Ruyck, Bettina; Quataert, Sarah; Vandenbroucke, Astrid; Van Steerthem, Angie; Baeten, Xavier; Dewettinck, Koen (2020)
      Agility is an emerging key dimension of business excellence. Research by Vlerick Business School, surveying the largest for-profit organisations in Belgium, revealed that, for 93% of them, agile ways of working have become more important in the last few years. And the top three terms associated with the concept of agility are: adaptability, speed and customer centricity. Although agility has really taken off, many organisations are still struggling with implementing agile approaches in the area of performance and reward management. An agile way of working is transforming how organisations manage and reward their talent, but only a mere 18% of the largest for-profit organisations in Belgium consider themselves to be agile on performance management and 28% on reward management. How do you approach performance management when you need to evaluate projects that are run by several different leaders and organised around teams? How to align employees’ career aspirations with business needs in a non-hierarchical environment? Can we allow a merit-pay process when talent systems are becoming more team-focused? That’s why our Centre for Excellence in Strategic Talent Management and our Centre for Excellence in Strategic Rewards joined forces for a new study that sheds a light on 8 Belgian and 4 Dutch companies that were either working agilely from the very beginning or changed the tires while driving the car. Based on a qualitative study with the support of our Chair Partner Hudson, the research team identified 10 key findings, each representing a phenomenon, trend or influence currently playing in agile working contexts: A purpose-led approach towards performance & career development From taking up additional roles to role-based job design Career self-management as the main driver for career evolution Questioning the role of supervisors in the performance management process Transparency to enhance trust, ownership and internal fairness Actively identifying and managing poor performance Team members deciding on salary increases and promotions To pay or not to pay for individual performance? It all depends... Customised and on the spot recognition Managing and rewarding agile teams in crisis situations