AG Insurance and Vlerick Business School have conducted this study with the objective of getting a better picture on both employer practices and employee experiences in the field of supplementary pensions and health care benefits (further defined as ‘pension and health benefits’).
Buyens, Dirk; Dewettinck, Koen; Defever, Emmy; Vandenbroucke, Astrid (2017)
This report presents the Belgian results of a comparative study on ‘International Strategic Human Resource Management’, conducted by the Centre For Excellence in Strategic Talent Management of Vlerick Business School. The research was conducted as part of the ‘Cranfield Network on International Human Resource Management’ (Cranet), an international research network of business schools around the world which conducts surveys on the developments in the field of Human Resource Management (HRM). Since its inception in 1989, the Cranet has grown continuously. Today it consists of universities and business schools from over 40 countries worldwide in which Vlerick Business School represents Belgium.
Graduates are an essential part of the workforce. The inflow of graduates in the European labour market is about 4,7 million each year (Eurostat, 2014, 2015). The challenge for companies is how to attract and retain the most talented graduates.
What can we learn from Belgium’s Best Workplaces™ when it comes to people practices?
Organisations are reinventing themselves to keep pace with the challenges of this fluid, unpredictable world. Both local and global markets are transforming continuously, and new digital technologies and business models are causing a significant level of disruption. Enterprises are being forced to rethink their existing structures and to continuously improve themselves.
De Vos, Ans; Dewettinck, Koen; Buyens, Dirk (2006)
This paper explores professional employees' career move preferences and the impact of both individual and organizational career management. Departing from theoretical work on the “new career”, different types of career moves employees can make on the internal labor market are discussed (i.e. vertical moves, lateral moves, job enrichment and temporary moves). Next, these are related to the literature on both organizational and individual career management. Hypotheses are formulated about professional employees' preferences for making distinct types of internal career moves and about the extent to which these preferences are affected by (a) employees' individual career management initiatives and (b) four distinct bundles of organizational career management practices (succession management, potential assessment, feedback and development). The results of a study among 472 professional employees from one company are presented, which indicate that the preferences for both vertical career moves and moves relating to job enrichment and temporary moves are significantly affected by individual career management, but not by organizational career management practices. The preference for making lateral moves could not be explained by our antecedent variables, but was affected by managerial ambition and variables relating to respondents' family situation. The implications of our findings for stimulating internal career mobility are discussed, and suggestions for further research are made.
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