• Case TapCorp: balancing career management with business needs

      Dewettinck, Koen; De Vos, Ans; van Ameijde, Maaike; Buyens, Dirk (2007)
      TapCorp is a Belgian company which over the past decennia has grown from a small family-owned business to an international holding active in manufacturing high-quality floor and wall coverings. TapCorp currently employs 3.670 employees and realises a turnover of 635 million euros. At a strategic level, TapCorp follows a strategy of cost leadership and scale enlargement. This is reflected in the organisational structure and culture. The TapCorp culture is characterised by 'no-nonsense', efficiency and a strong focus on performance. In the past, human resource management (HRM) within the organisation was seen as the responsibility of line management. There were no coherent policies and personnel matters tended to be considered as having less priority. In the mid-nineties, management started to realise that stronger attention to human potential within the organisation was necessary. The human factor came to be considered as crucial for good strategy-development, creative product development and increasing turnover figures. This lead the top management to hire an HR manager. During his first years within TapCorp his major tasks were streamlining the recruitment and selection process and the organisation of training. The problem TapCorp is currently confronted with is the difficult path for employees to the general management level. The focus on performance and a lack of policies towards high potential makes it difficult to fill vacancies at a general management level by internal candidates. There is an urgent need to change this situation in order to ensure the organisation's continuity.
    • Knowledge creation at Group Thermote & Vanhalst

      Van De Woestyne, Mieke; Dewettinck, Koen (2014)
    • KPMG Teaching Case: Part A: Attract the brightest, Recruitment at KPMG

      Deprez, Jana; Buyens, Dirk (2012)
      This is part of a case series. As part of his new job as the HR director at KPMG Belgium, Martin Blanc is asked to attract a large, stable number of people during the next couple of years. In the second part of this case, we revisit KPMG after a decade. Currently absenteeism is too high. Furthermore, KPMG loses their employees in the first two years, so just after they've been fully trained and start being profitable. The goal is clear: decrease employee turnover and increase the average tenure with three years. Different factors need to be taken into account in this case. First, the demography of KPMG has changed drastically over the last couple of years. Not less than 67% of the current workforce is part of the Y generation, while the job content and structure is still adjusted to the previously dominant X generation. Misunderstandings between the two generations lead to quite some conflicts. Second, young graduates find it difficult to get a realistic job preview of their career at KPMG. Especially on the job level, as there are quite some differences between different functions (in job content and employee turnover). Further initiatives should be taken to clarify this. The goals of this case is to come up with actions that reach retention goals. In order to successfully do this, students should analyse exit interview and starter questionnaires, reflect on generations management and realistic job previews. However, the attraction to the sector has diminished slightly over the last couple of years. Furthermore, competition for talents has become fiercer as other players in the market (eg banks) also focus on the same young graduates. In order to successfully attract more people, Martin decides to look into the current recruitment strategy. It seems that the sector has been very unstable, with a large number of mergers and acquisitions. The four resulting firms, also known as the ‘Big Four', have a fairly identical clientele, focus and brand. For KPMG it is clear what they want to communicate to applicants, however, their message does not appear to be very distinct from that of their competitors. The goals of this case is to construct a clear and distinct employer brand for KPMG Belgium which allows them to attract the right people in the market. Furthermore, students should reflect on how to communicate this employer brand: using which channels, what timing, etc.
    • KPMG Teaching Case: Part B: Love them or lose them, Retaining KPMG employees

      Deprez, Jana; Buyens, Dirk (2012)
      This is part of a case series. In the second part of this case, we revisit KPMG after a decade. Currently absenteeism is too high. Furthermore, KPMG loses their employees in the first two years, so just after they've been fully trained and start being profitable. The goal is clear: decrease employee turnover and increase the average tenure with three years. Different factors need to be taken into account in this case. First, the demography of KPMG has changed drastically over the last couple of years. Not less than 67% of the current workforce is part of the Y generation, while the job content and structure is still adjusted to the previously dominant X generation. Misunderstandings between the two generations lead to quite some conflicts. Second, young graduates find it difficult to get a realistic job preview of their career at KPMG. Especially on the job level, as there are quite some differences between different functions (in job content and employee turnover). Further initiatives should be taken to clarify this. The goals of this case is to come up with actions that reach retention goals. In order to successfully do this, students should analyse exit interview and starter questionnaires, reflect on generations management and realistic job previews.
    • Spreading the culture @ TORFS

      Dewettinck, Koen; Van Laere, Kirby (2014)