Daniël Vloeberghs

High potential identification policies: an empirical study among Belgian companies

This paper describes elements of the policies employed for identifying high potentials in their organizational context. A set of systematic research questions has been used to conceive a structured questionnaire to empirically investigate the kind of high potential competencies that companies expect when identifying high potentials and how this identification takes place. These elements of a high potential policy have been related to a number of organizational variables in 86 Belgian companies. Our empirical results indicate that the extent to which attention is paid to high potentials is linked to certain organizational characteristics (size and degree of internationalization). Moreover, the use of well‐defined competencies is not widely spread. We found ample confirmation for the identification of high potentials being a rather hierarchical process. Performance appraisals and a specific potential assessment procedure are the most popular sources of information during the identification process.

ISO 9000 in Belgium: Experience of Belgian quality managers and HRM

This article, by Daniel Vloeberghs and Jan Bellens, presents the results of a survey of all ISO 9000 certificated organisations in Belgium. Its objectives are to identify the sort of companies that have an ISO 9000 certificate in Belgium, examine their motivations to introduce ISO 9000 norms, evaluate their experiences, consider the relationship between human resource management and quality management, and identify trends for the future of ISO 9000 and quality assurance in general.

An original and data based approach to the work-life balance

States that there is a need for a practical instrument to measure the present situation of work‐life balance. Describes the development process of the Family and Business Audit within the Flemish context. Details the setting up and aims of the system before outlining its application in some detail and other existing instruments also emploiyed. Provides a number of short case studies to demonstrate its effectiveness.

Belgian-style Human Resource Management:: A Case of Mistaken Identity

Although a typical Belgian HRM model does not really exist, the cultural and structural differences of Belgian society, and the Flemish- and French-speaking subcultures, have an impact on how the people management profession is practised. A number of forces shaping the development of HRM in Belgium during the past 50 years have, today, given the field a very advanced and mature level of professionalization. These forces include a highly developed social legislation system, a unique Belgian social model, an earlier subordinate and isolated concept of personnel management, productivity growth and foreign direct investment, the impact of multinational companies, the role of government-mandated training, the importance of the labor unions, and high taxes. Specific forces have shaped the development and character of HRM in Flanders and Wallonia. In Flanders they are the role of university centers and the profile of the Flemish manager; In Wallonia, they are industry restructuring, unemployment, the strong influence of trade unions, and the role of university centers. Flemish HRM is embedded in an entrepreneurial and pragmatic frame of reference (subjectivistic or individualising approach) while Walloon HRM is more closely aligned to the classical labor model (objectivistic or codifying approach). The future of HR in Belgium will be affected by a number of forces that have already been put into motion, such as the countrys demographics, globalization and the further development of the new economy. Practical tips are provided regarding HR for multinational companies doing business in Belgium.