1. Loopbaanmanagement en een
veranderende organisatiecontext
Prof. Dr. Dirk Buyens and Mr. Peter Thomson
© Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

2. What did we do wrong?
Arbeit und Liebe
Transition:
from ‘work cannot make you happy’
to ‘work has to make you happy’
“You can do everything, as long as you want it”
3| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

3. What’s the meaning of work?
“Eight hours a day, life is no longer
mysterious, sad, haunting,
touching, confusing or melancholy;
it is a practical stage for clear‐eyed
action.”
4| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

4. The Why of Work (Ulrich and Ulrich)
Leaders are ‘meaning makers’
“Most people find as much meaning in their lives as they make
up their minds to find’
5| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

5. Changing world of work
Demographics
Role of women
Social expectation
Technology
Social media
Economics
Environment
6| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

6. Current work culture
Rewarding long hours
Overlaying technology onto existing patterns
Top‐down management processes
Limited employee involvement
Lack of engagement
Fixed work patterns
Presenteeism
20th Century Management Practices
7| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

7. Flexing time & place: new ways of working
Location
Independent
Remote
Timelords
Controllers
Time Time
Independent Dependent
Time Shift
Stretchers Shapers
Location
Dependent
8| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

8. Why it makes business sense?
“Workplace flexibility…affects the well‐being of our families and
the success of our business. It affects the strength of our economy
– whether we’ll create the workplaces and jobs of the future we
need to compete in today’s global economy.”
President Barack Obama
9| © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

9. Tangible & intangible gains
Tangible gains include: Intangible gains include:
Higher productivity Reduced risk of business disruption
Improved customer service Greater customer loyalty
Resources better matched to customer Improved access to key contracts
demand More creative output from employees
Faster response to market changes Stronger management skills
Higher employee morale and loyalty
Faster access to new markets
Lower management overheads due to
Cost savings on real estate, utilities and
employee self‐management
services
Healthier workforce, less prone to burnout
Cost savings on business travel
Retention of knowledge and skills
Reduction in CO2 emissions
More transparent succession planning
Lower staff sickness and absenteeism Access to wider sources of talent
Lower staff turnover More women in senior management
Enhanced employer reputation
Contribution to environmental
sustainability
10 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

10. Organisation Culture
TYPE A TYPE B
People need to be directed People are self‐motivated
Bureaucratic, formal Casual, informal
Low trust High trust
Command and control Enable and empower
Reward time Reward output
Managers decide Teams decide
Follow precedent Be creative
11 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

11. Leadership
Set example from the top
Recognise generational differences
Value diversity
Communicate effectively
Delegate and trust people
Focus on values
Monitor behaviour
Engage workforce
12 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

12. Breaking free: From the old to the new world
of work
5 “Trust” principles
Principles
1. Trust your people
2. Reward output
3. Understand the business case
4. Start at the top
5. Treat people as individuals
13 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

13. 3 major shifts needed for business (Lynda Gratton)
1. From shallow generalist
To serial master
2. From isolated competitor
To innovative connector
3. From voracious consumer
To impassioned producer
14 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

14. Implications for HR
Linking work practices with productivity
Encouraging flexibility
Supporting good management practice
Measuring success – Employee turnover, absenteeism
Avoiding standardisation
Becoming proactive
Adding real value
15 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson

15. Questions to HR professionals?
How do we create (destroy) “meaning”?
How can we contribute to the “trust” principle?
How do we set the example, “walk the talk”?
Let’s discuss, how do you see it happening?
16 | © Vlerick Leuven Gent Management School – Prof. Dr. Dirk Buyens & Mr. Peter Thomson