Corus

Professionalisation of the personnel department at Corus-NL
Designing an audit and development plan for the personnel department
Provide counseling stagnating situations
Cooperate with the Corus management trainings institute

Essent Energie Divisie

Setting up and implementing an MD program to track down potentials and to activate them
Making short impressionistic role profiles
Linking strategic assignments to competences and task assignments
Scanning the upper and middle layer of the production department ensuring availability, flexibility and stagnation risks

Gemeente Tilburg

Introducing competence programmes specific to customer care and teamwork
Writing simple guides and folders
Large scale personnel education
Practice in development discussions for executives

Heineken

Defining and writing the strategy of the Heineken University
Training the members of the board and the international MD Committees to use their
intuition (gut feel) more and not just their role profiles “deeper layers” when dealing with candidates
Raising the competitive level of a sales department by linking the personal development and its guidance to productivity
Coaching of the international MD-department

Interpolis

Introducing the concept “employee stagnation” to executives
Training supervisors and middle managers in identifying stagnation signals and executing appropriate intervention
Defining and implementing instruments and procedures to deal with stagnation as an
organisation

Ministerie v.d. Vlaamse Gemeenschap

Building management games around customer care in Belgium and Germany

Ministerie van Justitie

Assisting in the definition of the MD-vision
Advising the MD-team
Implementing the mobility processes within the organisation
Designing integration-transparency on procedures: go for stagnation prevention
Raising employability

Ministerie van V.R.O.M

Defining and implementing a flexible MD system with career paths for executives
Identifying young talent for the MD program
Training executives on career paths and talent interviews and discussions

OCé R&D

Modernising the total personnel instruments of OCé Research and Development (1050
people) and integrating knowledge management
Personnel assessment and integrating career and professional development
Coaching and training R&D management

Rexel- Deutschland

Defining a new infrastructure and guidance of the sales process in Germany
Introducing assessments and remuneration based on sales strategy
Developing simple roleprofiles
Reviewing the company in all of Germany on (cultural) stagnation and sales effectiveness

SKF Engineering Research

Designing Innovation structures that align with the HRD-strategy
Implementing integration-transparency flexible career development systems (role-
competency based)
Renewing and appointing key-management
Designing and implementing strong innovative HRD/MD programs titled: “Working with
Talent”:
Identifying drivers, tasks and appropriate roles
Identifying stagnation risks
Developmentplans per individual
Identify and dismantle organisation culture stagnation

Universiteit van Tilburg

Executive team coaching specific to director change
Advising on new structure and strategy
Career counselling and research regarding reintegration and reorientation