In ‘Onboarding: van informatie-overdracht naar duurzaam leren en gedragsverandering’ Katrijn Steenbeke states that in many organisations, onboarding fails to sufficiently help new employees settle in for the long term. An important explanation for this is that traditional onboarding often gets bogged down in administration and information transfer, while onboarding is essentially a social learning process. In her article, Katrijn outlines five principles that can be used to design onboarding as a learning strategy: respecting cognitive capacity; allowing space for active processing; consciously incorporating repetition; embedding onboarding in a social context; and placing an explicit focus on behaviour and habit formation.

When Marc De Boom started his professional career in the late eighties’, spotting people who were professionally active at the age of sixty was a true challenge. Today, we are all expected to work longer and contribute ‘till end of career’ in a healthy way with skills and competencies that are business-relevant/value-for-money ‘at every moment in time.’ But how to prepare for this challenge?In the truly inspiring “Longer lives…longer careers…how to stay in the game?”, Marc shares with us the lighthouse principles that guided him towards a long and happy career.

The starting point of Wouter Van der Stricht‘s article is that, in addition to the question of who is the best today, the labour market is increasingly asking who will make the difference tomorrow. The future calls for recruitment that looks not only for proven qualities, but also for growth potential, motivation, energy and learning ability. Those who succeed in measuring these dimensions and incorporating them into the decision-making process will soon have not only the best people… but also the right ones. “Onze mensen zijn de beste”(nu toch nog) offers you a number of approaches for attracting employees today who will make a difference tomorrow.

Just as a compass is only useful if you know where you want to go, metrics only have value if they are linked to strategy, business model, culture and performance. In her thoroughly elaborated article ‘Het Kompas in Woelig Water-Hoe HR Metrics je organisatie strategisch d juiste koers laten varen’, Irena De Saedeleer shows how to interweave HR data with business metrics and strategic priorities so that dashboards not only report, but also steer. It is not a technical manual, but rather a guide for preliminary analysis.