The starting point of Raf Lamberts’ article is that a high-performance culture in business is equivalent to an elite sports team competing at the highest level and that in both areas sustained excellence does not happen by accident, it happens by design. In “High Performance Culture. The Simple Ingredients for Lasting Change”, Raf offers us a closer look at what he believes to be the recipe for success and the simple but necessary ingredients that fuel high performance cultures.

Daan D’hooghe states in “Importance of a Job Architecture/Function Catalogue? And how to get the most of a Function Framework?” as a basic premise that a function framework should be a key element of any People Strategy. In his clear and well-grounded article Daan describes the added value a function framework offers to both the employer as employees. He elaborates also, among other things, on the benefits that generic job descriptions provide for the employees to determine the content of their work and gives us some guidelines to ensure the active use of the function framework in the organisation.

Nick Cuyvers wonders what is the point of organising an annual structured and unique feedback moment for an up-and-coming generation that requests or gives feedback every second of the day on every possible platform at the same time. Isn’t it time for a ‘bye bye annual performance review”? Are alternatives even worth considering? …. questions Nick asks himself and the reader in ‘Moeten we op een dag eens niet echt af van het evaluatiegesprek?’.

Manou Doutrepont describes in “Stenen verleggen in de Sociale Relaties” the 4 components that form the pillars of a social strategy, i.e. Manage social annoyances; Give unions what is due to unions; Take care of social communication; Above all, invest in first line managers. These necessary conditions are the building blocks for constructive dialogue to combine good pay, working conditions and productivity.