Promoting diversity, inclusion, and gender equality is no longer just an HR initiative—it’s a business imperative. Maybe you have long recognised the need to embrace these principles, implementing programs that drive progress and foster collaboration among your (global) workforce. By addressing gender equality, managing intergenerational teams, and adapting to evolving technology preferences, you could be setting a benchmark for inclusive leadership.
Managing Intergenerational Teams
The modern workforce is not only more diverse in terms of gender and ethnicity but also in age. How to address the challenges of managing intergenerational teams, especially as hiring dynamics evolve, bringing together employees from vastly different age groups and backgrounds?
Each generation brings unique perspectives and working styles, often influenced by their life experiences. For instance, while younger team members might prefer quick communication tools like chat platforms, older generations tend to rely more on email for formal communication. Navigating these differences requires understanding, flexibility, and thoughtful leadership. A one-size fits-all approach to communication doesn’t work. Instead, businesses should consider the communication preferences of their employees when selecting and implementing technology platforms. Promoting Equality in Teams For diversity to truly thrive in the workplace, inclusion must be apriority—especially for leaders. The more diverse the team, the greater the need for inclusive leadership.
This is where leadership principles come into play. A Global company emphasises three core principles for its leaders:
Create Clarity: Ensure everyone understands the team’s goals and how their work contributes to the bigger picture.
Generate Energy: Cultivate a positive environment where team members feel motivated and energised to do their best work.
Deliver Success: Focus on achieving measurable outcomes while supporting each other along the way.
By upholding these principles, this company’s leaders aim to create teams that are not only diverse but also inclusive and high- performing. In these environments, employees feel empowered to contribute their best, driving both personal and organisational success.
As businesses like yours continue to navigate the challenges of gender equality, intergenerational collaboration, and evolving workplace dynamics, it’s clear that leadership plays a pivotal role. Commitment to diversity and inclusion, through initiatives like ERGs and leadership principles, sets a strong example for other companies.
Do you feel to elaborate on this subject with me? Don’t hesitate to contact me at info@bureauboeren.nl
Recruit for attitude, train for knowledge
/in Executive search/by Michael BoerenIn a conversation with a Retail Executive who has travelled all over the world, an important theme emerged: “Recruit for Attitude, Train for Knowledge.” This theme is not only relevant for a service-oriented role in hospitality—where “customer friendliness” or “hospitality” should be a natural disposition—but also for an Executive involved in the reorientation of a business strategy (such as downsizing). In both cases, a professional, honest, and transparent attitude must come naturally.
Why do we ask for 10 years of experience?
We often deal with managers who prefer to hire a copy of themselves. This increases the risk of revisiting well-trodden paths in search of a false sense of security and stability.
From a specific business perspective (e.g., fresh cut flower cultivation), I can understand wanting to hire someone with experience in the fresh flower trade for business purposes.
Matrix as an intake support
In my practice, I use a “matrix” that includes both attitude-related and experience/knowledge-related elements. When both HR and the line manager independently complete the same matrix, I often discover differences in emphasis between the two areas. I make this a topic of discussion and ask them to jointly determine the five most important “Must-Haves.” In 99% of cases, these are attitude-driven elements, such as:
Intake is essential
To find the most suitable match and to bring about real change or improvement within your organization, the principle of “Recruit for Attitude, Train for Knowledge” is certainly applicable.
To me, that means conducting a thorough intake. For the organization, it also means ensuring the newly hired individual is not left to fend for themselves.
Interested in the Matrices we made of a lot of roles in FMCG? Send us an e-mail to info@bureauboeren.nl
Five Business advantages in hiring Bureau Boeren
/in Executive search/by Michael BoerenWhy should you hire a boutique executive search agency in general and Bureau Boeren more specific? Below you find five reasons why.
International Foodtrends
Ad 1. Bureau Boeren Executive Search is founded 12 years ago with an expertise in the territory of FMCG/Food. At the beginning local to local marketing & sales roles. Nowadays we find for our global customers Commercial, Financial, Operational and General Management profiles in Europe
Ad 2. In our “pitch-adventures” we get often feedback on values like: direct, off the main road, unconventional, transparent, excellent business and psychological sense. Business is build on persons with values that resonate.
Ad 3. When we are committed to an assignment we act with passion and trust. When a relationship is build we consider ourselves as a partner in talent attraction. We advise some customers on more topics than the restricted mandate we are hired for.
Ad 4. Our number of customers is restricted. We are dedicated to our customers. Thanks to the limited number of customers, our “pond” to attract talent from is much bigger than colleagues with lot’s more customers. We are not aloud to attract talents from our own customers. Their “pond” could be substantially smaller to attract talents from.
Ad 5. A highly personal approach means as well one single point of contact through the process of recruitment and onboarding. No waste of time to have discussions with several persons in the process. One person who is in charge of the assignment.
Conclusion:
Trust is the key to success. Over the years we are fortunate to build trust with many customers in FMCG around the world. Building this relationship takes effort and dedication. The existence of Bureau Boeren as a boutique executive search agency underpins the relevancy of values like personal, unconventional and transparency.
International Women’s Day
/in Executive search/by Michael BoerenThe International Women’s Day recognizes the struggle of women worldwide and to express solidarity.
This day celebrates the social, economic, cultural and political achievements of women globally. The day also marks a call to action to accelerate the progress of gender equality.
Women with impact.
I struggle finding examples of women who stand out for me personally. Spontaneously Angela Merkel and the New Zealand Prime Minister during COVID came to mind. It is appalling that it is so hard to come with examples of women. Off course I relate to my mother as a woman with significance and meaning in my life.
On second thought Mrs Obama and Christine Lagarde comes to mind. It still is hard to recognize the dominance of male actors in my context of influence.
From my professional point of view a lot of women in FMCG/Food/Retail come to my mind. What I find in knowing those women/impact players is the way how they generally speaking underestimate their capabilities. I recommend them to be more outspoken.
Why is this important?
It is my belief that an equal number of women and men exist with impact in the world. It seems that the male dominance is more triggered than the female ones. This could mark for me an unconscious pattern to gender inequality.
What do I do?
In my Executive Search practice I make sure that I actively search for the best possible fit, without being specific in gender, age or other denomination. I actively find woman candidates and interview them within the FMCG/Food/Retail in Europe on C-level. I am actively working on extending my network with women impact players and I am happy to meet a lot of them.
What can improve in my practices to drive women to the short-list?
The way the intake with the customer is designed and the formulation of the job description should be more gender neutral. I reckon this process could help in improving the application of a bigger part by women.
Which Women do you have in mind related to this International Woman’s Day?
Why is onboarding a crucial part of the success of the new hire?
/in Executive search/by Michael BoerenWith a signed contract and a hand-over to the client the process of a successful search process is not ended. Onboarding is crucial in integrating new employees into a company’s culture, systems, and procedures. It is an essential step in ensuring that new hires are productive and engaged from day one.
The importance of onboarding is especially critical in the food industry, where employees handle food and interact with customers.
Beyond the food industry, onboarding is equally important. A well-executed onboarding program can help new hires feel valued and integrated into the company culture. This can increase employee engagement, reduce turnover rates, and improve overall job satisfaction.
Here are some reasons why onboarding is critical in any industry:
1. Sets Expectations: Onboarding sets clear expectations for new hires, outlining what is expected of them and what they can expect from their employer. This can reduce confusion and anxiety and help new employees adjust more quickly to their new role.
2. Builds Relationships: Onboarding provides opportunities for new employees to build relationships with their colleagues and managers. This can help them feel more comfortable in their new workplace and create a sense of belonging.
3. Increases Productivity: Effective onboarding programs can help new employees become productive more quickly. By providing the necessary training and support, new hires can start contributing to the company’s goals and objectives sooner.
4. Reduces Turnover: A well-executed onboarding program can reduce turnover rates by creating a positive first impression of the company. Employees who feel welcomed and supported are more likely to stay with the company longer.
5. Improves Job Satisfaction: By providing new hires with the resources and support they need, onboarding can help improve job satisfaction. This can lead to higher levels of employee engagement, better performance, and increased loyalty to the company.
In conclusion, onboarding is critical in the success of a hiring process. It sets clear expectations, builds relationships, increases productivity, reduces turnover, and improves job satisfaction. Investing in an effective onboarding program can have a significant impact on a company’s success, and it is a worthwhile investment in the long run.
As a Managing Director of Bureau Boeren executive search we will certainly be part of this process as well. Feel free to contact us via info@bureauboeren.nl
Approach to Gender Equality and Managing Intergenerational Teams
/in Organisation culture/by Michael BoerenPromoting diversity, inclusion, and gender equality is no longer just an HR initiative—it’s a business imperative. Maybe you have long recognised the need to embrace these principles, implementing programs that drive progress and foster collaboration among your (global) workforce. By addressing gender equality, managing intergenerational teams, and adapting to evolving technology preferences, you could be setting a benchmark for inclusive leadership.
Managing Intergenerational Teams
The modern workforce is not only more diverse in terms of gender and ethnicity but also in age. How to address the challenges of managing intergenerational teams, especially as hiring dynamics evolve, bringing together employees from vastly different age groups and backgrounds?
Each generation brings unique perspectives and working styles, often influenced by their life experiences. For instance, while younger team members might prefer quick communication tools like chat platforms, older generations tend to rely more on email for formal communication. Navigating these differences requires understanding, flexibility, and thoughtful leadership. A one-size fits-all approach to communication doesn’t work. Instead, businesses should consider the communication preferences of their employees when selecting and implementing technology platforms. Promoting Equality in Teams For diversity to truly thrive in the workplace, inclusion must be apriority—especially for leaders. The more diverse the team, the greater the need for inclusive leadership.
This is where leadership principles come into play. A Global company emphasises three core principles for its leaders:
Create Clarity: Ensure everyone understands the team’s goals and how their work contributes to the bigger picture.
Generate Energy: Cultivate a positive environment where team members feel motivated and energised to do their best work.
Deliver Success: Focus on achieving measurable outcomes while supporting each other along the way.
By upholding these principles, this company’s leaders aim to create teams that are not only diverse but also inclusive and high- performing. In these environments, employees feel empowered to contribute their best, driving both personal and organisational success.
As businesses like yours continue to navigate the challenges of gender equality, intergenerational collaboration, and evolving workplace dynamics, it’s clear that leadership plays a pivotal role. Commitment to diversity and inclusion, through initiatives like ERGs and leadership principles, sets a strong example for other companies.
Do you feel to elaborate on this subject with me? Don’t hesitate to contact me at info@bureauboeren.nl
Onboarding vereist aandacht
/in Executive search/by Michael BoerenMet het verleiden van kandidaten voor een nieuwe werkomgeving is het werk niet gedaan. Juist in deze tijd waarin de vraag naar passende mensen groter is dan het aanbod, kun je niet om aandacht voor de onboarding heen. Ik loop er zelf tegenaan in onderstaande geval; Intake Ondanks een gedegen intake bij de opdrachtgever én […]
The Art of Consensus
/in Other/by Michael BoerenLastly I spoke to my former boss. He is a French man. In the time we worked together he was Managing Director of the Netherlands. In our conversation we talked about cultural sensitivity. In a multicultural environment you have to adapt to the different cultures, especially the French because this culture was clearly dominant within the company we both worked for.
Three key learnings which he welcomed from his experiences working in the Netherlands;
Of course these generalisations will not apply to every Dutch person. But in general I recognise the constructive critical behaviour of the Dutch in business. We are not reluctant to raise our voice, not because we are over confident, but more related in an urge to contribute.
Consensus has had a bad connotation in terms of “Hollanditis”. In my opinion this attitude still exists. Another attitude is after we found consensus we don’t stop talking or discussing and sometimes fail to act.
In the end there is nothing wrong with finding the better solutions by listening to all stakeholders at the table. Angela Merkel puts it in her own words.
The art of consensus brings us closer to an agreement in which all parties are heard. In that respect this is a gain.
Pleasure to do business with you as a Dutchman.