A genuine focus on people and processes leads to hypergrowth

Voetbal International is a publishing company where many specialists work in small teams. Contracts, salaries, and the rest of the HR operations were well organized. What was missing was a strategy to grow the organization by helping employees perform better.

The problem wasn't with recruitment, but with what happened afterward:

• In hindsight, new employees did not always turn out to be a good fit for the role or the culture
• There was little real attention paid to employees and their development
• Discussions took place sporadically and lacked a common thread
• The departure often came as a surprise

There was no clear strategy that linked employee development to the organization's goals.

We started with recruitment and then worked on improving the quality of our HR processes:

• Use personality profiles to ensure that new hires align with the company culture and the job profile
• Redesigning Recruitment, Onboarding, and Offboarding
• Establishing a series of discussions that focus on the employee, his or her development, and his or her contribution to the organization's goals

Managers conduct these conversations themselves. No forms involved—just a rhythm that fits the work.

The number of mismatches declined, and employee retention increased:

• 95% of new hires are still employed after their first year
• Average length of employment: five years
• Replacement demand back to 5%

In addition, employees are paying more attention to their own development and to their contribution to the organization.

The discussion cycle runs independently. The focus shifts to development and advancement within the teams.