The TriFinance approach to HR, employment and leadership Professionals today are looking for support, not control. They like autonomy – and space. We know from experience that people work better and harder when they get more freedom and room for manoeuvre.

1. As we see it, no company has ever failed
just because an employee left
26 mei 2014
1
“Why
employees
are more
important
than
customers”

2. “Why employees are more
important than customers”
The TriFinance approach to HR,
employment and leadership
26 mei 2014
Peter Van Oevelen, managing
director Belgium
2

3. 26 mei 2014
3

4. 26 mei 2014
4
Professionals today are looking for
support, not control.

5. 26 mei 2014
5
Professionals today are looking for
support, not control. They like
autonomy – and space.

6. Standardization is not what professionals
today are looking for.
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7. Standardization is not what professionals
today are looking for.
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We call these contemporary
knowledge workers our MeInc®
professionals.

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We’re quite certain that only
motivated employees can deliver
superior value to our customers.

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.

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In other words:

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In other words: we think we will
eventually serve our customers
best by offering them highly
motivated “MeInc®” professionals.

13. THIS HAS A BIG IMPACT ON
HOW WE APPROACH HR
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14. We believe in autonomy versus
management.
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15. We believe in autonomy versus
management.
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We have a flat organization.

16. We believe in autonomy versus
management.
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We have a flat organization. We
choose autonomy over
management.

17. We believe in autonomy versus
management.
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We know from experience that people work better and
harder when they get more freedom and room for
manoeuver.
We have a flat organization. We
choose autonomy over
management.

18. Our teams self organise around projects
that they find interesting.
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.

19. Our teams self organise around projects
that they find interesting.
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Our teams self organise around
projects that they find interesting.

20. Our teams self organise around projects
that they find interesting.
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This fits the complex challenges our clients face today,
which require creativity and flexibility to solve.
Our teams self organise around
projects that they find interesting.

21. It also means we have no HR department.
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.

22. It also means we have no HR department.
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We have no HR department.

23. It also means we have no HR department.
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HR is too important to delegate to a department.
We have no HR department.

24. It also means we have no HR department.
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HR is too important to delegate to a department. HR
departments can lead to standardized “HR policies”,
which is not what we want to offer.
We have no HR department.

25. We find it strange when other companies
impose a “no e-mail after 7 PM” rule.
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26. We find it strange when other companies
impose a “no e-mail after 7 PM” rule.
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We find it strange when other
companies impose a “no e-mail
after 7 PM” rule.

27. We find it strange when other companies
impose a “no e-mail after 7 PM” rule.
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First, because we don’t believe in imposing company
wide rules.
We find it strange when other
companies impose a “no e-mail
after 7 PM” rule.

28. We find it strange when other companies
impose a “no e-mail after 7 PM” rule.
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First, because we don’t believe in imposing company
wide rules. Second, because we think it’s more
important to manage people the right way.
We find it strange when other
companies impose a “no e-mail
after 7 PM” rule.

29. “ISN’T THAT A RECIPE FOR
BURNOUT?”
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30. We hope not. (And we really don’t think
so).
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31. We hope not. (And we really don’t think
so).
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We hope not.
(And we really don’t think so).

32. We hope not. (And we really don’t think
so).
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Burnout is a real problem, and should not be treated
lightly.
We hope not.
(And we really don’t think so).

33. We hope not. (And we really don’t think
so).
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33
Burnout is a real problem, and should not be treated
lightly. But we think that offering interesting work is the
first step to prevent burnout.
We hope not.
(And we really don’t think so).

34. BUT WAIT, THERE’S MORE.
26 mei 2014
34

35. As we see it, no company has ever failed
just because an employee left
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36. As we see it, no company has ever failed
just because an employee left
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36
Contrary to most consultancy firms,
we don’t have a retention policy.
In fact, we have a non-retention
policy.

37. As we see it, no company has ever failed
just because an employee left
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37
Contrary to most consultancy firms,
we don’t have a retention policy.
In fact, we have a non-retention
policy.

38. We want to be a career accelerator and a
destination finder.
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39. We want to be a career accelerator and a
destination finder.
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If people need to take the next step
in their career, we think they should.

40. We want to be a career accelerator and a
destination finder.
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If people need to take the next step
in their career, we think they should.
We want to be a career accelerator
and a destination finder.

41. We want to be a career accelerator and a
destination finder.
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If people need to take the next step
in their career, we think they should.
We want to be a career accelerator
and a destination finder. This can be
at TriFinance, but also at a client or
a competitor.

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Last year, 30 % of our consultants
left us.

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Last year, 30 % of our consultants
left us.
Other companies feel this is a problem.

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Other companies feel this is a problem. For us, it’s a
consequence of our vision.
Last year, 30 % of our consultants
left us.

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Other companies feel this is a problem. For us, it’s a
consequence of our vision. But as long as people work
at TriFinance, we want to give them projects that they
are passionate about.
Last year, 30 % of our consultants
left us.

47. It means that personal growth is a priority.
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48. It means that personal growth is a priority.
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This, in turn, means that personal
growth of our people is a priority.

49. It means that personal growth is a priority.
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We can only keep our people as long as we give
them exciting projects
This, in turn, means that personal
growth of our people is a priority.

50. It means that personal growth is a priority.
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We can only keep our people as long as we give
them exciting projects – so that they can learn
and grow to be better professionals.
This, in turn, means that personal
growth of our people is a priority.

51. “HOW CAN PEOPLE ADVANCE
IF THEY CAN’T CLIMB THE
MANAGEMENT LADDER?”
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We feel that sometimes, people climb
the “management ladder” for the
wrong reasons.

54. Sometimes people would prefer to
develop their expertise.
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55. Sometimes people would prefer to
develop their expertise.
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What we offer is the chance to grow, to
learn and to follow your passion,
everyday.

56. Sometimes people would prefer to
develop their expertise.
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What we offer is the chance to grow,
to learn and to follow your passion,
everyday. We don’t measure your
worth by counting the number of
people you supervise.

57. So we give them ticker tape parades.
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58. So we give them ticker tape parades.
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TriFinance experts are highly sought
after, both internally and externally.

59. So we give them ticker tape parades.
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TriFinance experts are highly sought
after, both internally and externally.
This gives them the validation that they
are on the right track, and that they’re
making the right choices.

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Thanks for reading. Do check out our
TriFinance blog.

61. 26 mei 2014
61
Thanks for reading. Do check out our
TriFinance blog.
Please follow us on LinkedIn for
updates & job opportunities!