THANK YOU FOR SUBSCRIBING
Hrtech Outlook Weekly Brief
Be first to read the latest tech news, Industry Leader's Insights, and CIO interviews of medium and large enterprises exclusively from Hrtech Outlook
Mark van Bijsterveld, currently Chief People Officer at Solvay, a leading essential chemicals company in Brussels, Belgium, has significantly impacted the field of Human Resources through his extensive and varied career. Overseeing HR, Communications and Government and Public Affairs at Solvay, Bijsterveld’s leadership centres on integrating strategic people initiatives with broader organisational goals to foster growth and sustainable business practices.
Bijsterveld began his career in HR consulting with Deloitte, where he honed practical skills to complement his academic foundation. His trajectory continued across multiple industries, including roles at Orange Telecom, where he focused on Learning and Development and as an HR Business Partner at Microsoft, working primarily with sales divisions. Mark van Bijsterveld spent two decades at Royal Philips, leading global talent management initiatives and holding key HR roles across various divisions. Mark van Bijsterveld's experience in consulting, telecom, technology, and essential chemicals has positioned him as a thought leader in the field of HR, demonstrating the power of strategic HR leadership to drive people-centred growth and operational resilience.
In an interview with HR Tech Outlook, Bijsterveld outlines the significance of human factors for the organisation's sustainable growth and individuals' success.
The Critical Role of HR in Business Transformation
Recognising the human element is pivotal in our increasingly interconnected and technologically advanced world. Effective leadership is equally vital, highlighting the role of human resources in driving business performance and spearheading organisational transformation. Successfully leading a diverse global team begins with a well-defined HR function integrated into the company’s core operations. Ensuring HR has a strategic seat at the table is imperative to leveraging this position effectively. This approach necessitates a purposeful HR function and a people strategy that syncs with the organisation's broader objectives.
Effective execution depends on recognising the necessary skills to integrate various facets of our HR model seamlessly. This model encompasses global HR business partners, site HR teams, Centers of Expertise that formulate policies and spearhead global initiatives, and the HR service line that handles transactional elements. Together, these components interact cohesively.
Ultimately, a leader must firmly believe in the importance of the human factor within organisations. They need a clear strategic vision and must prioritise alignment with business goals. A leader serves as a conductor, ensuring that all elements of the HR function work together to fortify our overarching people strategy.
Building an Inclusive Future
The cornerstone of a thriving organisation lies in its work culture. Organisations must synchronise their values and objectives with the aspirations of their employees. This alignment, particularly critical when sustainability is at the forefront of our strategy, ensures our efforts transcend mere financial achievements and extend into our responsibilities toward society and the sustainability of our planet.
We actively seek employees whose personal values resonate with ours, as this alignment is integral to fulfilling our mission. The journey begins with a steadfast commitment to our company's core values and purpose. To cultivate a sense of belonging, we deploy a comprehensive strategy designed to build diverse teams and foster an inclusive workplace where everyone can flourish by being their authentic selves. We prioritise equitable representation and compensation and ensure a psychologically safe environment that encourages open discussions about successes and opportunities for improvement.
“We actively seek employees whose personal values resonate with ours, as this alignment is integral to fulfilling our mission. The journey begins with a steadfast commitment to our company's core values and purpose.”
Crucially, nurturing this culture demands continual attention and is an ongoing endeavour. An essential insight I have gained is that this duty extends beyond the HR department to encompass a collective commitment from all people managers. They are pivotal in guiding day-to-day employee performance, development and engagement. Collaborating closely with our people managers to enhance employee engagement and deepen a sense of belonging is vital to our success.
The Three Pillars of Effective People Management
We highlight three pivotal elements for people managers—lead, develop and inspire.
Leading entails establishing clear objectives and delineating roles and responsibilities to foster clarity within the team. This clarity empowers team members to comprehend their contributions effectively and recognise the markers of success, enabling us to celebrate achievements collectively.
The development of individuals and teams follows. It is essential for managers to identify potential, maintain an optimistic perspective, and challenge employees to expand their capabilities through mentoring and coaching. Recognising that each individual contributes uniquely to the team's success, promoting personal and collective growth is crucial.
Inspiration constitutes the third element. People managers are expected to act as exemplars, embodying our organisational culture through their daily actions and illustrating the standards of excellence. This authenticity fosters trust and inspires others by aligning with the ambition and purpose of our organisation. Engaging in dialogues about value fit and our contributions underscores our commitment to remaining a leader in the essential chemicals market. With a long-term outlook, we ensure that sustainability continues to be central to our endeavours, steering us towards impactful progress.
Principles for Young Professionals
Focus is essential. In a world brimming with potential tasks, it is far more effective to make substantial progress in a few key areas rather than to skim the surface of many. This focused approach drives impactful results and fosters a sense of pride when reflecting on the tangible contributions made in each role.
Be agile. Life and work do not always adhere to a predictable script. From the COVID crisis to the energy challenges in Europe and escalating geopolitical tensions, the world is becoming increasingly volatile. This adaptability is crucial, extending beyond the business sphere to include personal growth.
Finally, maintain the right balance between collaboration and ownership. Sustainable success is cultivated as a team; it’s not merely about individual achievements but collective victories. Simultaneously, take responsibility for your contributions and be proactive, even beyond your immediate role. I particularly value young professionals who take ownership of their careers and the team’s overall success.
Read Also
