I have caused sadness too, but I have grown from it!

Does the Boss Only Pretend to Work Hard?

🔥 𝐓𝐡𝐞 𝐑𝐞𝐚𝐥 𝐇𝐞𝐫𝐨𝐞𝐬 𝐨𝐟 𝐭𝐡𝐞 𝐖𝐨𝐫𝐥𝐝 𝐂𝐡𝐚𝐦𝐩𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬 – 𝐚𝐧𝐝 𝐘𝐨𝐮𝐫 𝐂𝐨𝐦𝐩𝐚𝐧𝐲 🎿🏆

The Hidden Cost of Cheap Flexible Labor: '2025 Could Be a Turning Point' Culture isn’t just a side note; it’s the cornerstone of your organization’s success. Over the years, I’ve written extensively on this topic. Culture determines whether your people stay, grow, and shine—or leave disillusioned. A strong culture attracts talent, while a toxic culture guarantees failure. Leadership bears responsibility here. If you don’t set the right example, you’re building on quicksand—and we all know how that ends. Examining Customer Relationships There’s another type of culture at play: the culture you build in your relationships with customers. Take care of your people, and they’ll take care of your customers. But what happens when customers don’t treat you well in return? This is a pressing issue in the flexible labor industry. Margins are under intense pressure, and the cost of flexible labor has risen significantly due to government policies. Efforts are being made to make flexible work less attractive, yet we know it remains immensely popular among workers themselves. Especially in the Netherlands, flexible work often serves as a stepping stone to permanent positions, providing vital opportunities for those eager to join the workforce. Flex as an Engine for Growth What many companies fail to realize is that flexible labor can be a powerful engine for growth and development. Staffing and recruitment organizations are increasingly focusing on development programs combined with on-the-job learning. This combination offers a unique opportunity to reduce labor market mismatches and better prepare workers for the future. In an article for Het Financieele Dagblad (FD), I argued that flexible labor not only provides freedom for workers but also contributes to the success of organizations that recognize its value. Structural Shortages Demand a New Approach We’re in an era of structural labor shortages. Recent figures show that there are still 44 vacancies per 1,000 jobs in the Netherlands, with extremes in sectors like construction where tension remains sky-high. Finding and retaining talent is already challenging. People are not commodities to be procured at the lowest price. The notion that you can buy “volume labor” at bargain rates is not just outdated—it’s destructive. If this continues, I predict a major turning point in 2025. Agencies will start choosing their clients, and companies will face stagnation because they can no longer find suppliers. The Real Problem: Losing Money on Clients What many businesses don’t realize is that flexible labor providers often lose money on clients—not because they’re doing a poor job, but because they go to great lengths to honor their commitments. They overdeliver, often at the expense of their own margins. This isn’t a plea for pity for staffing or recruitment agencies; far from it. The real issue is this: these agencies, with their knowledge, experience, and capabilities, could do so much more for candidates if given a little breathing room. There’s vast potential to address labor market mismatches more effectively. Mutual Respect as the Key to Success Healthy collaboration requires mutual respect. Beyond procurement departments, HR, operations, and executive leadership should have a seat at the pricing table. In the end, a strong partnership benefits not just agencies but candidates and the long-term success of your organization. My call to action is simple: look beyond spreadsheets and short-term discounts. Partnerships are about building, not breaking down. Only together can we ensure that, even in a tight labor market, we place the right people in the right roles. 

Five Reflections on Leadership & Culture 2024 What a year 2024! I am grateful for so many beautiful moments, inspiring conversations, and valuable insights I’ve gained. In my articles, columns for MT/Sprout, and interviews, I often reflected on themes essential to me: leadership, culture, and the importance of genuinely being there for one another within an organization. Today, I’m sharing five reflections based on some of my quotes from 2024 – I hope they inspire you too! 1. “Culture is not what you say, but what you do.” We can speak eloquently about culture, but the real power lies in what we do every day. Culture thrives in the decisions we make, how we treat one another, and how we tackle challenges. It’s the daily interactions that shape culture – not words, but actions. 2. “Good leadership is daring to let go.” Leadership isn’t just about directing but also about creating space – space for people to grow, make mistakes, and find their own paths. Trusting your team and allowing them to experiment often leads to the most valuable insights. Leaders who act as facilitators and coaches rather than just directors foster a culture of learning and development. Leadership is about setting aside your ego and trusting in the potential of your people. 3. “A compliment is free but priceless.” In the hustle and bustle of daily work, we often overlook the impact of small gestures of appreciation. A compliment, a genuine "thank you," or pausing to acknowledge someone’s efforts can make a big difference. Leadership isn’t always about grand gestures – sometimes it’s the small things that energize people to keep going. If we want people to work with passion and joy, we must regularly let them know they are valued. 4. “The power of curiosity.” Curiosity is crucial not only for finding new ideas but also for maintaining a healthy dynamic in leadership. Leaders who remain curious can embrace different perspectives and let go of entrenched thinking. Curious leaders focus not only on the solution but also on the questions that drive progress. When you’re curious, you encourage growth not only for yourself but also for your team. 5. “Laugh together, win together.” Leadership isn’t just about achieving goals; it’s about the journey. Too often, we forget the importance of joy in our work. Laughing together, helping one another, and sharing both good and challenging moments lighten the load and strengthen team dynamics. Leadership should be more than efficiency and results – it’s about fostering a sense of connection, even in tough times. Because if it’s not enjoyable, you won’t sustain it! Looking Ahead to 2025 This past year has taught me so much about leadership and culture. Everything comes down to the choices we make daily. I wish you a new year full of beautiful opportunities, valuable lessons, meaningful connections, and exciting new adventures! Ineke

I am incredibly proud to be named among the 2024 Staffing 100 Europe by Staffing Industry Analysts (SIA) 🙏 It is a privilege to be part of a community of European staffing leaders who are pushing the boundaries and shaping the future of work! A huge thank to SIA and Bullhorn Inc. for supporting this initiative, and congratulations to all the incredible professionals on this year’s list! 🙌 Read more about the 2024 Staffing 100 Europe and the profiles of all honorees : https://lnkd.in/e8e6Uq2a https://lnkd.in/eAvG8YwP

3 December 2024, 2.5 minutes – MT/Sprout Corporate culture It’s a question I’m often asked: “Ineke, you’re running a growing company; how do you ensure it doesn’t turn into a corporate?” It’s a fair question because the term corporate evokes a range of reactions—both positive and negative. For some, it represents the ultimate workplace: a professional, structured environment offering security, stability, and clearly mapped-out career paths. For others, it’s a maze of bureaucracy where politics and power dominate, decisions drag on, and ideas fade away quickly. Having worked in diverse organisations—from small teams to large corporates—I’m well aware of the pitfalls. My simple answer is often: keep talking about it. Clearly articulate what you don’t want to become and what you do value, and do so sharply and consistently. As you grow quickly and hire more specialists, more people inevitably get involved in the decision-making process. I believe it’s essential to make deliberate choices during this growth. Give experts a greater voice in their areas of expertise. Don’t clutter management or leadership agendas with topics that are too specific for large-scale discussions. What’s fascinating is the stream of people leaving corporates to join startups—or even start their own businesses. Suddenly, they seem to embody entrepreneurship, shedding the corporate straightjacket and thriving in a small, agile environment. I often wonder: was this entrepreneurial spirit already within them? Or is it a reaction to the constraints they experienced in a large organisation? Discontent, ambition, or power? Some of these switchers may have been unhappy in a corporate all along. They couldn’t make an impact or realise their ideas because of all the layers and rules. For them, a startup is the perfect place to flourish. I understand this, and it’s excellent—especially for people who are innovative and creative, building exciting new businesses. But another group intrigues me even more: those who manage to carry their corporate power into the startup setting, creating an entirely new dynamic in the process. Because startups are small, people often tolerate more. A strong vision, almost autocratic decisions, or a dominant ego can be perceived as decisiveness in this context. But is that a healthy foundation? Or are you simply building a mini-corporate in a new guise? The culture question remains These transitions highlight that culture—whether corporate or startup—is not just about structure. It’s about people. Their motivations don’t change just because they’re in a boardroom or a coworking space. The real question isn’t whether you’re a corporate or a startup but what kind of culture you create and sustain. Do you give people room for creativity and entrepreneurship? Or do you inadvertently recreate the same dynamics you sought to leave behind? This requires reflection—and perhaps even the willingness to critically examine yourself.  What do you think: is it in our DNA, or is it a matter of environment?

🌟 Honored to be recognized for the second year in a row and now in the **2024 Global Power 150 Women in Staffing** by Staffing Industry Analysts This year, I’m one of only three women from the Netherlands on the list—a recognition I accept with great gratitude.

After 12 Years, It’s Time to Replace Every Manager, Director, or CEO