HR & Culture
Insights and strategies to foster engagement, innovation, and workplace well-being.
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Impact sur l'apprentissage
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3 tensions HR and the business need to resolve around AI
AI adoption is changing how organizations work. Explore three key tensions HR and L&D leaders face when building AI capabilities and enabling lasting change.
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EY, KPMG, and PwC are all betting on the same capabilities this year
EY, KPMG, and PwC are investing in human skills alongside AI. Discover what this means for HR and L&D and how organisations can prepare managers for AI adoption.
Le guide du People Leader pour créer des équipes résilientes
Ce guide décrit des stratégies pratiques pour renforcer la résilience tant au niveau individuel qu'au niveau de l'équipe, garantissant ainsi le succès et le bien-être à long terme.
Tout en
Impact sur l'apprentissage
3 tensions HR and the business need to resolve around AI
AI adoption is changing how organizations work. Explore three key tensions HR and L&D leaders face when building AI capabilities and enabling lasting change.
EY, KPMG, and PwC are all betting on the same capabilities this year
EY, KPMG, and PwC are investing in human skills alongside AI. Discover what this means for HR and L&D and how organisations can prepare managers for AI adoption.
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Inside the AI boomerang: Ford's costly rehires vs. Ikea's reskilling bet
Companies are rehiring roles they cut for AI, while Ikea shows how reskilling can turn AI-driven change into an opportunity.
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Your salary is about to become a lot less private. Are your managers ready for that conversation?
The EU Pay Transparency Directive is reshaping performance reviews. In this article, Raymond Lansheuvel, Lepaya’s Head of Benelux, reveals how managers can prepare for pay conversations with confidence.
Jeroen Kraaijenbrink: How organizations can overcome the honesty gap
Senior leadership and boardroom teams invest heavily in commercial strategies to win market shares. Yet the most important and honest information driving strategy circulates in teams underneath, never making it to the table where decisions are made.Jeroen Kraaijenbrink, Executive Coach and Strategy Consultant at Kraaijenbrink Advisory, has spent years working on what he calls the honesty gap. We sat down with him to understand what the honesty gap actually is, where it lives in organizations, and why fixing it requires a leadership shift.How do you define the honesty gap?There's a narrow definition and a broad one. The broad one is: we have created organizations and systems where it's barely possible to be honest to yourself, about yourself, and honest to other people.Honesty isn't just lying. It's integrity, being authentically connected to other people and being aware of your own emotions and your own biases.The honesty gap, in a narrow sense, is the fact that truth and information don’t travel vertically upwards in a company. It's often hard to speak openly to your manager because it’s become rational not to. Many people have the experience: 'I've tried it once but then I was punished for it, or was ignored, so let it be, never mind.' That's the fascinating part: it's not good for people, it's not good for organizations and yet we somehow keep this system intact.Is it less about individual dishonesty and more about a collective culture?A lot of the most important information going through your company is between people and in conversations. You need to find a way to have an honest conversation, where the things that matter get on the meeting table, not just in the informal circuit. And I think that's pretty rare.A more systematic definition is that we're not using the collective intelligence of a company enough. We can radically improve it because we’ve made it rational to hide the truth and to keep things to yourself. A lot of it may not be intentional, but the very fact that someone is in a position above you automatically creates this tension: 'What do I show? What don't I show? Because my next performance appraisal is coming up.'Where does the honesty gap typically show up first, and who owns the problem?It starts with leaders. Solving it needs one leader at the top, the CEO at least, being open and reflective enough to admit that there is an honesty gap and that they are part of it. That's the self-reflection you need for any improvement and any change. Like in coaching: you need to be aware that there is stuff to improve. You don't need to be a perfect leader, but you need to be open enough to admit that there is an issue.You talk about the 'persona trap', what is that?You're stuck in a persona where you perform in a certain way within your company. You have a role, a position, a reputation, and that locks you into specific behaviors. The worse the match between who you are as a person and how you need to show up in your organization, the more inner conflict that’s created. Especially at the top, it’s a problem for many executives. They're supposed to be the people who know it all and be decisive. While if you're honest, you don't necessarily know everything, you’re uncertain and have anxieties.The inner core of the honesty gap is breaking the performance, breaking the acting you feel you must do. If you've put yourself in a role of being the strong, decisive, number-oriented leader, that's how you have to behave. But most people don't feel very comfortable in that kind of role because it's not who they are.Can you fix the honesty gap through individual coaching alone or does the system have to change?Part of it is a personal change, part of it is a system change. You can be on your own and be very authentic, but if the system doesn't change at all, you’ll struggle to break the honesty gap.What you need to do is work on the people, the culture, and the system. Ideally that has to include the top, because otherwise it stays at the level of the person being coached. If it's a team lead or a mid-manager, that person can partly create an island in the organization, a safe space for their team and their department. But still, the appraisal systems, objectives, and culture are company-wide. Why is this so hard to shift, even when leaders recognize the problem?We have normalized this idea that you have to be strategic in what you tell and what you show. You have to show up in a certain role at work. It's also the result of how we have separated work from life, which is a very unnatural thing. It's from the industrial age, because for any other species, work is life. But now there’s a split between work, with all the routines in companies, and then your private life. There's just one you, you're the same person at home as you are at work. The good news is that the honesty gap can be closed. While many companies have unintentionally created environments where people hesitate to speak openly, organizations prioritizing trust, authenticity, and psychological safety can unlock a competitive advantage. When employees feel safe to share concerns, ideas, and perspectives, collective intelligence grows, decision-making improves, and stronger relationships emerge across every level of the business.
Stratégies de rétention efficaces : Ce que les meilleurs éléments veulent vraiment en 2025
Découvrez pourquoi la rétention ne consiste pas à garder tout le monde, mais à garder les bonnes personnes. Apprenez les stratégies centrées sur l'humain de Jennifer McClure pour retenir les meilleurs talents grâce à la clarté, la croissance et un leadership intentionnel.
Le guide du People Leader pour créer des équipes résilientes
Ce guide décrit des stratégies pratiques pour renforcer la résilience tant au niveau individuel qu'au niveau de l'équipe, garantissant ainsi le succès et le bien-être à long terme.
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