Bunchmark https://bunchmark.com/en/ Tue, 26 May 2026 09:26:07 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.1 https://bunchmark.com/wp-content/uploads/2022/10/favicon.png Bunchmark https://bunchmark.com/en/ 32 32 The leader as a secure base https://bunchmark.com/en/the-leader-as-a-secure-base/ Thu, 26 Mar 2026 08:02:31 +0000 https://bunchmark.com/the-leader-as-a-secure-base/ Blog Good leadership in change is a balancing act: being clear and listening, staying on course and being open, thinking and just doing. Organizations rarely stand still. They can’t, because markets shift, technology accelerates and internal transformations follow each other ever faster. In this dynamic, leaders are asked not only to give direction, but also […]

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The leader as a secure base

Blog

Good leadership in change is a balancing act: being clear and listening, staying on course and being open, thinking and just doing.

Organizations rarely stand still. They can’t, because markets shift, technology accelerates and internal transformations follow each other ever faster. In this dynamic, leaders are asked not only to give direction, but also to provide support.

At Bunchmark, we look at leadership as a combination of firmness and connection. An approach that ties in strongly with the principles of Secure Base Leadership: a leader feels like a safe base from which people dare to move. Especially in times of change, this combination is a prerequisite for keeping employees on board and allowing them to shine.

You can read what we mean by that in this article.

1. The leader as a secure base

A “secure base” is someone with whom you dare to move. Someone who provides security, not by controlling everything, but by remaining present where things get exciting. In an organization, that is “the leader. That may sound soft, but the opposite is true. A leader who acts as a safe base actually requires more: more clarity, more presence, more awareness of one’s own behavior. Less fleeing into crowds or making decisions to avoid uncertainty.

So security begins with clarity. Not only about what is changing, but especially about why it is necessary, what that means in concrete terms for behavior and cooperation, and what else you ask of people. Leaders who remain vague create unrest. Leaders who only focus on results without providing context create resistance.

“In a leadership session of an organization in the sustainability sector, the team worked together on a clear dot. They realized it was about attracting different types of assignments. The CEO mentioned that this also meant they would start saying ‘no’ and how difficult he already found that himself. An open conversation ensued and the assignment did not become easier, but it did become clearer.”

2. Resistance is not a problem to solve

In many organizations, resistance is treated as disruption: something to be managed, circumvented or pushed away. From our perspective, resistance is actually a signal of commitment. People resist because it matters to them. Because they have something to lose, or because they see something their manager may not have seen yet.

Effective leadership here requires actively making room for concerns, questions and doubts. Not as a capstone, but as part of the process. Seek out the resistance rather than trying to remove that feeling; listen without trying to solve it immediately.

This requires a shift in the core: from managing behavior to understanding underlying dynamics. A leader who remains curious in the face of resistance increases support and the quality of decision-making. Moreover, this allows you to stay on course, even if not everyone wants to go along.

“Within an IT organization, an executive received a fire letter from the team about the impact of the transformation. In it were specific things that were going wrong. With all good intentions, this executive went to fix content. Unfortunately, this had an undesired effect. The team did not feel heard. They wanted to engage in conversation and share what in their eyes was not being seen.”

3. Change affects all levels simultaneously

One of the most underestimated challenges for leaders in change is that they must constantly switch between levels. Not either strategic or human, but always both. And then also knowing when which level requires attention.

That means switching between the strategic whole, the team dynamic and the individual employee. Single-minded focus undermines the whole. A leader who directs only on results loses people. A leader who focuses only on well-being loses direction. In short, as a leader within change, tightrope walking is a requirement.

“A commercial director in professional services kept talking to her sales team about how she felt and how they were doing and that it was a tough new assignment after all. Very helpful you might say, the team felt seen. However, they were not encouraged to take responsibility in the change, bordered on what could no longer be done.”

4. What does it ask of you as a leader?

Change does something to teams. But just as much with the leader himself. Especially under pressure, patterns emerge that normally remain hidden: the urge to fill gaps, avoid tension, or want to solve quickly what actually takes time.

The trick is to stay in place, just when the pressure is on. Not wanting to solve everything, not filling every silence. Not removing all tension. That’s where maturity emerges in a team.

The same goes for distributing responsibility. Strong leadership means monitoring direction and frameworks yourself, while leaving ownership where it belongs: with the team and the individual. Taking over weakens, but distancing without involvement destabilizes. The balance lies in making roles and expectations explicit.

“I have to sit on my hands like this,” a director said to me the other day. “I had wanted to do it myself ten times, but I know by now that there’s little point if I keep plugging the holes. Sometimes I have to blow off steam and share it with someone outside the organization. That gives me air and this allows me to endure the delays. I keep focusing on the small steps the teams are taking.”

5. Change is carried, not imposed

Good leadership in change is actually a balancing act: being clear and listening, staying on course and being open, thinking and doing. Not as loose tricks, but as something you see reflected in how someone behaves on a daily basis.

The best leaders are a kind of home base for their team. A place where people feel safe, but are also challenged to get moving. Not by tightly directing everything, but by simply being there at the moments when things get exciting. That is the difference between change that happens to people, and change that they themselves believe in.

“The CEO of a family business threw on the table in the MT meeting: I’m working so hard and I’m getting stuck because I don’t know how to get it moving anymore…It became the start of open conversation and everyone’s responsibility was immediately turned on.”

Easier said than done. Absolutely. Leadership is not a talent, or something you sense. It’s a trade. And a profession has to be learned. Especially in times of change, it becomes apparent whether leaders are able to consciously and consistently shape that practice. Bunchmark helps organizations enable that from leadership vision to concrete development programs.

Do you recognize this in your organization? We’d love to talk with you about what effective leadership requires in your specific context. Contact.

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]]> Organizational setup https://bunchmark.com/en/organizational-setup/ Mon, 02 Feb 2026 08:50:46 +0000 https://bunchmark.com/organizational-setup/ Blog Waarom groei vaak eerst vraagt om een stap terug. Veel organisaties herkennen dit moment: de groei zit erin, het werk neemt toe, mensen zijn loyaal en betrokken. En ergens onderweg zijn rollen vervaagd. Sommige medewerkers zijn “een beetje van alles” geworden. Dat werkte ooit prima, of dat leek zo, maar begint nu te knellen. […]

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Organizational setup

Blog

Why growth often requires stepping back first.

Many organizations recognize this moment: growth is in place, work is increasing, people are loyal and engaged. And somewhere along the way, roles have blurred. Some employees have become “a little bit of everything.” That once worked fine, or seemed so, but now begins to pinch.

In growth, you often see knowledge carriers remaining in positions that no longer fit what the organization needs. From the best of intentions, customization is created: people are retained because of their experience, given additional tasks, or informally shifted to other departments.

The result?

  • Multiple people find something about the same problem.
  • Decision-making becomes diffuse.
  • When things get exciting, no one is “really of it.”
  • Operationally, a lot of energy goes into it; strategically, little gets off the ground.

On paper, everyone has a function, but in practice, management is messy. Who is whose? What do I get to decide on? And where should I pick something up from someone else? If those questions are not clear, you see that responsibilities are not taken, things remain unresolved or finger-pointing occurs.

The organization may even be temporarily paralyzed. Then we need a job center. Or don’t we?

Often this is when organizations say, “We want a job structure.” It makes sense, because transparent pay, fair advancement and clear roles require structure.

But here is an important fallacy: a job home is not a starting point, but an outcome.

Without a clear organizational structure, a job map is primarily a paper exercise. We regularly see organizations that ask: “Can you make an organizational chart for us?” And when we ask about decision-making and responsibilities, it often follows: “That is really too complicated for us … we have changed so much.”

There doesn’t necessarily have to be a tight schedule or “rake. But people MUST know:

  • What am I from?
  • Where am I not from
  • When do I decide for myself and when don’t I?

This first requires taking a step back: making explicit what has now become implicit.

Structure is never just “hard. The undercurrent counts.

Organizational design may seem like a rational exercise, but it never is just that. People are attached to their roles, their influence, their ways of working. It’s about old and new behaviors, about letting go, and sometimes mourning. What is often forgotten: detachment. Making clear what people are no longer doing. That’s at least as important as determining what someone does. At Bunchmark, we therefore believe that top stream (structure, roles, decision-making) and bottom stream (behavior, emotions, leadership) must go hand in hand. With respect for what was, and with clarity about what the organization needs now.

3 practical tips to get started today

1. Engage in the real conversation, at all levels.
Don’t just get management thinking, but get information out into the organization. Where does it get stuck? Where is energy being lost? There is often more wisdom in the group than thought.

2. Make explicit what people belong to (and no longer belong to).
Appoint responsibilities as well as boundaries. Disengagement is not a rejection of people, but a condition of clarity and ownership.

3. See organizational structure as a means, not an end.
Use structure to discuss inefficiencies, not to hide them behind job titles. A good job structure follows naturally when the basics are right.

Want to know more about how Bunchmark approaches organizational design and how we can help your organization move forward? Book an appointment with Natasja.

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]]> Five years of Bunchmark https://bunchmark.com/en/five-years-of-bunchmark/ Mon, 24 Nov 2025 13:37:06 +0000 https://bunchmark.com/five-years-of-bunchmark/ interviews All partners speaking. Five years of Bunchmark in six interviews: Just before the formation of the limited liability company, I, Marieke, joined as its first employee. The team then consisted of seven partners and myself, their “Bunch Officer. My role and our future was something we were going to figure out together. That a […]

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Five years of Bunchmark

interviews

All partners speaking.

Five years of Bunchmark in six interviews:

Just before the formation of the limited liability company, I, Marieke, joined as its first employee. The team then consisted of seven partners and myself, their “Bunch Officer. My role and our future was something we were going to figure out together. That a lot has changed in those five years is putting it mildly.

In my new position as a marketing and communications consultant, and as a voyeur of the first hour, it felt like my responsibility to look back with the partners. Separately, in the sneaky hope of uncovering some interesting discrepancies. Alas, I came home cold. Because although I wrote down six different stories, the gist of each interview was virtually the same:

Bunchmark was founded on the belief that we can make a real difference within organizations through customization and quality. The growth we have experienced has never felt forced, because growth in itself was never the goal. Helping more and more beautiful organizations, with a team we are very proud of and learn from every day, is.

In addition, I can conclude that all of Bunchmark’s founders are a little (or a lot) stubborn. Fortunately, because if they weren’t, Bunchmark would never have seen the light of day. Each and every one of them had quit their regular jobs some time ago to become self-employed; less dependent on the whims of an organization and with more freedom to set their own course. In this they have found each other. Because the same goes for all of them: together is better than alone.

There were prejudices and some skeptics here and there (including husbands) who did not always hide their opinions. Six women at the helm, without much experience in building and leading an organization . Gaat that right? Yes. The question “how then?” again came the same answer six times: by trusting each other, listening to each other and, yes, sometimes taking a long time to make decisions. Looking for compromises. In the beginning, perhaps too much.

I too see it: growth. Not only in the number of employees, clients and the amount of sandwiches consumed at lunch, but in professionalism, leadership, entrepreneurship and on a personal level. We are a real company, where for the partners the balance between client work and building Bunchmark always remains a challenge, but where they also consciously make room for the younger generation, new ideas and technology. An associate A.I..

As an employee of the first hour, I dare say that perhaps that is where the real strength of these six partners at the helm lies: no egos, but six women who enjoy their work and entrepreneurship. Not into playing the boss, but conveying their passion for the business. Taking a step back without difficulty when someone else deserves the space, and always open to new ideas. The biggest example of this remains my own emigration to France. I wanted to leave the Netherlands AND I wanted to continue working for Bunchmark. I’m sure at most organizations that wouldn’t even be negotiable. At Bunchmark, I was told: ‘Exciting, let’s see if it works!’ That was three years ago now. And óf it worked out.

When I have the partners look ahead five years, they are unanimous about Bunchmark: doubling the number of employees, lots of great clients and the agency you call for all your people, culture and structure issues.

To conclude my interview, I ask all the partners for a message to their co-founders. Not everyone keeps it dry – which in turn moves me immensely. I spoke with six women who do so much for each other that they sometimes forget to enjoy themselves. They wish each other more fun, the light-heartedness that makes work not feel like work. And I grant them that too: pleasure. Thus the circle is complete.

Let’s build a playground for all people to sparkle at work.

Het bericht Five years of Bunchmark verscheen eerst op Bunchmark.

]]> Reorganization and the Works Council https://bunchmark.com/en/reorganization-and-the-works-council/ Mon, 10 Nov 2025 13:56:03 +0000 https://bunchmark.com/reorganization-and-the-works-council/ Blog Involving your OR in a reorganization is an added value, not a “must. Involving your OR in a reorganization is an added value, not a “must. Reorganization is not something you do for fun. They are often stressful periods when management is under pressure and much more work is on the MT’s plates. And […]

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Reorganization and the Works Council

Blog

Involving your OR in a reorganization is an added value, not a “must.

Involving your OR in a reorganization is an added value, not a “must.

Reorganization is not something you do for fun. They are often stressful periods when management is under pressure and much more work is on the MT’s plates. And then you also have to deal with the works council (OR). An aspect that many organizations see as an inconvenient ‘must’. A pity, because it is precisely in this phase that the OR can play a crucial role. Not just because it is required by law, but because it is they who can help turn a difficult change into a careful process with a result that is supported. How? We have some tips for that after dozens of reorganizations!

The law is the law

Before you think getting your OR involved is optional, it’s not. The Works Councils Act (WOR) provides that the Works Council has the right to advise on important decisions made by the director. These include reorganizations, mergers, acquisitions and downsizing (Article 25 WOR).

That advisory right means three things:

  1. The Works Council must be informed of the plans in a timely manner.
  1. The director must formally ask the Works Council for its opinion before any decision is made.
  1. Only after the advice should the final decision be made, and if the director wants to deviate from it, it must be well justified.

The role of HR

In a reorganization, HR often finds itself exactly in the middle: between the strategic line of the director and the interests of employees, represented by the Works Council. This is not an easy position, but it is an important one!

As a bridge builder, you make sure both sides understand each other. On the board’s side, HR helps translate policy into daily reality and the impact on people and processes. On the OR side, HR provides transparency, context and honest dialogue. Stand beside the OR, take them seriously and make sure the board does the same.

Three tips

  1. Give the OR a fair chance

We often see it with clients: the management thinks that the Works Council “doesn’t get it anyway,” and decides not to tell them everything or only inform them via e-mail. In doing so, you do the OR a disservice. And yourself as well. A well-informed OR can ask valuable questions and help think of better solutions.

Stand next to the OR, not across from them. Take the time to answer questions and really listen to their concerns or feedback. This creates trust and prevents the conversation from becoming bogged down in distrust.

  1. Invest in a strong and representative OR

In some organizations it is difficult to find people for the Works Council. The spots remain empty or are filled by employees who mainly represent the “no voice.” A well-functioning OR requires engaged people who represent the entire organization, not just those opposed to change.

HR can actively support this: help with recruitment, make elections attractive, and offer guidance and training. A trained OR that knows what its role is becomes a discussion partner rather than an adversary.

  1. Take concerns seriously, both ways.

HR may expect the OR to look into the organizational interest, but may also name when they fall short in knowledge or capacity. Openness works both ways. By having those conversations, professionalism grows on both sides.

Encourage a culture in which management and OR take each other seriously, even when things chafe. A strong Works Council is not difficult; it is a sign of a healthy organization.

Want to learn more about reorganizations and how Bunchmark can support you in the process? Check out this page.

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]]> The drive of nonprofit organizations https://bunchmark.com/en/the-drive-of-nonprofit-organizations/ Thu, 28 Aug 2025 13:18:56 +0000 https://bunchmark.com/the-drive-of-nonprofit-organizations/ BLOG Drive; thethe power and sometimes pitfall of nonprofit organizations. Drive; the strength and sometimes pitfall of nonprofit organizations. From every client we work for we learn something, the backpack goes back fuller with lessons we can use with other clients. That’s one of the things that makes our profession so much fun. In recent […]

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The drive of nonprofit organizations

BLOG

Drive; thethe power and sometimes pitfall of nonprofit organizations.

Drive; the strength and sometimes pitfall of nonprofit organizations.

From every client we work for we learn something, the backpack goes back fuller with lessons we can use with other clients. That’s one of the things that makes our profession so much fun.

In recent years, non-profit organizations (impact organizations) have taken an increasingly prominent role in our client base. Piece by piece assignments that we grab with both hands; because of the passion of employees and because we know; that backpack is going to be full. And meanwhile, working with non-profits is familiar territory. We know the complexity of non-profit organizations and the challenges they face. They really are substantially different from commercial organizations.

Challenges

Nonprofit organizations have a great common denominator; nowhere else will you find people who are so mission-driven and work extremely hard for what they believe in. This is contagious, and it also creates complex dynamics, where passion for the mission can clash with a need for business and efficiency for healthy operations. In today’s times, non-profits often have it anything but easy. Dependence on grants, volunteers, partners and donors creates more uncertainty and demands agility and flexibility from nonprofit organizations. That balance between idealism and what agility requires is tricky, and it’s not surprising that we’re increasingly called in to help with that as an external partner.

What did we learn

In this blog, we share some of the insights we gathered in that backpack. Topics that I am sure other organizations also recognize to a greater or lesser extent.

  • The power and sometimes pitfall of mission-driven work

Nonprofit organizations often run on a strong shared mission and people’s activist passion. This produces tremendous engagement, collegiality and connection. People feel more than colleagues, almost comrades in arms. At the same time, it makes it difficult to make business choices or to set boundaries. Another factor is that commercial methods are often seen as incompatible with the social mission. The trick is not to see mission and business as opposites, but rather as reinforcing. Only by taking both seriously will the organization remain vital and viable.

  • Pressure and uncertainty in the industry

Many nonprofit organizations are under pressure due to declining subsidies and the search for new revenue models. This brings unrest and worry to employees. If I can’t work here, where can I work? This calls for creativity, new forms of organization and discussing what is really needed to remain future-proof. As an organization and as an employee.

  • Underexposed role of HR and organizational development

Because every euro prefers to go to the mission, there is often little investment in “overhead. And rightly so. HR and organizational development are often lightly designed as a result. This is understandable, and it makes it harder to deal with complex issues. Whether that’s about change, culture, leadership, or compensation policy. It is precisely a focused HR approach that can help identify tensions, give direction, and allow the organization to grow sustainably.

The Bunchmark approach

Nonprofit organizations are close to our hearts. We have enormous respect for everyone who works for a higher cause, and if we can contribute to it, we do so with passion and dedication. This is why we devote volunteer time ourselves to the HR support of Refugee Talent Hub. From our value of “start with us,” we always work from what is already there and know how to quickly grasp existing dynamics. We are not an elephant in a china shop, but we know how to bring the necessary matter-of-factness and clarity.

This is how we make nonprofit organizations stronger, more independent and stable. The stronger the organization, the greater the positive impact it can make on the world. And we need that badly. Perhaps even harder than ever!

They went before you
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]]> The wage gap; explained. https://bunchmark.com/en/the-wage-gap-explained/ Mon, 07 Jul 2025 09:16:02 +0000 https://bunchmark.com/the-wage-gap-explained/ What about We know; measuring is knowing. The wage gap: explained. We know: measuring is knowing. Calculate for yourself how (un)equal it is with you. We write about it regularly: the gender pay gap. The topic has been on the HR agenda for years, and from 2027 it will be mandatory reporting. The Netherlands currently […]

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The wage gap; explained.

What about

We know; measuring is knowing.

The wage gap: explained.

We know: measuring is knowing. Calculate for yourself how (un)equal it is with you.

We write about it regularly: the gender pay gap. The topic has been on the HR agenda for years, and from 2027 it will be mandatory reporting. The Netherlands currently ranks 14th in Europe in the Gender Gap Index. Only in Luxembourg do women earn more than men, in Belgium the pay gap is very small, in Austria very large.

We believe it starts with measuring and understanding how to calculate the wage gap within your organization. So that you can then compare it: with other organizations, countries and industries and track: do you see an improvement over last year, for example.

In three simple steps, we’ll show you how to calculate the wage gap and what we often notice. These aren’t complicated mathematical models – but they do give you a sharp look at what’s really going on.

Step 1: What salary do employees actually receive in their accounts?

(Average monthly salary women ÷ average monthly salary men) × 100%

Start with the bare figures: the average gross monthly salary of men versus that of women. Without adjustment for part-time.

Why? Because this difference is a good starting point and often confronting.

A fictional example:

  • Average salary for women: €2,800
  • Average salary for men: €3,500
    → Women earn 80% of what men earn → wage gap = 20%

In the Netherlands, this difference is large, at 32% (CBS, 2024).

In practice, we see that this first step triggers a lot from our clients. From denial (“But this says nothing, women often work part-time here”) to discomfort (“Do we really want this, that men receive so much more salary every month?”).

Step 2: What do employees earn taking into account their contract length?

(Average FTE salary women ÷ average FTE salary men) × 100%

To compare more fairly, convert salaries to full-time (FTE) levels. That way, you can see whether men and women with similar efforts are similarly rewarded.

A fictional example:

  • Women (fte): €3,700
  • Men (fte): €4,300
    → Women earn 86% of what men earn → wage gap = 14%

CBS figures show: the adjusted difference in the Netherlands is 10.5%.

This step takes out the part-time effect. Often it then turns out that the wage gap is smaller – but still present. And then I often hear the statement, “Women are mostly in support positions here, the high-paying positions are more for men.” Understandable, but then the question is: Is that a coincidence? Or does this have a cause you can do something about?

Step 3: What do men and women earn in comparable work.

You can make the fairest comparison by looking at men and women within the same jobs, job groups or pay scales. That way you can see if there are pay differences for equal work.

Pay close attention to grading, advancement opportunities and job distribution. I regularly see that men are more easily scaled up or negotiate their salaries more. Or that women routinely end up in lower scales.

An example of a fictitious scale 7:

  • Women: €4,100
  • Men: €4,450
    → Women earn 92% of what men earn → wage gap = 8%

The CBS figures from 2022 show (unfortunately, there are no more recent figures yet):

  • Business: 6.9% difference
  • Government: 1.8% difference

This is the figure the reports will be all about: the adjusted wage gap. When it is >than 5% you will have to explain it from 2026.

Causes of these differences by industry

We work in many different industries and therefore see it with our own eyes. In some company jobs, there are hardly any differences between the salaries of men and women. And in other companies, on the contrary, we see large differences. The explanation is a bundle of causes: in an industry with a regulated pay structure or tight collective bargaining agreement, we see lower differences (education and government). Factors such as part-time work, limited advancement opportunities and whether an industry is traditionally male or female also often contribute to the explanation.

Worthwhile

In the end, it is very simple: Equal work deserves equal pay.

Organizations committed to equality reap the benefits. They attract – and retain – talent. They build trust. They create a culture where people thrive because they know they will be treated fairly.

Closing the wage gap is not a bonus. It is a prerequisite for sustainable growth. For well-being. For ensuring that it works.

Want to know more about the upcoming legislation around equal pay reporting? Take a look at our factsheet. If you need help calculating the pay gap or setting up a clear job structure to explain differences, contact Irene (@bunchmark.com).

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]]> People. Culture. Structure. https://bunchmark.com/en/people-culture-structure/ Mon, 30 Jun 2025 09:06:10 +0000 https://bunchmark.com/people-culture-structure/ Blog From human resources to three strategic pillars. From HR consultant to strategic partner; People. Culture. Structure.     From human resources to human capital, from HR operations to people & culture or even People Experience. The name of our field has been in flux for some time. And that makes sense, because the content […]

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People. Culture. Structure.

Blog

From human resources to three strategic pillars.

From HR consultant to strategic partner; People. Culture. Structure.  

 

From human resources to human capital, from HR operations to people & culture or even People Experience. The name of our field has been in flux for some time. And that makes sense, because the content is also constantly evolving.  

What once began as PZ became HR. Meanwhile, the term People & Culture on. Rightly so, because “human resources” suggests that people are merely resources. While in fact the human side, what happens between people, how culture is formed, is becoming increasingly important.  

At Bunchmark, we strongly believe in this. As an interim and consultancy firm, we help organizations build on three pillars: people, culture and structure. Because in addition to attention to people and culture, the structure of the organization is also essential. Think of a clear job structure, a fair remuneration policy and clear frameworks.  

When these three pillars reinforce each other, real movement is created. Not separate parts, but a cohesive whole that provides the foundation for sustainable growth, inclusiveness and impact. This is how work becomes more fun. And get a lot done, together. 

And yes, we still often use the term HR – old habits are stubborn, and it remains a recognizable concept. But that the profession is in transition is beyond question.  

 

People: more than attracting talent 

By “People” we mean: learning to work with people in such a way that they contribute to ever better results. We focus on developing (personal) leadership, at all levels in an organization. For example in the form of our First Time Manager Track; in which we give starting managers the right tools to lead effectively. Participants learn from each other, the theory and especially by practicing with each other and in practice.

 
Parallel then likes to work with the executive team to ensure that responsibility is broadly shared or the cherished start-up culture preserved.

 
We also help people develop through coaching. We work with an individual or an entire team. In this, work is the starting point – we are not life coaches. We stand for professional coaches who don’t make it harder or more difficult than necessary, but address exactly what is needed. We help anchor new insights into other behaviors.

 

Culture: the invisible force 

Culture is not what you write on the wall, but what happens when no one is looking. It is the sum of behaviors, values and beliefs. A strong culture gives direction, connects people and creates commitment. We help organizations build a culture that works. Not just in words, but in deeds. A culture that is adaptive, people-oriented and future-proof.   We look at culture with a systemic and anthropological view. We always address it when we come to clients. Because we see a lot, without judgment. We can also help you get your culture moving. By defining your core values with your team, by having a good dialogue about culture in the organization, by doing a scan of the current culture and where employees would like to see a movement, what causes stagnation.  

 

Structure: holding on to growth 

Without structure, there is no room for growth. By “Structure,” we mean the smart design of processes, teams and decision-making. Think of redesigning organizational structures, working with roles instead of functions, and letting go of traditional hierarchies. Structure supports the culture and provides the frameworks in which people can excel. Consider design, collaboration and decision-making structure and all the way back to basics; building a rock-solid job house (we like fresh tiny houses) and a transparent compensation system.  

In addition, Bunchmark is a creative partner when it comes to benefits. We take inspiration from the more than 175 organizations we’ve worked for over the past 5 years.   

 

You can build on that!  

People. Culture. Structure. In our interim assignments, we always include all three. And we can do a deep dive on a topic. Having all three in order creates a working environment that is transparent, equal and inclusive. As far as we are concerned, this is a prerequisite for organizations to be successful and realize their growth strategy.   

 

The real difference is not created by focusing on one of the three pillars, but rather by approaching them in conjunction. An inclusive culture without a clear structure is bogged down in chaos. A strong EPP without an authentic culture feels like window dressing. And a rigid structure without an eye for people leads to turnover. Only when People, Culture & Structure come together does a foundation emerge on which you can truly build as an organization.  

 

Het bericht People. Culture. Structure. verscheen eerst op Bunchmark.

]]> Remote working https://bunchmark.com/en/remote-working/ Wed, 16 Apr 2025 11:49:05 +0000 https://bunchmark.com/remote-working/ Remote working Remote working; that works. For some people, that is. One in Austria, the other in France. Here’s a plea to look for a way of working that suits you best. And a big pat on the shoulder to any employer who gives employees the space to start exploring that. At Bunchmark we hardly […]

Het bericht Remote working verscheen eerst op Bunchmark.

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Remote working

Remote working

Remote working; that works. For some people, that is.

One in Austria, the other in France.

Here’s a plea to look for a way of working that suits you best. And a big pat on the shoulder to any employer who gives employees the space to start exploring that.

At Bunchmark we hardly know any better by now; some of our colleagues do ‘workations’, Marieke works from the south of France, Birthe (temporarily) from Austria. We were not sure beforehand how that would work out. Below you can read their stories. What do you gain? What do you hand in? How does it work for us?

Marieke

I have a desk by the window. When I look out, I see mountains. And behind them more mountains. Just like on the packages of A. Voogel. You guessed it, my desk is not in the Netherlands, but in France. And it is right here.

I’ve also been right at home at Bunchmark since day one as a communications and marketing consultant. But I was no longer senang in Amsterdam. I love the city, but it also makes me restless. With a Francophile as a friend, and without a house to buy or children to consider, a plan emerged; work from France for three months and see what happens. After that, we’ll see.

“Good idea, go!” was the response at Bunchmark. To find out if it works, we just have to do it. So we loaded up the couch, the dog and my desk and drove to France. And it worked. Now, three years later, still does. We found a mode that covers the 1254 kilometers:

  • I come to Amsterdam every 6 to 8 weeks. During that week, I see as many people as possible, plan check-ins and brainstorming afternoons.
  • For an offsite or other team-building activities, I fly back.
  • If I feel (figuratively) too much distance, I discuss it with my people lead with whom I have biweekly check-ins.
  • Some assignments work better from a distance than others. We take that into consideration with new clients.

It’s a joy to be in Amsterdam every few weeks, seeing all the Bunchmarkers and making new plans face-to-face. But for all the moment in between, I’ve found my niche here in France. That’s a big win for me, but also for Bunchmark. Since living here, I am happier, sleep better and the restlessness has largely disappeared. This makes me more creative, focused and resilient on a daily basis. I do my work more confidently. They see that at Bunchmark, too.

Working 1200 kilometers away from your colleagues is also sometimes difficult. I miss get-togethers, Christmas dinner, or assignments that just don’t go from a distance. But the hardest thing to miss are the spontaneous moments that arise alone in the office; throwing a problem on the table at lunch, taking a look at a quote together, immediately asking a colleague to help you. And vice versa.

Yet every day I realize that I am lucky to have an employer who has given me such freedom in my exploration of a better place to work. But in the end, we both reap the benefits. Our motto will remain; If it works then it works. After that we’ll see!

Birthe

Last summer it started itching: spending a winter in Austria in the mountains to further develop my great passion of skiing. But I’m also having a great time as an HR consultant at Bunchmark. Could it be combined? I asked my people lead Irene that question. She answered without hesitation: if that would make you happy, let’s make it happen! Several open conversations followed about possible challenges and expectations on both sides. What began tentatively with “just January in Austria” has since grown into a stay of almost four months. Was it what I expected? A big fat YES, and so much more!

I work four days a week, so I keep three days to enjoy mountain life to the fullest. Most of my free time is spent on skis, which gives me the ultimate sense of freedom. In addition, my work is still fun, my colleagues share in my enthusiasm, and I spend the rest of my time in the way that makes me happiest. With the right balance, there are very few times when I reluctantly sit down at the computer to work.

When I tell people that I work remotely as an HR consultant in order to do a lot of skiing, the first reaction is often, “you got that right!”. A second reaction that usually follows: “but is that possible with your job?”. My answer then is, yes with my current assignment it goes very well. We were lucky with that, certainly not every assignment lends itself to working remotely. In my current assignment, I have the role of HR project manager on a transition of business, with all transition employees working in different locations. So there is little difference whether I dial in from Amsterdam, Haarlem or Mayrhofen. Precisely because we work together remotely, we have been able to optimize our online collaboration as a team and have taken our online project management skills another step further.

Why I think my remote adventure in Austria worked out so well?

  • Together we saw opportunities rather than obstacles
  • About the challenges and tension we have always talked openly. In that, we made clear agreements about the expectations from both sides.
  • Trust is the code word: my colleagues could trust that my work would be completed on time. Unspoken, I felt this trust, so I felt the freedom to arrange my schedule flexibly.
  • For me, this is an ideal work-life balance, making me a happier person in both.
  • Team meetings on Fridays are “sacred.” Friday is our Bunchmark day, where we check in with each other weekly and discuss more comprehensive updates monthly. For me, these meetings were sacred in order to maintain a connection with the team. I made sure I attended and the home team kept in mind the online participants (“hoho, not all mixed up, then it won’t be followable for Marieke and Birthe”)

This way, remote work is just possible, even as an HR consultant, and it has enriched me so much that I am happy as a human being because I have been able to pursue my freeride skiing dreams. As a result, I enjoy my work even more because I know I don’t have to leave my personal dreams outside the door. That is ultimate work happiness for me

Het bericht Remote working verscheen eerst op Bunchmark.

]]> Bunchmark Interim talk https://bunchmark.com/en/bunchmark-interim-talk/ Thu, 27 Feb 2025 12:49:54 +0000 https://bunchmark.com/bunchmark-interim-talk/ HR interim Bunchmark has the right solution for every interim job. HR Interim Support by Bunchmark. “Because the current HR manager went on maternity leave.” “Because the organization couldn’t do HR ‘on the side’ anymore” “Because the current HR team lacked capacity and knowledge to keep up with growth.” “Because management just wanted it taken […]

Het bericht Bunchmark Interim talk verscheen eerst op Bunchmark.

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Bunchmark Interim talk

HR interim

Bunchmark has the right solution for every interim job.

HR Interim Support by Bunchmark.

“Because the current HR manager went on maternity leave.”

“Because the organization couldn’t do HR ‘on the side’ anymore”

“Because the current HR team lacked capacity and knowledge to keep up with growth.”

“Because management just wanted it taken care of.”

“Because she would like to hear from an outside party whether things really went well. And what could be done better.”

Some of the reasons why our consultants took on the role of interim HR manager or support last year.

In addition to the HR Director and more specialized HR interim roles (which we often take on in pairs or in collaboration with the Bunch Community), these assignments, in which we indeed “make sure things are just right,” are part of our core business have become.

For example, Chérie spent 5 months this summer at Valsplat, a digital agency agency. She found herself in a spread bed. Her assignment: keep everything running equally smoothly during the HR manager’s sabbatical.

“It’s nice when everything is already running well. But that also means adapting quickly and mastering the right system. We’re good at that; diving into something head-first and becoming part of the operation.”

Kasper has developed into an absolute HR interim champion in 2024. He held this role at RNW Media, SCW Systems and Weijman Property Maintenance.

At RNW Media, Kasper was an addition to the team. This allowed him to both structure and think strategically in his role. On the one hand, he was full in the day-to-day operations of the organization, and the presence of their HR Officer also gave him the space to address strategic issues. These include adjusting the organizational structure, advising the MT and more efficiently arranging processes.

“What I see in almost all my interim jobs is that there is a need for confirmation on the question; are we doing it right? Often people grow into the role of HR manager, and there is no sounding board or role model internally. In such a case, external help is very reassuring. Someone just comes and gets it right. It can come off your plate.”

Jurriaan has also done two instructive interim jobs since starting in early 2024, at both Transparent and Actor. At Transparent, the search for a suitable HR manager did not go as smoothly as hoped, but there was a great need to calm things down. His mission; to continue all HR processes across the board: recruitment, onboarding, payroll, case management and off boarding. He also advised on a supplement to travel reimbursement and a bicycle plan.

At Actor, as a growing organization, there was a need for additional operational support for the team and project-based support on a few policy topics. That’s where Jurriaan jumped in. Bunchmark also provided additional expertise on sub-questions surrounding the salary house and training for the new HR cycle for the MT. Actor’s HR team is now ready for the next steps in 2025!

“Entering a new organization is always a challenge. Employees wonder (sometimes almost out loud) what you’ve come to do. But everyone is immediately caught up when their salary comes in on time, they have somewhere to go with their questions and contracts are just in order.”

Always have your back

Each Bunchmark consultant has a whole team of specialize behind them. This allows us to step in on specialist issues in addition to project running as soon as they arise. Moreover, there is always a partner involved in the background. This backing provides security in case of illness, for extra expertise and when extra brainpower is simply needed.

We are proud of how we as Bunchmark are increasingly excelling in our interim assignments. As the team grows and the number of assignments increases, so does our experience. More and more smoothly we step in, more and more easily we give each other backing and advice. Organizations are different, and so are the reasons why we step in. But at the end of the day it’s simple; HR needs to be well organized. Then you give employees room to shine. Working becomes more fun and we just get more done!

Wondering what we can do for your organization? Book a no-obligation consultation here.

Het bericht Bunchmark Interim talk verscheen eerst op Bunchmark.

]]> Should we be on Instagram? https://bunchmark.com/en/should-we-be-on-instagram/ Mon, 13 Jan 2025 08:19:48 +0000 https://bunchmark.com/should-we-be-on-instagram/ Tuesday dilemma Is Instagram indispensable in good Employer Branding? New year, new dilemmas; should we be on Instagram (or TikTok)? With Isa and Rozanne, Gen Z has definitely become a permanent fixture on the Bunchmark shop floor. And fortunately so. Because such a new generation brings new energy, ideas, creativity and lots of fun. But […]

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Should we be on Instagram?

Tuesday dilemma

Is Instagram indispensable in good Employer Branding?

New year, new dilemmas; should we be on Instagram (or TikTok)?

With Isa and Rozanne, Gen Z has definitely become a permanent fixture on the Bunchmark shop floor. And fortunately so. Because such a new generation brings new energy, ideas, creativity and lots of fun. But it also brings with it new dilemmas. For example, can we still get away with just being active on the most unsexy social media platform on the World Wide Web, LinkedIn. Or, to remain an attractive employer, should we also be on Instagram (or much further from our bed; on TikTok?).

Who better than Isa and Rozanne to investigate. Will 2025 be the year of reels at the coffee machine and over favorite lunch items? Or will we miss the mark completely? How does that work? So how does that not work?

Do you want to attract young talent or establish a modern employer brand? Then the obvious choice is to use a platform where your target audience spends a large amount of their time. Still, it is important to first ask yourself a few questions to determine whether platforms such as Instagram are a good fit for your organization.

First; who and what do you want to achieve?
Before you enthusiastically get started with filters and hashtags, it is crucial to know: who do you want to reach and what do you want to achieve with them?

Do you want to use the platform to build your employer brand and attract young talent? Do you choose to use the platform to boost sales? Or do you see opportunities to use Instagram to create a close-knit community where employees, alumni and even customers feel welcome? Whatever your goal, it determines both the direction and the content.

Before you post anything, reflect on these goals. Instagram can be valuable to a growing organization, but only if you use it in the right way.

Finally, a clear goal also helps build support among colleagues who have less affinity for socials. A concrete plan shows that tools like Instagram are not just used for fun, but can be a strategic tool in line with broader organizational goals.

Second; does a platform like Instagram fit your tone of voice?

It also depends on your identity and way of communicating. One thing is certain: formal texts and dull pictures do not fit. On socials, it’s all about eye-catching visuals that appeal to the target audience and tell your story.
The informal nature of a platform like Instagram aligns well with the an informal, playful and the humorous tone that works well for the new generations in the workplace (Gen Z and Y). Think light self-mockery, the use of memes or trends and the sharing of personal stories. In contrast, earlier generations may value professionalism, clarity and depth of content more.

So it is important to find a balance that suits the diversity within the team and the audience you want to appeal to.

Third: Who will be the creative brain behind the posts?
It all sounds nice: a new platform that allows you to appeal to your target audience. But don’t underestimate how much time is involved. Instagram requires a constant stream of original posts, from aesthetic feeds to interactive stories.

For this, you need a creative jack-of-all-trades who can write well and is handy with all the options within the platform. It is smart to make one person responsible for this, so that the style remains consistent and you create a strong storyline.

So: do we go for Instagram or not?

For us at Bunchmark, the goal is paramount: who do we want to reach, and where do we find our target audience? For now, that remains the familiar LinkedIn, which appeals to both younger and older generations within our team and network. But who knows, maybe Instagram – or maybe even TikTok – can win us over in the future 😉

Valuable takeaways:

  • 💡 Beware of repeating LinkedIn content on a platform like Instagram. If the biggest goal is to inform, Instagram may not be the right platform. The culture on Instagram is informal. So this also requires different content than standard LinkedIn posts. Make sure an Instagram profile contributes to the brand you are building without being too repetitive.
  • 💡 What do you share and what don’t you share? An out of control Friday afternoon drink may not be the best content. And a practical tip: always check if your team is okay with them appearing in a post!
  • 💡 Take advantage of what’s already out there! Younger colleagues are often completely at home in the world of Instagram, TikTok and cool feeds – perhaps someone is already eager to get started.
  • 💡 And above all, engage with each other. Don’t assume that the earlier generations will be less enthusiastic, but engage with each other about the possibilities and experiences with platforms, such as Instragram.

Het bericht Should we be on Instagram? verscheen eerst op Bunchmark.

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