Column: Pieter Vos: A different perspec­tive

In the food industry, we love talking about quality, efficiency, and food safety. About processes, standards, and systems. But how often do we actually talk about people? And I don’t mean in terms of ‘formal FTEs’ or ‘production per employee’—I mean the person behind the job title.

Good employment practices don’t start with an inspiring vision statement or a trendy HR campaign. They start with three very basic things: paying salaries on time, compensating for overtime, and making sure your people are doing what they’re best at.

People thrive when they can—and are allowed to—use their gifts and talents. The reverse is just as true: when someone’s doing work that doesn’t suit them, they won’t be happy, and the results won’t be great either.

In many companies, HR is still something of an afterthought. And yet we complain that it’s hard to find staff, that people leave, or don’t ‘take ownership’. But have we really been listening? Or were we mostly just broadcasting? Sure, you can give your team a neat quarterly update about business developments—but that’s not enough. People on the work floor want perspective. They want to know: what does this mean for me? Can I still cover my expenses at home?

Higher up in the organisation, we tend to take pretty good care of ourselves: company cars, bonuses, flexible hours, inspiring projects. Meanwhile, those at the bottom of the ladder are also working incredibly hard—just without anyone asking what they might need, for instance to grow in their role. It reminds me of my father’s favourite saying: “Don’t do to others what you wouldn’t want done to you.”

Want to build a sustainable business? Then start with the base: your people. That’s where your real value lies. Take care of them the way you’d want someone to take care of you.

Pieter Vos
Consultancy & Interim Management