Skip to content

Retention at Christian Health Insurance fund (CM/MC)

Case study
27 August 2021, by Kris Hapers
  • #Talent management
  • #Talent Review Profiler

CM is a health insurance fund in Belgium. Since Luc Van Gorp became president of CM in 2015, a lot of effort has gone into putting prevention, health, and quality of life central in the approach of its members. Shifting the focus from sickness to health impacts how the core business is run. Structure and internal processes were also impacted, as were the careers of the individual employees. As leader and supporter of this change, the new large, unified department of HR Services stepped up to the challenge. In this change, retention was a concern.

In order to create a future-proof organization, the organizational chart was redrawn. People took up new roles, saw their job content change, relocated, and so on. The change naturally provoked a number of questions for employees, reassessing their professional activities and careers. For CM, engaging in a qualitative career conversation with employees was vital to make sure that mutual expectations could be explored, aspirations could be a topic of conversation and retention would be positively impacted as a result.

Management wanted answers to questions like:

  • What are the aspirations of our employees?
  • Who are the people with high levels of potential?
  • What are the topics we need to address in our career conversations?
  • What are the opportunities for development?
  • Who might be contemplating to leave CM?
  • What actions should we take to improve retention?

With the help of the Talent Review Profiler, HR set up a Talent Review process. The Talent Review Profiler is an evidence-based HR-tech tool by TalentLogiQs, especially developed to support the process of Talent Review.

What did stakeholders experience?

The managers reported that

  • They were pleased with the interactive dashboarding in the Talent Review Profiler. It offers a complete view of every employee: potential, performance, aspirations, talent risks.
  • The use of evidence-based data raises objectivity. Managers felt more secure in their decision taking, as they saw certain aspects of their subjective judgement confirmed and other elements nuanced. As a result, transparency becomes easier and more obvious.
  • The discussions during the Talent Review meeting shift from calibration to development opportunities and decision taking.
  • They managed to pick the topics that were most relevant to discuss with each employee, with richer career and development conversations as a result, which in turn has a positive impact on retention.

The HR department noticed that

  • Data collection was effortless.
  • They saved time in preparing the Talent Review Meeting, as the Talent Review Profiler automatically delivers interpretations of the data, presented in interactive dashboards such an number of nine boxes, a leadership table and qualitative information on each individual.
  • Time freed up to spend on supporting managers and employees in the Talent Review process.

Employees mentioned that

  • The personal report they received, reflected accurately their current situation and made them reflect on their careers more,  and gave them the vocabulary necessary to discuss their career, traditionally not an easy topic for many employees.
  • The focus on self-management in the career in the personal reports urged them to take more ownership in the career and engage in more open discussions with their managers.

For CM, the success of Talent Review depends both on process and data you can trust. Crucial for CM is the conversation between manager and employee. The Talent Review Profiler fuels that conversation with the right topics in an evidence-based way. A personalized follow-up based on the data impacts retention positively.

If you would like more information about the Talent Review Profiler, do not hesitate to contact us.


About the author

Kris Hapers
Kris Hapers
Team lead HR talent team

Kris is responsible for talent management within CM. His team brings together colleagues from Learning & Development, Well-being and Career Center.  The Career Center team was in the lead on the exercise that was set up.