voka entrepreneurs

Let's get right to the point: everyone complains that the search for technical profiles is a chore, sometimes even mission impossible. But not for you, looking at the figures?

Emmanuel Bekaert: "It is our core business, of course, but I still think there are a number of elements that play a decisive role. Most importantly: as a company and employer, we want to look attractive, sexy so to speak." Sophie Vangheluwe: "Concretely, this translates into atmosphere and vision. When we outsource employees to companies, we have a bridging function. Crucial here is being able to keep your promises to both parties. "Emmanuel Bekaert: "Don't forget that people remain on our payroll. We listen to our employees. With us, people come first. We stand out thanks to the value of our people, not the prices of our services."

Job hopping is almost a normal thing these days. Are the people you place stationary? Or do they also want to be free to be able to choose another company after a while?

Emmanuel Bekaert: "Let's say you have cocooners on the one hand and butterflies on the other. Our experience shows anyway that the cocooners are in the majority." Sophie Vangheluwe: "Again, it is always a question of listening carefully to what both parties want. We are not a recruiter who places people casually and blindly. If someone wants to go into the vegetable sector, we also look for a job in the vegetable sector. Full stop." Emmanuel Bekaert: "We also give thanks for volume, volume, volume. I am proud to say it, but I am only surrounded here by people who know the HR sector through experience. Trui, for example, had previously worked at Accent and at Actief Interim for many years and knows the sector like no other. One has to be able to empathise with the world of others; you have to have empathy. It is not easy to find the right lid on the right pot. People want to feel good in their jobs today and also consider their work-life balance."

You now have four irons in the fire: Spanorama (stretch ceilings and printing walls), Certipower (charging infrastructure for electric vehicles), Maxicon and Absolute Jobs (for industry). Why your move into self-employment?

Emanuel Bekaert: "I have had a thing for technology since my childhood. Opting for an electromechanics course at the VTI in Roeselare was the most logical choice in my case. The interest in hr only came later. For my first job, I joined Westvlees as a technician. This activity grew more and more, and resulted in the establishment of my own company in 2008: Bekaert Technics, based in Roeselare. Whatever assignment came my way, I was always on site to monitor it myself. In those days, I got to know a lot of West Flanders companies from the inside. One fine day, I sold Bekaert Technics to House of HR, the holding company above Accent Interim, which of course included a non-compete clause. Then, in August 2017, I bought in 100% to Maxicon, Sophie Vangheluwe's existing company. She is now the COO, and neither she nor I have regretted that for a second."

Cooking costs money. Where did you get the capital from?

Emmanuel Bekaert: "I had previously sold my company. That already helped the business a bit, but it wasn't enough, so I enlisted the help of entrepreneurs friends, 2 people of allure with also a lot of experience in entrepreneurship: Pieter Depoortere (Groep Monument, Ingelmunster) andJohan Verhelst (bouwgroep Verhelst, Ostend). They financed and also took a minority in the umbrella holding company AM Group, under which the hr companies Absolute Jobs, Absolute you, Maxicon Retail and Maxicon reside."

Do you wish to continue with the four companies alone? In these times, maybe there are bargains and sales to be made?

Emmanuel Bekaert: "I will not conceal anything from you. A lot of private equity players have come along recently. And many formal letters with prices have also landed on my desk. But I am not thinking about it. I still see plenty of opportunities in the market myself. Just to give an example: among the technical professions, we could also set up a separate company for IoT (Internet of Things), AI (artificial intelligence), healthcare,... Of course, there are 2 ways to do that: either through an acquisition or through an own initiative. The latter route is definitely my preference."

Corona forces companies to think about their business model. What did that mean for you guys?

Trui Goderis: "And whether we thought about what to do. Nobody but nobody knew a year back what was coming at us, right? The first lockdown was a shock. And yes, we adjusted our model. The most important adjustment happened in terms of communication. We intensified the communication channels with the companies and with the staff deployed. Open and direct, and online via Zoom when we had to and when we could. Two things had to be very clear. One: we wanted to emerge stronger from the crisis with a positive message. Two: we therefore paid more attention than ever to our entire team." Emmanuel Bekaert: "At the turn of the year, the entire service team, including myself, brought presents to all 170 employees. Door-to-door, personally. Based on the idea: 'Thanks, we care'."

You have just invested 4.5 million euros in a new headquarters. Apart from being a calling card, can you calculate the return on investment of such investment?

Emmanuel Bekaert: "It was important for all the companies to be under one roof; that leads to cross-fertilisation for the firms. So efficiency is the most important argument." Sophie Vangheluwe: "It is also a marketing tool; we can already feel that. We are receiving noticeably more enquiries from companies and the number of spontaneous applications is also growing. Space has been provided for table football, a pool table and a beautiful picnic area outside. Prior to construction, we asked the employees what they definitely wanted, and that's how we came up with an ironing service, which we now have here. The employees are delighted because this way they gain some more free time and quality time with the family."

Maxicon also already has a branch in Drongen, East Flanders, where some 50 people are employed. Do you notice a difference with West Flanders and how far does the ambition extend?

Trui Goderis: "There is definitely a difference. In East Flanders (but we also work from there to the Antwerp region) we notice that more people are looking for a job, so the labour market shortage as we know it in West Flanders is a lot smaller there. In principle, you would therefore think it would be easy to find people in East Flanders, but that is not quite true, because job applicants can choose from a very wide range of jobs there."

Technical professions used to be supposedly inferior, now they are indispensable. Have social perceptions changed too, do you think?

Sophie Vangheluwe: "Yes, and initiatives such as a focus on STEM training have certainly contributed to this." Emmanuel Bekaert: "When I establish what wage demands recent graduates come up with, I think the answer to your question can only be affirmative."

How would you describe your own management style? What are your own credos?

Emmanuel Bekaert: "One principle is sacred: I want to be surrounded by people who excel in their own expertise. That has worked out quite well, I think."

Ladies, how's the boss?

Sophie Vangheluwe (chuckling): "Emmanuel has mainly had to learn to let go of things. He used to want to control everything, but now the realisation has dawned that that won't work anyway. If one person was sick and didn't show up for work, he could lie awake for a night because of that. Not any more, thankfully." Emmanuel Bekaert: "It may sound strange, but a leader of a company should strive to make himself miserable. I used to think I was indispensable. You won't hear me say that anymore, thanks in part to both ladies around the table. What has also played a part is the birth of my baby daughter. I want to see them get up in the morning and also help put them to bed in the evening." Trui Goderis: "Emmanuel has proved to be a particularly good communicator. Everyone here knows perfectly what is expected of them." Sophie Vangheluwe: "He is also very down to earth and very human." Trui Goderis: "And not to forget: he is really always available."

Every company needs an independent director, because every business leader also always has some blinders on. Can you buy into that assertion?

Emmanuel Bekaert: "We don't have independent directors, in the strict sense of the word. But we do have directors, in particular our shareholders with whom I have a lengthy meeting once a quarter. They hold up a mirror to me, which provides added value."

What have you already learned from them?

Emmanuel Bekaert: "They have also already learned from me, mind you (coughs it out). Seriously now: if I've become calmer in my approach, it's thanks to them. I used to jump on everything that moved and worry about the slightest thing. They also taught me an important principle during corona: you have to keep dancing in the rain, and not wait to dance until the storm is over." Trui Goderis: "Making noise, we like to do that. And we see that the majority of companies do too. It does good to feel that way. That gives confidence." Sophie Vangheluwe: "I wouldn't dare say that everywhere is full steam ahead again, but it's not much of a difference anymore."

Source: VOKA Ondernemers, Cambien Karel - Photos Achtergael Stefaan