The challenge: capturing growth in competencies
Aertssen is experiencing rapid growth and innovation, continuously expanding both its services and its workforce. This made the need for a robust competency model imperative. Generic competency models fell short: they were too abstract and failed to capture Aertssen’s unique culture and the specific organizational and client demands or.
The real challenge, then, was to design and implement a tailored model that translates competencies into clear, actionable behaviors that drive performance, strengthen cohesion, and ensure sustainable success.
The approach: listening first, building together
The student project team combined academic theory with hands-on research. They anchored their work in established models such as the Job Demands-Resources framework, while also reviewing existing industry competency models.
But most importantly, they listened to Aertssen’s people. The team conducted more than 50 in-depth interviews with employees across departments and levels. Using rigorous coding and analysis, they uncovered the skills, behaviors, and traits that can fuel performance and truly reflect Aertssen’s mission: “People, Power, Passion, to Build On.”
The outcome: a framework that unites and empowers
Building on this analysis, the team created a tailor-made competency framework built around:
- 14 core competencies and 5 personal traits, each defined in clear, observable behaviors
- 4 thematic clusters–People, Power, Passion, and To Build On–directly reflecting Aertssen’s mission
The framework is versatile and can be applied throughout the entire employee lifecycle: recruitment, development, evaluation, and succession planning.
The team’s research also uncovered some internal challenges, such as communication lapses between business units. By addressing these in the framework, the students provided Aertssen with more than a framework: they created a shared language that strengthens cohesion and fosters a true “One Aertssen” identity.
