The value of freedom in our work culture.


One of the magic ingredients to establish an enjoyable work environment, is the proper distribution of responsibility – it does wonders for both the personnel and the company. However, it’s not uncommon for employees to feel as if they don’t get the amount of responsibility that fits their personality, expectations and capabilities. This mismatch is often due to a lack of confidence and security. Key in fixing these hurdles is making sure that the staff knows they are heard and appreciated. We are about to let you in on how we at Edmire are creating a work environment that provides this kind of much-needed support in order for all of our people to flourish.


It all starts with a strong HR strategy

If you ask us, it is the responsibility of the HR manager to help the staff evolve and grow with their respective jobs. HR saw something in these people when they recruited them. There was a spark they didn’t have with the other candidates. In spite of not meeting all the requirements for the job, they could feel that all the qualities they needed were present. It is therefore HR’s job to help blossom what they saw in the person they decided to hire, to strengthen them, and to show them that they have faith in their capabilities.

We’re convinced that everyone in our company has their unique specialities that make them an irreplaceable added value. Every employee was hired for a good reason. One of those reasons often being that they had a quality that other team members didn’t have. However, we can imagine that not everybody is aware of what their particular qualities are, or that some staff members don’t feel confident enough to use their strengths in a free and responsible manner during office hours.

It is our quest to create the best work environment our employees have ever been part of. We aim to create a place where everyone feels appreciated for what they are doing, and where everyone knows what their added value means to us. We want them to know that the company would not be the same without them. And we believe that one of the keys to reach this goal, is to allow employees to give their input on the company’s business strategies.


Involvement is key

How do we bring this into practice? Well, the upcoming year, we will be implementing a new HR strategy based on two fundamental changes:

  • We’ll soon transform our bvba into a cvba, as a means to establish a worker cooperative with shares and, more importantly, a voice for every employee. There will be a regular shareholder meetup in which everybody can partake if they’d be interested to do so.

  • We’ll optimize our performance management by implementing a 360° evaluation system that will allow all employees and managers to evaluate each other. The aim of this approach is to offer everyone a balanced overview of how others view their contributions and performance, and to give them the opportunity to assess whether or not this matches up with how they view themselves.

Giving our staff a say in how our company should grow and allowing them to evaluate how we work, provides us with information that we can use when establishing teams and individual training programs.


The value of trust and freedom

Why talk about trust and freedom? Because without these elements, this new strategy would never work. Trust is something special. It can bring out the best in people, because it stimulates a sense of freedom. The freedom to take on responsibilities within their job, and the freedom to decide how exactly they will take on these responsibilities.

Trust can bring out the best in people, because it stimulates a sense of freedom. The freedom to take on responsibilities within their job, and the freedom to decide how exactly they will take on these responsibilities.

When a manager doesn’t trust their people, the employees will not feel free to do what works best for them. This then leads to a lack of motivation and engagement, which leads to insufficiency on the work floor. Same-same for trust among team members!

It is our objective to make our employees feel trusted, so that they will feel free to do their job the way they see fit. In turn, they will be more productive and effective. But, as mentioned before, trust is not something that should come from the HR manager alone. It should be a fundamental trait across teams and peer colleagues, and within all relationships between managers and employees.


Can this really work?

We’re positive we can make this way of working come alive – as long as we believe in it, and, more importantly, as long as we do as we say. And since it’s never too late to come up with a New Year’s resolution: ours is to keep this set-up a reality, even while the company keeps on growing.

We are currently looking for new team members: