In an era where change follows each other in rapid succession, everyone looks a maximum of four years ahead. In our interview series ‘The Future Suitcase’, we therefore invite CHROs to think in the longer term. Because the choices they (don’t) make today (largely) help determine the future of work and HR. We present them with a unique scenario: they will have the opportunity to put together a future suitcase that will not be opened for another 20 years. This suitcase contains 5 objects that reflect their vision and legacy as HR leaders: the most important HR theme that they believe will gain importance in the next 20 years; a personal message; a symbol of their corporate culture; a personal item and an HR trend that they believe will still be relevant in 2045. In this edition, we dive into the future suitcase of Joachim Decock, Head of People Services & Employee Experience Europe at Mondelēz.
Hyper-personal employee experience
In his role at Mondelēz, Joachim Decock operates at the intersection of business, HR and technology. And that is exactly where he sees one of the most important HR movements of the next twenty years emerging: the shift to a tailor-made employee experience. Technology plays a key role in this. “It’s not just about making processes more efficient,” he says, “but also about making employees feel really good as customers – they have to be delighted.” According to Joachim, that experience is becoming more and more personalized, and that does not only apply to the white-collar population. “We are already seeing in learning and development how AI tools link employees to the right coach or suitable gigs. That’s just the beginning.”
He expects this hyper-personalization to expand to all HR domains and to blue-collar employees, with more and more attention to the person behind the employee. According to Joachim, we are evolving towards a model in which people operate more and more as ‘employeneurs’. According to him, classic concepts such as the full-time paid job or the five-day working week will be challenged in the coming years. That vision of the future demands a lot from HR. “It is disruptive, and it requires large (financial and technological) investments. That is why we need to experiment today. Do small finger exercises. And above all: being present on the shop floor with observation teams.”
Curiosity as a compass
Joachim does not want to give future HR leaders a traditional message, but rather an attitude: that of the growth mindset. This concept, introduced by Carol Dweck, revolves around the belief that skills and intelligence can be developed. People with a growth mindset see challenges as opportunities to learn and grow, rather than obstacles to avoid. “Keep looking curiously and in amazement at what is happening,” Joachim emphasizes. “There is a lot coming at us, and there is a risk that we will turn away or follow blindly. We have to reflect on what these developments mean for ourselves, our organization and society.” He argues that change should not be seen as threats, but as opportunities to grow and develop.
“What we should certainly not do now is get stuck or wait. We have to be curious.”
Joachim Decock, Head of People Services & Employee Experience Europe bij Mondelēz
In line with this vision, Joachim is already eagerly looking forward to Peter Hinssen’s new book, The Uncertainty Principle. In it, Hinssen describes a world in which uncertainty is the norm. He emphasizes the importance of taking a positive and creative approach to this uncertainty, where leaders do not shy away from the unknown, but embrace it as an opportunity for innovation and growth. Joachim also argues for a positive view of the future, especially because he hears many signals of resistance and doubt. “Don’t look with suspicion, but with hungry, curious eyes,” he says.
“In a world full of change, an open, inquisitive attitude is essential for success.”
Joachim Decock, Head of People Services & Employee Experience Europe bij Mondelēz
A chocolate bar with meaning
For Joachim, a chocolate bar symbolizes Mondelēz. “Chocolate brings back memories of our childhood and symbolizes enjoying the moment in a responsible way.” Mondelēz is the global market leader in delicious biscuits such as Oreo and chocolate such as Milka, Toblerone, Côte d’Or and Cadbury. But it’s not just about fun. Mondelēz is also committed to sustainable and ethical production. Through the Cocoa Life program, the company is investing $1 billion to make cocoa farming more sustainable in key producing countries. By the end of 2023, this initiative will support around 243,000 cocoa farmers and aim for 100% sustainable cocoa for all their chocolate brands. “It’s about mindful snacking,” Joachim explains. “We want people to be able to enjoy chocolate knowing that it has been produced in a responsible way. The chocolate bar therefore also stands for commitment to quality, sustainability and shared pleasure.”
Tomorrowland as a symbol of connection and diversity
Not a book, not a photo, but several bracelets from Tomorrowland Joachim puts in his future suitcase as a personal item. The wristbands symbolize his international career, the power of positive escapism and celebrating diversity & inclusion. One of the world’s largest electronic music festivals, Tomorrowland is known for its impressive stages, fairytale settings, and the slogan “Live Today, Love Tomorrow, Unite Forever.” For me, these wristbands embody the international connection, looking over the wall of other domains and the colorful diversity that I also strive for in my professional life,” says Joachim.
HR must claim its place at the table of the future
Data and technology will continue to play a dominant role in organizations in the coming years. Joachim is convinced of that. Not only to speed up processes, but especially to fundamentally redesign organizations and better substantiate decisions. And that is precisely where he sees a huge opportunity for HR. “This is the time for HR to grow in maturity and professionalism,” he says. “But then we need to understand technology not only at the level of tasks or jobs, but also at the level of how people work together and how organizations are formed.” He refers to companies that are already strategically committed to this by connecting HR and IT more closely. “We are also experimenting with this at Mondelēz – the goal is clear: to increase the impact and added value of HR for various stakeholders.”
Yet that future also brings with it the necessary questions. “We have to remain vigilant about the ethical side of the story,” Joachim emphasizes. “Not everyone is equally agile or resilient. How do we ensure that no one is left behind? How do we as HR, as a company and as a society deal with people who drop out due to illness or who have fewer opportunities to develop?” According to Joachim, HR must dare to take on its role more broadly.
“We also have to make our voices heard outside the company walls. How do we help people secure their future? Does it still make sense for young people today to go to school for jobs that may no longer exist in twenty years? Maybe it pays more to gain experience and build a personal portfolio.”
Joachim Decock, Head of People Services & Employee Experience Europe bij Mondelēz
He cannot give definitive answers, but does ask urgent questions. “The future of work is going to be very competitive. Every player – from multinational to SME, from school to trade union – will have to ask themselves how they can contribute to that future. And that starts with something that is still happening too little today: real dialogue.”
A table in the vineyard
When he thinks about the impact he hopes to leave behind, the image of a long table in a vineyard – somewhere in Italy appears. It is 2045. Around the table are people with whom he has worked over the years – colleagues, mentors, young talents. “I hope I was able to spark curiosity,” he says. “That thanks to me, people have started looking for new insights, just like I once got at the beginning of my career.” He refers with great respect to Marc Van Hoecke, his first HR director at KPMG. “He then threw copies of Harvard Business Review articles on our desk: ‘Read!’ he said. As an invitation to broaden your view.” That is exactly what Joachim himself hopes to do for others: stimulate them to look further and to see HR as the most exciting and challenging domain within an organization.
Positive guilt
In 2045, his children will be in their thirties. Joachim is eagerly looking forward to it. What will his professional life look like then? “I hope to have found a different rhythm by then, a blend of meaning and involvement. I see myself being active in a company a few days a week as an employeneur, combined with advisory boards, volunteer work or a social mandate.” He does not yet know exactly what that contribution will be. But one thing is certain: he wants to give something back. “I’ve always created chances, but I’ve also been given a lot of chances,” he says. “That is not self-evident. I am very aware that I was born here, that I have had these opportunities. That gives me a kind of positive feeling of guilt.”
