How do you discover what you want from your work, what you’re capable of, and how to apply those skills within a rapidly evolving technical organisation? At Bredenoord, young employees are given the opportunity to do just that through the Young Professionals Programme. An initiative that began with a simple question from within the organisation and has grown into a powerful movement in which personal growth and organisational development go hand in hand.
“It actually started with a group of young colleagues who needed some direction,” says Anteun Braakman, HR Director at Bredenoord. “They asked themselves: who am I, what am I good at, and how can I influence my environment?” Instead of a rigid, pre-determined programme, Bredenoord opted for an open approach. HR facilitated the questions that were on everyone’s minds and allowed the initiative to grow. From the bottom up and from the top down.
The strength of the programme lies in the combination of group sessions, personal coaching and substantive assignments. But perhaps even more importantly: the space to let yourself be seen. “I wasn’t quite sure what to expect beforehand, but after just the first day it felt familiar,” says one of the participants. “That made me dare to be more open, something I used to find daunting. Now I find it easier to give feedback, even in my day-to-day work.”
An open programme that creates space
This development in assertiveness is something that really struck HR manager Mandy Weijenberg. “Many participants started off cautiously, holding back. Now you can see them taking the initiative, seeking out conversations with colleagues and managers. That growth in self-confidence is impressive.” The participants themselves also notice how the programme has shaped them. “It has really helped me understand why I react the way I do in certain situations,” says one participant. “I now have a better understanding of where my strengths lie, but also what can hold me back. That insight helps me to collaborate more effectively and make myself visible.” Another participant adds: “For me, it was a confirmation: I want to move towards a managerial role. I get energy from collaborating and helping people grow. This programme has only reinforced that.”
As well as personal development, the programme also fosters connections within the organisation. “You get to know colleagues you wouldn’t normally speak to,” says one participant. “And because you really delve deep, a bond is formed. You learn from each other, but also how to work with people who think differently.” The impact extends beyond the participants alone. “The programme also has an effect on the organisation,” explains Anteun. “We’ve traditionally been task-oriented. This generation demands reflection, space for feedback, and active involvement. That took some getting used to, but it’s now fostering a culture in which collaboration and personal development are taken more seriously.”
"‘I now have a better understanding of where my strengths lie, but also of what can hold me back.’"
Participant in the Young Professional Programme
Professional guidance as the key to success
This process is reinforced by professional guidance. The collaboration with external consultancy IJsselvliet, and in particular the combination of management consultant Esther Besseling and coach Karen Bijland, is seen as essential. “We couldn’t have done this without them,” says Mandy. “The combination of group development and individual coaching makes the programme strong.”
And what are the benefits? A participant who made a surprising internal move to a new role, greater engagement, better collaboration and perhaps most importantly: employees who feel seen and heard. “The programme didn’t necessarily set me on a different career path,” says one participant. “But it did help me to be more aware of my qualities and how I can develop them further.” That is exactly what Bredenoord is all about: getting people moving. “It’s an investment,” Anteun admits frankly. “In time, in money, and sometimes with an uncertain outcome. However, that investment pays off: because you’re activating people who might otherwise have remained in the background. And that’s of strategic value. Not always immediately measurable, but certainly tangible. For themselves and for Bredenoord as a whole.”