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Annemieke Alewijnse toegetreden als Associate Partner bij Boer & Croon

'Gradually, I learned that you shouldn't just ask a client the problem statement. You notice that it is often incomplete, and you must develop and formulate it together. Only when the goals are clearly set, you start taking steps in the right direction.' - Annemieke Alewijnse, Associate Partner.
Annemieke afbeelding

Amsterdam, xx oktober 2024 – Annemieke Alewijnse heeft zich als Associate Partner aangesloten bij Boer & Croon. Annemieke is een veelzijdige HR-professional met meer dan dertig jaar ervaring als interim-manager, verandermanager en senior organisatieadviseur. Ze heeft een bewezen staat van dienst in het aansturen van HR-organisaties en het begeleiden van opdrachtgevers door ingrijpende veranderingen. Annemieke combineert de zakelijke kant (strategie, structuur, systemen) met de zachte kant, maakt zaken bespreekbaar en creëert focus.

When Annemieke started working at ANWB after her studies, she learned the HR profession in all its facets. Annemieke: ‘My boss, Jan van der Zeep, showed me how operations and HR are intertwined in great detail. It concerned basic matters like money, working hours, the opening of shops, but also collective bargaining. We had a technical department that included car mechanics (the Wegenwacht), a shop, a publishing company, and a 24-hour emergency centre. These operate in different industries with different characteristics and different rewards.'

After this, Annemieke joined the organisation consultancy firm Twynstra Gudde, where she worked as an external consultant on many HR assignments, including talent management, reward management, and labour affairs. At the Ministry of the Interior, for instance, she developed and implemented result management at the DG level together with the client. In 2003, Annemieke continued as an independent interim manager, with assignments at, among others, the municipality of The Hague, the municipality of Rotterdam and Essent. After seven years as manager of the P&O staff department at the city of Nijkerk, she switched to a similar position at the care organisation Opella.


'I have a soft spot for healthcare. Because I trained as a nurse, it still feels like coming home. I understand very well what is going on in the sector. With little money, people there have to perform almost impossible feats. It is therefore essential that staff enjoy their work. This starts with straightforward things, such as developing frameworks for drawing up rosters. Opella employs about three thousand people. As an HR manager, my concern is the smooth running of the inflow and outflow processes is my concern. This includes training, managing a voluntary organisation, setting up the HR cycle and being the interlocutor for the board, management, works council and unions. I have also led change processes of and within teams on self-management.'

'As HR manager, together with the MT, you are also responsible for leadership development and monitoring the corporate culture. At every level of the organisation, you must know how to understand what is needed to function well and work together pleasantly. HR is often expected to focus on competencies, but culture is just as important. This is even more true in change management.'