In the new IHS Strategy 2025-2029, "Shaping a better urban world," our core values underpin and guide all activities at the institute. We prioritise people, are committed to our work, and strive for professional excellence across our three pillars: education, research, and advisory services. In this interview, Frédérique van 't Groenewout-Beerden, the Head of Human Resources at IHS, reflects on these values and discusses one of our strategic focus areas - internal organisation and culture.
Core values in the context of the workplace
At IHS, the three values, Committed, People-centred and Professional excellence, shape our daily interactions and decisions. Committed means we take responsibility for our work and contribute to IHS’s mission with dedication. "This commitment was evident when we worked very hard to ensure a seamless transition to a new organisational structure, aligning our structure with our organisational and people needs.", shares Frédérique. People-centred reflects how we support each other, ensuring an inclusive and collaborative environment. "I have seen this firsthand when colleagues stepped up to cover for a team member facing personal hardships, allowing them time to recover without worrying about their workload but also celebrating our colleagues that have been with IHS for a very long time". Professional excellence drives us to improve and uphold high standards continuously. "A great example is how HR and the Works Council recognised the urgent need to update the Staff Performance Appraisal, leading to the structured launch of the Development Cycle—a solution that directly enhances career growth opportunities for staff."
Well-being and staff development
IHS prioritises well-being and development by fostering a supportive work environment where open dialogue, feedback, and professional growth are encouraged.
"We invest in learning opportunities, mentorship, and career development while also recognising the importance of work-life balance."
A great example is colleagues who were initially hired in administrative roles but, through training and development, transitioned into academic positions which they were aiming for, demonstrating our commitment to internal growth. "Additionally, we actively support staff with policies such as extended partially paid parental leave and fully paid long-term care leave, ensuring employees feel valued in both their professional and personal lives."
Collaboration across disciplines
When asked about how professional excellence reflects on teamwork, Frédérique says: "I see this in the way teams collaborate across disciplines, share knowledge, and continuously seek improvement." One example is how we refine our teaching methods based on student feedback, ensuring that our programmes remain relevant and engaging. Another example is the way teams across the organisation—both academic and professional services—come together based on expertise and assignments, rather than rigid structures. Whether it is the research team working closely with HR to enhance recruitment for postdoctoral researchers, or finance and education specialists aligning to improve budget allocation for student programmes, collaboration is key.
"Excellence at IHS is not just about individual achievements but about leveraging our collective strengths to drive impact."
Internal organisation and culture
"We all play a key role by fostering open communication, working together, and embracing a mindset of continuous development." Strengthening our internal culture means taking ownership of our roles, supporting colleagues, and engaging in initiatives that enhance collaboration and efficiency. Simple actions—like welcoming new colleagues, giving constructive feedback, or volunteering for cross-departmental initiatives—contribute to a stronger, more connected organisation.
Message to all staff
When asked about what message, she wants to leave to all staff, Frédérique said, "Each of us contributes to the culture of IHS through our actions, interactions, and commitment to our shared goals."
"A positive, inclusive, and high-performing work environment is built by the people within it."
Culture is not just shaped by big decisions but also by the small, everyday actions we take. It can be something as simple as emptying the dishwasher with a colleague and taking the moment to ask how they are doing or being interested in what they are working on. These moments of connection and engagement strengthen our sense of belonging and help create an environment where people feel valued and heard.
