Written by: Anne Roebbers, HX professional at Rvdb

In this business case, you’ll learn how Anne Roebbers , as an interim HR professional at Rvdb took over operational HR at a growing organization and ensured that the AFAS HR system was up and running. Through personal attention, short lines of communication, and a sense of ownership, he ensured I that managers would start using the system and built I built trust within the organization.

At the organization where I started working, the HR department had been in existence for about three years. At first, one person handled all the work, but as the organization grew, so did the need for support. A colleague had been hired earlier, but in hindsight, that person wasn’t the right fit. After that, a conscious decision was made to hire a Rvdb profile rather than conducting its own recruitment process, so the organization could be sure it was bringing on someone who could handle the job. That’s why I started: to support the department and grow alongside the organization.

The Challenge

The HR department consisted of two people, and much of the work was still done in a fairly old-fashioned way: I handled most of the contract drafting and personnel changes manually. In addition, the organization had already purchased the AFAS system, but it was hardly being used. The challenge was twofold: ensuring that day-to-day HR operations ran smoothly and actually getting AFAS to take root among a group of ten managers who weren’t all equally tech-savvy. So it wasn’t just about implementation; it was about bridging the gap between the organization and the technology.

Role and Approach

My role was broad. I handled all operational HR tasks: employee inquiries came to me via email, I drafted contracts, and I processed personnel changes. In addition, I took the lead on the AFAS implementation and made sure the system became more user-friendly for managers.

The organization operated in a very direct manner. There was little red tape and plenty of brief, informal coordination. I also worked with a consultant, and I kept the lines of communication short with them as well. After implementing AFAS, I met with each manager individually to demonstrate the system and gather feedback. This revealed some specific issues, such as certain terms being understood differently than intended. I addressed that feedback immediately.

Not every manager reacted the same way. Some were resistant and made that clear: “This doesn’t work for me.” Others—often the more experienced managers—actually appreciated that fewer steps were required. Everyone had an opinion and a preference, and I had to take that seriously without losing sight of the big picture. With ten managers, any adjustment had to work for everyone, not just for the one who voiced their preference the loudest.

HX in Practice – A People-Centered Approach

What made the work more enjoyable for me was the personal attention. It wasn’t a large organization, so I knew everyone well. I made a point of using that to my advantage: I adapted my communication style a bit to match the other person’s, whether that meant being direct and concise or providing a bit more explanation.

I met with managers one-on-one to gather their input, and then I showed them what I had done with that input: “Last time you said this, and this is how I’ve handled it now—is that clear?” That feedback helped build trust.

That trust extended beyond the AFAS project. As an HR professional, you can easily end up being seen as an outsider—someone you have to be careful what you say around. I noticed that colleagues would still come to me to discuss things, asking me not to share what they said with others. That’s one of the things I’m most proud of: that people saw me as a colleague, not as the department that only shows up when there’s bad news.

Results Achieved

For this project, I accomplished the following:

• Laying the Groundwork for AFAS’s Digital Transformation: From “Purchased but Unused” to a System That Managers Actually Used
• Individual feedback sessions with all ten managers, resulting in specific adjustments
• Comprehensive HR management: contracts, personnel changes, and the inbox
• A relationship of trust with employees and managers throughout the organization
• Contributed to a more positive image of the HR department within the organization

Insights and Impact

This assignment taught me a lot about speed, accuracy and ownership—three things that were constantly emphasized within the organization. I noticed that I was finishing tasks more quickly that I might have put off before: just do it and move on.

The AFAS file really became my own. My other HR colleague referred people with AFAS questions to me, and that gave me a sense of confidence: I knew what I was talking about, and that was my own area of expertise.

In terms of impact, I made sure that a system that had been sitting on the shelf actually went live, and that a group of managers—not all of whom were particularly tech-savvy—were able to use it effectively. I consider it just as important that I helped shape how HR was viewed within the organization: not as a department to be wary of, but as a place where you can just drop by.