{"id":15808,"date":"2025-11-25T09:07:07","date_gmt":"2025-11-25T08:07:07","guid":{"rendered":"https:\/\/rvdb.nl\/hr-tech-optimization-at-vermaat-group-focusing-on-the-people-behind-the-systems\/"},"modified":"2026-07-08T12:43:51","modified_gmt":"2026-07-08T10:43:51","slug":"hr-tech-optimization-at-vermaat-group-focusing-on-the-people-behind-the-systems","status":"publish","type":"post","link":"https:\/\/rvdb.nl\/en\/hr-tech-optimization-at-vermaat-group-focusing-on-the-people-behind-the-systems\/","title":{"rendered":"HR Tech Optimization at Vermaat Group: Focusing on the People Behind the Systems"},"content":{"rendered":"\t\t
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HR Tech Optimization at Vermaat Group: Focusing on the People Behind the Systems <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Written by: Kjeld Verhage<\/em>, HX professional at Rvdb, November 2025<\/p>

In this case study, you\u2019ll learn how Kjeld Verhage, as interim HR System Administrator at Vermaat Group, helped optimize HR processes at the intersection of people and technology. What began as a temporary replacement evolved into a long-term assignment during which he improved AFAS processes, enhanced the user experience for employees, and took the collaboration between HR and IT to the next level. With a people-centered approach to technology, he made a significant impact on efficiency, employee experience, and connection within the organization. <\/em><\/p>

In March 2025, I joined Vermaat Group as an interim HR System Administrator. What started out as a temporary assignment to cover maternity leave turned into an extended assignment through the end of 2025. The reason? The need for structural improvements at the intersection of HR, IT, and process optimization\u2014improvements that align with the needs of HR, managers, and employees alike. <\/p>

Challenges at the start: workable, but not workable enough<\/strong><\/h3>

Vermaat is a large organization with more than 7,500 employees and a high turnover rate. The existing processes in AFAS were technically functional, but did not always align with the end users\u2019 experience. During the onboarding process, it became clear that submitting data for new employees was not always straightforward, which in some cases led to delays or incomplete information. Other administrative processes, such as processing collective bargaining agreement changes and harmonization processes during acquisitions, also required better organization and oversight. <\/p>

My Role and Approach: From System Administrator to Bridge Builder<\/strong><\/h3>

In my role as interim HR System Administrator, I served as a project-based liaison between HR, IT, and operations. I translated HR requirements into concrete, feasible solutions in AFAS. My approach was characterized by structure, collaboration, and a strong people-centered focus. <\/p>

My job consisted of:<\/p>

  • Analyzing and optimizing processes (including onboarding, changes to collective bargaining agreements, and registration of company assets);;<\/li>
  • Configuring and customizing AFAS in accordance with legislation and user needs;<\/li>
  • Testing, implementing, and rolling out new features;<\/li>
  • Coordinate collaboration between HR, IT, management, and end users; Serve as the primary point of contact for technical HR issues.<\/li><\/ul>

    HX in Practice: Processes Are a Human Endeavor<\/strong><\/h3>

    Although my assignment was technical in nature, Human Experience (HX) was at its core. After all, technology only works well when people can relate to it. <\/p>

    Accessibility:<\/strong> I actively kept the door open\u2014literally. When a colleague was having technical issues and I offered to take a look, he stopped by the office after a long trip. It was an unexpected but valuable encounter. <\/p>

    Empathy and realism:<\/strong> HX doesn\u2019t mean \u201cthe employee is always right,\u201d but rather that you work together to find practical solutions that everyone can agree on.<\/p>

    Testing with real users:<\/strong> That’s the only way to find out if something really works.<\/p>

    Sample Projects & Achievements:<\/h3>

    Updated onboarding process<\/strong> From intake to payroll tax: a fully digital flow, designed to be user-friendly and tailored to employees with limited digital experience. I tested the process with end users and successfully rolled it out together with the HR support team. <\/p>

    Automation of document functionality<\/strong>Documents such as contracts are now automatically generated and sent in bulk. Result: a shift from manual work for 30 employees to a single click, resulting in hundreds of hours saved per year. <\/p>

    Personalized Pension Communications<\/strong>Proactive and easy-to-understand pension information is now available to employees aged 60 and older, leading to greater understanding and appreciation.<\/p>

    Improved Data Quality in Employee Satisfaction Surveys (ESS)<\/strong> Data from previous employee satisfaction surveys was more difficult to use. Thanks to a new categorization system, it is now possible to address areas for improvement in a location-specific and concrete manner. <\/p>

    Insights & Impact<\/strong><\/h3>

    This project taught me that technical knowledge alone isn\u2019t enough. It\u2019s precisely the combination of systems, processes, and the human element that makes the difference. In an organization of this size, where even a small system change affects thousands of people, that realization is essential. <\/p>

    Next: Strengthen, Deepen, Transfer<\/strong><\/h3>

    For the remainder of 2025, I will continue to be involved in further optimizing HR processes, facilitating knowledge transfer within the team, and strengthening the collaboration between HR and IT.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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