From Publisher to Connector: How Pelckmans shapes people-first HR

Everything at Pelckmans starts with a simple truth: HR is a guide, not a set of rules. It is there to stimulate, guide and inspire their employees based on expertise. 

"We want employees to recognise themselves in what we do," says HR Manager Griet De Bevere. "No theoretical models or opaque communication, but concrete and understandable initiatives." 

Pelckmans teams work across various contexts, but they share the same mission: to be a unique company that combines learning and reading. Through collaborative workshops HR translates that mission into everyday practice – helping employees see how their work contributes to something larger.

Culture at Pelckmans grows from support. Together with authors and teams, they believe in the power of ideas, the emotion of imagination and the added value of insights. By developing a shared language and focusing on recognisability, a culture is created that lives and connects.  

As Griet puts it: "HR supports, structures and connects. The content? It comes from our employees and authors themselves." 

One of the most distinctive parts of their HR approach is the creation of the charters. These documents do not follow a top-down approach: they are created in real-time in response to real questions within the organisation.

Employees and managers from different departments come together to reflect, debate and co-create practical solutions. It’s an ongoing dialogue that strengthens ownership and culture at the same time. 

"The first charters arose from concrete needs in the workplace," says HR & Payroll Officer Sandra Hofmans. “For example, our meeting charter came from the feeling that too many meetings lacked focus. What started as a short training turned into tangible agreements about structure, timing and purpose. Now, every meeting has to earn its place on the calendar." 

Another example is the cooperation charter. To break down silos between departments, teams defined how to communicate, share responsibilities and give feedback. This created more transparency and flow across departments.

Even more sensitive themes, such as the right to disconnect during hybrid work, are also handled this way. Sandra explains: "It’s not about rigid rules, it’s about negotiability. As a publisher, how do you make agreements with an author who only has time in the evening? How do you ensure that young employees do not feel overloaded in WhatsApp groups?" 

"Some charters take time to grow – sometimes months – and that's okay," says Sandra. "We keep the process alive: with follow-up moments, feedback sessions and room for revision. Not everything is set in stone. We keep asking ourselves the question: is this still sufficient?" 

"Every charter starts from what is really going on. Not from theory, but from practice." 

Managers play a crucial role in the HR story, but they also need support. 

"Not every manager has the necessary communication and people management skills naturally," Griet notes. "It is our job to guide them, provide them with tools and challenge them if necessary." 

The HR team provides this support with advice, assistance and training, while at the same time maintaining the balance between autonomy and maintaining core values. 

For Pelckmans, publishing means: giving, adding, enriching. They look at their role in society from that perspective, with insights, ideas and emotions. 

The Pelckmans story is a reminder that HR works best when it’s lived. For other organisations looking to bring their people strategy to life, a few principles stand out.

1. Look through the eyes of the employee. Make HR understandable, recognisable and visible in daily practice. What is going on in the workplace deserves a place in policy.
2. Work with clear frameworks. Provide visual and clear guidelines that provide direction but leave sufficient room for autonomy and personal interpretation within those limits.
3. Support leaders in their role. Make expectations explicit and offer practical tools and a shared language that appeals and works in the reality of teams.
4. Actively involve employees. Let HR grow through initiatives such as charters, in which employees help shape agreements and culture.
5. Let culture live in corridors. Build solidarity and shared values through concrete initiatives, not through paper plans that disappear into a drawer.
6. Encourage collaboration between departments. Focus on joint learning and development processes that break down silos and create flow between teams.
7. Keep moving. Measure, reflect and stay curious. Review and update your HR policy regularly to keep it vibrant and relevant.