A conversation between HR strategist Hein Knaapen and Chantal Verbeek, Former Chief HR Officer at Intrum
In the latest CEO.works webinar, Hein Knaapen sits down with seasoned HR executive Chantal Verbeek—whose career spans global institutions like ING, Scotiabank, and Intrum—to explore how HR leaders can truly drive business performance.
This conversation offers practical insights and candid reflections that will resonate with senior executives seeking to align people strategies with value creation. Below are some of the key themes discussed:
HR’s Role in Business Performance Starts at the Top
Chantal emphasizes the importance of embedding people strategies into the financial planning cycle and aligning with the CEO, the C-suite, and the board—especially the remuneration committee. Success, she notes, depends on clarity around what performance looks like and how it is achieved.
Managing Stakeholders: Facts, Trust, and Tact
Board members often come armed with “solutions in search of a problem.” Chantal shares how HR leaders can engage non-executive directors by balancing data-driven arguments with strategic dialogue, offering alternative paths forward while respecting board dynamics.
Building Radical Candor with the CEO
Establishing a trusting relationship with the CEO requires honest, behind-the-scenes conversations—even when there's disagreement. As Chantal puts it: “Healthy tension is okay—as long as it’s respectful and private.”
Forget the Hobby Horses. Focus on What Moves the Needle
Chantal calls out one common misstep: overengineered strategic workforce planning. Instead, she champions practical, high-impact initiatives like executive coaching, team effectiveness, and predictive analytics—with adoption at the local level.
Elevating the Frontline Manager
Frontline leaders are the true carriers of strategy. Chantal highlights the power of investing in first-time managers, citing a program that certified people leaders within three months of promotion as critical to performance at scale.
Less Complexity. More Judgment.
Whether it’s Workday rollouts or 300-page operating models, both Hein and Chantal agree that complexity often kills impact. HR leaders should equip the organization with fewer, clearer tools and focus on enabling better decisions, not just tighter controls.
Culture Starts with Who You Are
“Culture change” is often a flawed ambition. Instead, Chantal and Hein reflect on the success of framing culture as an articulation of what the company is already good at—then using leadership values to shape behavior with surgical precision.
Diversity Done Right: Lessons from North America
Drawing on her time in Canada, Chantal shares how DEI can be embedded systemically—not just celebrated once a month. She underscores the importance of allyship and employee-led initiatives that keep inclusion ongoing and authentic.
The Promise—and Limits—of AI in HR
AI is already helping HR teams write better policies and streamline recruiting, but Chantal cautions that judgment and customization remain essential. “It’s not about replacing people—it’s about equipping them to add value.”
Where HR Has Advanced—and Where It Hasn’t
The function has earned its seat at the table, professionalized its practice, and learned to speak the language of business. But Chantal points out there’s still work to do in integrating people and commercial data—and in making HR operating models more agile and judgment-based.
Listen to the full conversation for practical insights on linking talent to value creation and leading HR through exponential change.
For more insights on aligning talent with value creation, download our Talent to Value paper using the QR code at the end of the video.
