Learn & develop

We are strong believers in the 70/20/10 philosophy, which allows you to develop to the greatest possible extent through intensive on-the-job guidance, combined with coaching and training. Putting the right person on the right project is essential to our employees’ development. We pay great attention to that in our resource management. Throughout a project, we use our Make Strategy Work method to provide employees with intensive guidance on their personal development. A ‘people stand-up meeting,’ in which we set personal learning goals and check up on progress, is part of every project. We also consider how team members can contribute to their co-workers’ learning goals. 

Continuous development dialogue

Each employee has a mentor who coaches them in their development. Their dialogue focuses on the future: they discuss what is needed to maximize the employee’s potential. We call this process the ‘continuous development dialogue.’ Throughout the year, employees collect feedback to help guide the dialogue. To facilitate the dialogue, we use a tool: Impraise. In this app, you can easily exchange feedback and set development goals. Every couple of weeks, the mentor and mentee discuss progress. And every three months, they check up on the mentee’s goals. 

How to get more out of your employees

Feedback culture

Seeking and receiving constructive feedback is ingrained in our company culture. As a result, we learn from each other and develop quickly. The best feedback is of the personal kind, provided in a one-on-one conversation. Here are a few examples of more formal ways in which we facilitate feedback exchange:

Great Place To Work survey

Once a year, we participate in the Great Place To Work survey to comprehensively measure employee satisfaction. Once the survey results are in, we set organization-wide goals for improvement. We also encourage teams to make plans based on their individual results.

Sharing fuckups

Success is the result of trying new things, failing, learning, and trying again. The trick is not to let mistakes hold you back. Instead, you should use the experience to learn and grow. So, at IG&H, it’s common to share ‘fuckups’ with each other. You can, for example, share your ‘fuckup of the week’ in our weekly stand-up team meeting. By sharing the experience as well as lessons learned, others can learn from it, too.

Project feedback

After each project, we request feedback from our clients. To inspire each other, we share all lessons learned and experiences gained. In addition, we exchange feedback throughout a project — for instance, through ‘speedback sessions,’ in which all project members give each other speedy feedback.

Leadership review

By mid-year, the organization reviews the leadership team. All employees are asked to anonymously score several members of the leadership team on the nine Secure base leadership characteristics from IMD Business School’s leadership program and provide them with constructive feedback.

Happiness Index

We measure employee satisfaction across the organization every month using a pulse survey we call ‘the Happiness Index.’ Not only does it allow teams to discuss what’s going well and what can be improved, it also enables them to take action.


IG&H grows rapidly, and one of our biggest challenges is to ensure everyone still feels connected to each other. Not only can you learn from our training programs, they also create a common language and provide a perfect opportunity to meet your co-workers. To facilitate connections, we do our utmost best to make sure there are people from across the organization in each training group.
Most training sessions are inspired by our three main philosophies: Make Strategy Work, Care to Dare, and The Art of Selling. Where possible, our internal experts provide training, because no one understands our way of working like they do. Certain training sessions, though, require external training. For those, we have established close partnerships with institutions like IMD and Frits Philips & Partners. 

I instantly connected with the people, and when they told me about their projects, I knew I’d found exactly what I was looking for.

Jasmijn Haverhals - Consultant, Digital Transformation


Jasmijn Haverhals

Consultant, Digital Transformation

How has IG&H helped you prepare for your job as a consultant?

In addition to on-the-job learning, you learn everything you need to know about consultancy in the Consultant Development Program (CDP). The program consists of various internal and external training courses and has been specifically developed for trainees. Besides training sessions, the CDP often organizes trips and dinners. Through these, you quickly develop good relationships with co-workers at IG&H. I see many of them outside of work on a regular basis.

  • You are passionate about technology. Why is that?

    In high school, I was fascinated by science subjects. I loved that you could use formulas to simulate reality, thus answering complex questions. When majoring in applied mathematics, I discovered the various possibilities technology can offer us. That’s when I truly developed a passion for technology. I find it fascinating that one technology can offer a solution to several problems. The many different possibilities, rapid developments, and positive impact technology can have on society make it so interesting to me.

  • What made you decide to work at IG&H?

    It didn’t take long for me to realize consultancy was right up my alley. The job is both analytical and goal-oriented – the exact combination I was looking for. What I noticed, though, was that besides the analytical challenge, social relevance was important to me, too. Furthermore, I was looking for an employer that’s well versed in technology. It was quite the search, but when I dropped by at IG&H for an informal cup of coffee, it quickly became clear to me: I instantly connected with the people, and when they told me about their projects, I knew I’d found exactly what I was looking for.