Future-proof HR: discover Axis Group's innovative approach

Today, there are 4 generations in the workplace: Baby Boomers, Generation X, Generation Y & Generation Z. And getting these 4 generations to work together and co-create is quite a challenge considering their needs are very different.

Money - Mind - Heart principle

Axis applies the money-mind-heart principle, Business decisions are made taking into account each of these 3 dimensions: money (in the broad sense of the word), intellect (opportunities for growth, development, future prospects) and heart (well-being, freedom, autonomy, impact).

At the beginning, for the baby boomers and Generation X, the combination of Money & Mind mattered most.

The arrival of Generation Y and Z disrupted the traditional work environment. These new generations came with a totally new view of our work environment, a focus on their well-being both in and out of the workplace and on freedom and independence. They instilled in companies a focus on meaning: why we do what we do every day and the impact employees have on work and on themselves as a person in other words a focus on the 3rd dimension of the heart.


Through Covid, this 3rd dimension of the heart has gained more and more importance with the previous generations namely the baby boomers and generation X. Since then, a company needs to firmly focus on each of these 3 dimensions and this for all generations with each their own needs and concerns.

This remains a huge but exciting challenge for most companies today!

Collective Intelligence

Within Axis Group, we have been using the principle of collective intelligence for 5 years, a method in which each individual is given the opportunity to work together and combine the added value of individual talents into a mastermind. This allows our company to adapt faster and more easily match the right people to specific projects, with the ultimate goal of creating a more efficient impact and being as close as possible to our candidates and clients.

This process is complex, sometimes confronting and not always without challenges.

But today, after 5 years, I can say that I see the results on our internal operation, the retention of our staff and their level of engagement, as well as in the relationship with our candidates and clients. Even through the challenging Covid period, we were already applying this method, with managers we have since called "leaders" and taking co-responsibility with their team leads rather than adopting the traditional top-down management style,

It turned out that this way of working really suits us.

Maybe this is not feasible for every company but the message is that it is effectively possible to redefine yourself as a company in terms of the way you work, and most of all that the meaning of work becomes clear internally, but certainly also externally.

I am very curious about your experiences and look forward to discussing this together.


Marjorie Lambeaux