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Women of Visma: Julie Hollegaard

Article

Women of Visma: Julie Hollegaard

Article

Women of Visma: Julie Hollegaard

Life at Visma

Article

Women of Visma: Julie Hollegaard

Life at Visma

Julie Hollegaard, Chief People & Culture Officer at Visma DataLøn & ProLøn, has spent the past four years reimagining and enhancing our recruitment practices. As an experienced HR professional in the tech industry, she shares her insights on the vital role of leadership in advancing gender equality and why authenticity is the foundation of any thriving company culture.

What motivates your desire to challenge traditional recruitment practices?

I am the kind of person that challenges anything that doesn’t seem optimal. And, to be completely honest, I got tired of reading the same generic cover letter after cover letter. They don’t help with getting to know the candidates on a real level, and that raises the question: Are traditional approaches as effective as possible, or do hiring managers stick to them because it’s what they’re used to?

Traditional recruitment practices are full of unconscious biases, often favouring conventional profiles and experiences, even though diverse teams prove to perform better and improve the work environment. 

So, in my opinion, employers don’t really have a choice anymore; if you want to stay competitive and innovative as an organisation, you should move on from traditional, conservative approaches to hiring new people. This realisation was the driving force behind my desire to rethink and challenge the status quo in recruitment.

As an advocate for progressive hiring norms, what changes have you implemented at Visma DataLøn & ProLøn, and what was the impact?

All job applicants are assigned an alias by our system, and remain anonymous throughout the screening process. Completely eliminating bias in recruitment is impossible, but we have a responsibility to be mindful of it and minimise it as much as possible.

At Visma DataLøn & ProLøn, we tailor our recruitment process to each specific role because one size does not fit all. We refuse to treat cover letters as a golden ticket, because a lot of eligible candidates struggle to express themselves and their motivation in this format.

We’ve experimented with replacing traditional CV and cover letter submissions by asking candidates five questions instead. These focus on the candidates’ motivation and work preferences – the key factors we consider during screening.

By anonymising candidates and prioritising motivation, competence, and potential over specific work experience, we’ve successfully welcomed colleagues who might not have been selected through a traditional recruitment process. So far, each and every one of them is thriving and performing as we had hoped for.

What advice would you give to those looking to move beyond traditional recruitment methods but face internal resistance?

Take it step by step. Don’t abruptly remove or replace everything hiring managers and the organisation are used to.

Find allies within the organisation who are open to experimenting with new methods, and work with them to evolve the hiring practices. Showcase successful examples and results, and before you know it, others will take notice and become interested in adopting your approach.

"Openness and authenticity are key for any organisation. They create the foundation for psychological and emotional safety, which is why top management should lead by example and show that they are human beings, too."

You’ve been open about your experience as neurodivergent. What do you think are common misconceptions about neurodiversity, and what steps can employers take to address these?

It all starts with curiosity. There’s often too much focus on the diagnosis itself, when every neurodivergent person is just as unique as any neurotypical person. A diagnosis is simply a conversation starter for a conversation that definitely needs to happen. Leaders have a responsibility to be curious, understand their employees, and learn what drives them and what they need to thrive.

And, please, let’s stop framing neurodivergence as a ‘special superpower’. That is an outdated narrative placing unnecessary pressure on people on one end of the spectrum. In my opinion, we don’t need glorified inclusion programmes or to be placed on pedestals. What we really need is for leaders to prioritise having meaningful conversations with all employees – neurodivergent or not.


This year’s theme for International Women’s Day (IWD) is ‘Accelerate Action’. What do you think are the main barriers preventing gender equality today?

One major barrier is unconscious bias, which influences everything from job descriptions to hiring decisions. We need to recognise and assess our biases, be aware of them, and take action based on that understanding.

Research shows that most women only apply for jobs if they meet every single requirement listed in the job ad. So, let's start there: We need to write inclusive, fair, and realistic job descriptions. Avoid mentioning unrealistic demands just because they seem common in other ads, and clearly distinguish between what is nice to have and what is needed to have.

Remember, the job ad isn’t just an invitation for candidates to pitch themselves; it’s also your chance to pitch the company as an attractive place to work.

Have you faced or witnessed gender-related barriers in your career? If so, how did you navigate those situations, and how did they shape your approach to leadership?

I’ve certainly observed gender biases and barriers. They’re everywhere, and that has shaped my leadership approach by making me more intentional about creating equal opportunities, especially within recruitment. I focus on making sure that genuine motivation, potential, and talent are prioritised in hiring decisions.

"Leadership sets the tone for organisational culture. Leaders must champion gender equality – not just in their words, but through their actions. This means measuring DEI progress, encouraging a culture of feedback, and holding themselves accountable for real change."

How can companies ensure that DEI efforts don’t lose traction over time, or become limited to specific initiatives like IWD, but rather remain a priority year-round?

IWD is a good reminder that DEI shouldn’t be a focus just once a year. It should be embedded in both the company’s culture and its core values. That’s the key to success and should be at the heart of everything we do.

At Visma DataLøn & ProLøn, we measure our progress every two months through an anonymous employee engagement survey. When asking our employees about how they perceive our DEI efforts, it keeps the topic top-of-mind, making it even more relevant for us all to discuss, focus on, and reflect upon.

What’s been the most significant lesson of your career, as someone working with people, so far?

The power of authenticity and emotional intelligence. The time for corporate bullies is up, and it’s time to be real and vulnerable. That’s not a weakness; it’s being human. And we need to build company cultures where people come first, because we all perform our best when we feel safe to bring our whole selves to work.

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