2010

LIGHTHOUSE ATTRACTION & RETENTION 16/11/2010

LIGHTHOUSE ATTRACTION & RETENTION

1. INTRODUCTION by Lieven Verbrugge 2. HR Challenges for the Future by Philippe Meysman

16/11/2010

3. Setting the scene for Graduate Recruitment by Annelies Verbruggen 4. CASE by Alexandre Deschuymere 5. BREAK 6. How Engagement contributes to your Organization’s Result by Marc Timmerman & Meindert Giessen

7. CASE by Frank Van Massenhove 8. CONCLUSIONS



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AGENDA 1. CRITICAL HR CHALLENGES FOR THE NEXT YEARS 2. FOCUS ON MAJOR FUTURE CHALLENGES IN TALENT ATTRACTION 3. BUSINESS CASES & BEST PRACTICES

PART 1 : CRITICAL HR CHALLENGES FOR THE NEXT YEARS

Critical HR Challenges for the next years (1) (*) 1. MANAGING EXISTING TALENT Turning the quest for talent inward (development – retention) Developing existing employees to the next level = most predictable and reliable way to go Providing jobs with sense, content and career perspectives Optimizing appraisal and reward systems Betting in people’s potential and developping this last one with conviction and the right means (coaching, projects, etc) (*) Based on surveys from Hudson (Tackling the economic crisis – Has HR learned from the past?, May 2009 – 500 HR & Business Leaders interviewed in 30 countries worldwide) and the Boston Consulting Group (The Future of HR in Europe : Key Challenges Through 2015 – 1,355 executives interviewed from 27 european countries)

Critical HR Challenges for the next years (2) 2. ATTRACTING NEW TALENT Talent shortage loom and Millennials are on the March Talent market is global (versus local) : number of European firms move to new locales such as India or China to get the groups of talented workers they need x 3 in the next 5 – 8 years Need of a clear employee value proposition aligned with the desires of the target groups and with the employer’s brand Assessing the needs for talent in light of the strategic & business requirements Investing in online sourcing tools, social medias and passive candidates

Critical HR Challenges for the next years (3) 3. MANAGING DEMOGRAPHICS Managing the loss of capacity and knowledge by: implementing a comprehensive system of job families and competency management across the company anticipating the shortfalls

• Managing the aging of the workforce by adding/enhancing e.g. HC programs, new career systems, adapted shift models, etc • Increasing the visibility of the employer’s brand and globalizing the recruitment approach CHANGE IN WORKING POPULATION

United Nations Department of Economic and Social Affairs/Population Division, World Population Prospects: The 2004 Revision, Volume III: Analytical Report

Critical HR Challenges for the next years (4) 4. BECOMING A LEARNING ORGANIZATION Choosing best tailored learning strategy for your company’s needs and culture (in-class training, coaching, on-the-job learning, etc) Stimulating on-the-job development programs, job rotation, internal promotions, etc Key characteristics of a LO : Processes that encourages communication across boundaries Learning culture or culture of innovation Tools and techniques that help individual and group learning for instance problem solving and creativity Motivation and skills to acclimatize and learn

“A learning organization is an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights” (Garvin, Prof. Harvard Business School,1993) The most visible differences between the corporation of the future and its presents day counterpart will not be the products they make nor the equipment they use, but who will be working, why they will be working, and what work will mean to them (Robert Haas, CEO of Levi Strauss and Company

Critical HR Challenges for the next years (5) 5. MANAGING WORK-LIFE BALANCE Implementing or bolstering WLB programs that afford employees e.g. flexible working hours, home working, time credits, part-time work, job sharing, on site/near site company childcare, etc The benefits of a well managed work-life balance work policy: improved recruitment and retention rates, with associated cost savings reduced absenteeism and sick leave usage a reduction in employee stress and improvements in satisfaction and loyalty greater flexibility for business operating hours improved productivity improved corporate image, becoming an ‘employer of choice’. • Embracing programs that advance corporate social responsibility

Critical HR Challenges for the next years (6) 6. MANAGING CHANGE AND CULTURAL TRANSFORMATION Ensuring that top leaders support change efforts e.g. Executing change management programs Assessing employee behaviors and attitudes - shape these and change them for maximum effectiveness Naming an executive to head all corporate change management efforts Integrating new technologies (e-learning, social medias, etc)

Critical HR Challenges for the next years (7) 7. GOING TO GLOBALIZATION, OUTSOURCING & OFFSHORING Globalization of the labor market : employers seek more and more global HR Outsourcing and/or offshoring. Why? Cost reduction & management Focus on core business Access to specialized knowledge & know-how Operational & financial flexibility

PART 2 : FOCUS ON MAJOR FUTURE CHALLENGES IN TALENT ATTRACTION

Talent Acquisition Trends and Predictions (1) 1. CONTEXT OF TURMOIL & RECOVERY : – Surgical labor cuts (rightsizing vs downsizing) – Investing in labor that brings new capabilities to the table – Need for an agile and flexible recruiting strategy, capable of adapting quickly to changing conditions – Strategic hires by opportunity – Increased importance of contingent labor (already today 1:5 workers worldwide) – Continuous internal movement – JIT training processes in a world of continuous change and innovation, for updating skills rapidly and inexpensively – Explode out-of-the-box plan (to jump from hiring freeze situation to ramp-up hiring circumlstances)

Talent Acquisition Trends and Predictions (2) 2. FROM TRADITIONAL HR METRICS INTO HR REVENUE IMPACT – Converting HR metrics into financial impact – Learn from others who have made the transition (“Dollarize” your business impact) – Focus on key impacts (ROI top performers vs average, benefits of a retention strategy, etc)

Talent Acquisition Trends and Predictions (3) 3. THE WAR FOR TALENT, THE RETURN – 3d “War for Talent” (1999, 2005, 2010) – Competition for talent increases as a consequence of the demographic gap – structural shortage of a lot of profiles on the market (engineers, nurses, technicians, assistants, IT’ers, etc) – Power of recruiting relationship shifts away (from employer toward potential candidate), asking for : just-in-time & low cost innovations (“jugaad”) a more candidate-centric attitude leading to an improved candidate experience redesigning and securing the onboarding process learning how to counter negative employer branding messages – Growing importance of the employer branding concept, used by the organizations mainly (69%) to secure their long term recruitment needs (survey of Universum, july 2010)

Talent Acquisition Trends and Predictions (4) Why investing in a strong employer brand? Ability to attract the very best people out of the talent group

Top 10 ranking 2010 Business

Engineering

1

Google

Google

2

KPMG

Microsoft

3

Ernst & Young

IBM

Shorter time to fill positions

4

PWC

Sony

Higher employee commitment

5

Deloitte

BMW

Lower employee turnover

6

P&G

Intel

7

Microsoft

General Electric

8

Coca-Cola

Siemens

9

J.P. Morgan

P&G

10

Goldman Sachs

Apple

Ability to resist salary creep in a competitive market – candidate will have other deciding factors than salary

Source : Global Trends in Employer Branding and Talent Attraction, July 2010, Michael Kalinowski, CEO Universum

Talent Acquisition Trends and Predictions (5) Main challenges to reach an employer brand leadership Work becomes an ’employment experience’ Employer branding is not a function but a business philosophy Less is more, small is big ; ROI to be continuously demonstrated Talent crisis becomes the matching crisis Relationships will replace reputation Employer brands become global Organizations will get nacked Work becomes living Connected, cleaner and greener Source : Employer Brand Leadership, September 2010, Brett Minchington, Chairman Employer Brand International

Talent Acquisition Trends and Predictions (6) 4. DIRECT SOURCING AS EMERGING POWERHOUSE – Development of new and exciting recruiting tools : online tools that unify sourcing channels (e.g. www.multiposting.fr, www.jobiso.fr, etc) social media and other tools to source passive candidates (e.g. linkedin, facebook) – shift away from active tools (“jobboards will soon be archaic”) “matching” jobboards e.g. www.recruteonline.com, www.jobfacts.com, etc employee referral programs mobile platforms (sms, smartphones, etc) – Increased focus on implementing “Hiring A-level talent” training for both recruiters and hiring managers

Talent Acquisition Trends and Predictions (7) 5. OUTSOURCING & OFFSHORING – Absence (in volume) and/of absolescence (in quality) of talent will lead more organizations to go to workforce decentralization via teleworking, outsourcing and/of offshoring 6. CRUCIAL IMPORTANCE OF RETENTION STRATEGIES – With the War for Talent, companies will hunt by all means – Are we sure the vast majority of organizations is prepared to mitigate risks caused by rapid and significant turnover? – Retention strategies : Ensure employee recognition (recognize and celebrate success, recognize excellent performance, etc) Offer growth and development opportunities (leave some room for errors,) Ensure a healthy work-life balance and make work fun Offer competitive compensation, etc

PART 3 : BUSINESS CASES & BEST PRACTICES

Ernst & Young (1) Big four providing global services in four main areas: assurance, tax, transaction and advisory – 141,000 employees spread over 140 countries Attraction strategy focus : Employer branding & campus recruitment – Focus on brand pillars : opportunity, learning & development, inclusive and flexible environment and making a difference in the community – embedded in every candidate-facing communication – Best-Place-to-Work awards : Universum’s #1 ideal employer of US graduates in business and accounting # 3 on BusinessWeek’s Best Place to launch a career top 10 in Working Mother Magazine’s Best companies for Working Moms top 3 in DiversityInc’s Top 50 Companies for Diversity

Ernst & Young (2) – Touch point mapping : customer service type model to identify and ‘map’ critical interaction point with potential applicants – Using social media : intensive use of videos, miccroblogging, blogging and facebook (35,000 fans in 2009) – Personalized channels : mass-personalized messaging approach (e.g. EY experience, innovative online tool to communicate E&Y’s culture and opportunities) – Exciting corporate careers page : virtual reality tour of employees’ workspaces – Internal brand message : helps employees understand how their work contributes to the success of the company – how they can make a difference in the world – CRM model : highly organized student-focused teams to build strong relationships with students, faculty, etc executive involvment

Ernst & Young (3) – Contests : “Your World Your Vision” contest for teams of students – how to make a difference at a local level through community responsibility (award of 10,000 $) – Unique events : e.g. International Intern Leadership Conference (attended by 1,700 students – invited during the summer to learn more about the benefits of a career at E&Y : 90% conversation rate)

Aricent (1) Privately held Silicon Valley-based communication product and service provider operating in 19 countries worldwide Attraction strategy focus : World-class employee referral program – High responsiveness : actions guaranteed within 72 hours of submission – A dedicated team with clear SLA’s : team of 5 dedicated to the management of the ERP with a clear SLA chart – Proactive referrals : referral program calendar distributed in advance for a beter awareness of projected needs and events – Prioritization of jobs : focus on mission-critical, revenue generating jobs and ‘hard-to-fill’ positions – Pre-assessment of the referrals : employees required to assess the technical skills and cultural fit of the referral for increased accountability, improved quality of the candidate and saving time of both manager and recruiter

Aricent (2) – Goals for all managers : each manager must refer at least one corporate alumni per year (66% of alumni rehires via ERP in 2009) – Use of technology : dedicated microsite on firm’s intranet – Bonuses : linked to the targeted position – ‘top-ups’ motivational bonuses on each of its unique campaigns – Solid ERP Metrics : key to continuous improvement

Significant results : – Resume-to-hire ratio 3:1 (versus 5:1) – Growing employee participation (from 33 to 66% between 08 and 09) – ERP reaches 45% of total hiring – ERP candidates accepts offer at a significantly higher rate – ERP costs at +/- 20% less than hires produced via other sources



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Conflicting messages (1/2) “(…) a poll of employers reveals the number of applications for each vacancy has surged to nearly 70 while the number of available positions is predicted to fall by nearly 7%” (The Guardian, July 6th 2010)

“Opnieuw op weg naar tekort aan werkzoekenden (…) het aantal vacatures dat bij de VDAB wordt aangemeld, lag in de eerste negen maanden van 2010 ruim 17% hoger dan in dezelfde periode van vorig jaar” (De Standaard, 26/10/2010)

Conflicting messages (2/2) Do graduates need to be more flexible in their first career choice?

Or

Do graduates nowadays have the luxury of choice?

Our experience in the European graduate market RECRUITERS

APPLICANTS

Put a lot of graduate positions on the market each year

Want to connect with future management team

Raise the bar and set high expectations for graduates

Select employer based on company values

Adopt a multi-channel and multi-media approach

Are stimulated by personal development and growth perspective

Alignment between offering and expectations is not sufficiently visible and/or optimal

Generation Y in the media (1/3) The Peter Pan Generation

Generation Y in the media (2/3) Life in Cyberspace

Generation Y in the media (3/3) Up to a generation Z without boundaries?

The Clash of Generations?

Generation Y is often represented as the “necessary evil” Generation X needs to deal with

Still, the link between the characteristics of the 21st century workplace and those of Generation Y is only one step away….

The 21st century workplace…. Technological Innovations Globalisation & Virtual Teams Work as a life experience Flat Organizations & Networking Cost Effectiveness

….and Generation Y Technological Innovations Excellent knowledge and mastering of social media Efficient working through advanced technical tools and the ability to work with these Globalisation & Virtual Teams Living with parents makes me free to go and stand where I want The world as my work space Work as a life experience Work - life FLEXIBILITY: why sit at my desk whole day when I can combine work with my personal life? Investment in personal growth

Flat Organizations & Networking Belonging to various communities and openly communicating with counterparts of all “levels” Cost Effectiveness Through distance working, making full use of all available tools, efficiency in work and openly sharing what I want and what I will do

Implications for Talent Attraction and Retention Attraction:

Retention:

Give insight into the values and mission of the organization: “Can you liaise with these?”

Provide PROACTIVELY in development opportunities, Career Counselling, Coaching and Mentoring

Involve the right people in the attraction process: “Who will I be working with? How can me career look like?”

Reward based on PERFORMANCE (clear cause-effect link) and with more than financial remuneration

Be specific about who you want to attract: “How can I fully deploy my personality in this organization?”

Foresee in a work environment that enhances efficiency and result-oriented working



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Kwalitatieve verpleegkundige zorgen : Aantrekkelijkheid, behouden en fideliseren van personnel

A.

DESCHUYMERE

Adjunkt Directeur Verpleging Kliniek Sint-Jan

Welkom in de Kliniek Sint-Jan Bienvenue à la Clinique Saint-Jean

Samen visie en beleid delen

Partager la vision et la gestion

Sint-Jan : enkele cijfers 1 8 0 Vrijwilligers Geneesheren 220 Bedden 503 Medewerkers 1400 Bevallingen 2134 Heelkundige ingrepen 12735 Daghospitalisaties 10560 Hospitalisaties 14751 Opnames 25311 Spoedgevallen 29717 Raadplegingen 200000 Bedrijfsopbrengsten 130080115€

Pto

Origine

van de « Magnet hospitals »

Magnet Hospitals zijn ziekenhuizen die: (1) erkend worden door de verplegenden als goede werkmilieu’s, (2) een lage turnover vertonen wat betreft de verpleegkundigen, en (3) die zich situeren op een competitieve arbeidsmarkt

icto

Classificatie van de ziekenhuizen Het vermogen van ziekenhuizen om verpleegkundigen aan te trekken en te behouden door een werkomgeving die zorgverstrekking van hoge kwaliteit aanmoedigt

Picto

1. Het management

Een transformationeel verpleegkundig leiderschap op elke niveau v.d. organisatie

Picto

Het management

Opdracht & Doelstellingen : • Het welzijn van de patiënt – cliënt • Beantwoorden aan de verwachtingen van het personeel • Budgetair evenwicht

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Het management Organisatie & Structuur

• invoering van een participatieve en ondersteunende stijl • invoering van een gedecentraliseerde en gebureaucratiseerde organisatie-structuur • toepassing van het principe van gedeeld bestuur (shared governance) beslissingen i.v.m. de zorgen worden genomen op het terrein en niet door de administratie v.d. verpleegkundige zorgen (Buchan,1997; Kramer & al., 1991; Sovie, 1984; Aiken, 1995)

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H e t m a n age m e n t v an h e t v e rp le e gk u n d ig de par tem en t La nge t er m ijn (W aa r om ?) Dire c t ie Ver ple ging

S trateg isch niveau

M iddella nge t e rm ijn (H oe ?) M idde nka de r s

Tactis ch niveau

Kor t e t e rm ijn (W a t ?) H oofdv e r ple ge n de n

O peratio nee l niveau

V erpleegk undig e o pdracht V is ie en zo rg ench arter D o elstelling en S tructuren P ers o neels o m k adering

V erpleeg pro ces M etho dis ch hande len P ro fes s io nalis m e V o rm ing V erdel ing van d e m idde len

P lanning U itvo ering S upervisie Evaluat ie Inzet v an de m iddelen

A anwerv ing en s e lect ie

O ndersteuning /beg el eid ing

Co aching /team bui lding

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Het management Sleutelssucces : de leiderschap Directie, kaders en hoofdverpleegkundigen • Visionair en enthoesiast • Bron van ondersteuning en ervaring • Hoge verwachtingen t.o.v. de verpleegkundigen • Valorisatie v.d. professionele opvoeding en ontwikkeling v.d. verpleegkundigen • Autonomie v.d. verpleegkundigen en controle over hun werk • Beantwoorden v.d. noden v.d. equipe • Open houding en communicatie (Kramer & al., 1987,1988,1991; McClure & al.,1983)

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Het management : een hoge ratio verpleegkundigen / patiënten verzekeren

• Overwicht aan verpleegkundig personeel tegenover hulpen logistieke personeel • Een groter aantal verpleegkundigen met een hogere kwalificatie • Voorkeur geven aan klinisch competente en gekwalificeerde verpleegkundigen, die de visie v.d. instelling delen (Buchan, 1999; Kramer & al. 1988; Kramer, 1990)

Picto

Verpleegkundig departement :

• • • • •

760 personen (contractuelen) 572 ETP (betaalde effectieven) Voltijds : 47% - Deeltijds : 53 % Turnover : 15 % Kwalificaties : -

Verpleegkundigen Vroedvrouwen Paramedici Zorgkundigen Logistieke hulpen

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Verpleegkundig departement : eind 2009 Infirmier(e) gradué(e) Gegradueerde verpl.

133

Infirmier(e) breveté(e) Gebreveteerde verpl.

411

90

50 5 7 11

24

30

Aide-soignant

Zorgkundige

Sage-femme

Vroedvrouw

Paramédicaux

Paramedici

Assistant logistique Logistieke assistent Technicien(ne) RX Beeldvorming

Techn.

Animatrice

Animator

Assistant(e) en SI

Verpleegassistent

Verhouding intreders / uittreders 2001-2009 (personen) Proportion des entrants / sortants 2001-2009 (personnes) 180 170

163

160 150

146 140

140

133

130 120

105

110 100

97

99

94

90

66

70 60

95

77

80

68

99

84 79

78

68

in 62

50

uit

40 2001

2002

2003

2004

2005

2006

2007

2008

2009

Verhouding intreders / uittreders 2001-2009 (VTE) Proportion des entrants /sortants 2001-2009 (ETP) 160

154 150 140

133,5

130

128,5

120

117,5

110

97

100 90

93,5 87,6

87

83,5

80

85,8 68,5

70

57,5 60

73,5 67,5

66,5 in

50

56,5

55,5

53,5

uit

40 2001

2002

2003

2004

2005

2006

2007

2008

2009

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2. De verpleegkundige praktijk

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De verpleegkundige praktijk Behoud van een therapeutische relatie met de patiënt gebaseerd op de caring

• Patiëntgerichte zorg : gepersonaliseerde benadering • Doelgerichte zorg : systematische en methodische aanpak • Professionnalisme : kennis, vaardigheid, attitude • Implicatie van de patiënt in de zorgproces : interatief begeleiding • Referentieverpleegkundigen • Kwalitatieve zorgresultaten : patiëntentevredenheid

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De verpleegkundige praktijk Zorgencharter : Wij engageren ons ...

• u te verwelkomen op een persoonlijke en gastvrije manier • tijd te maken om naar u te luisteren • respect te tonen voor uw eigenheid en uw overtuiging • informatie te geven over uw verzorging • vertrouwelijk om te gaan met de informatie over uw verblijf • uw betrokkenheid bij de verzorging te steunen • te streven naar het behoud of herstel van uw autonomie • de continuïteit en de coördinatie van uw zorgen te verzekeren • uw vertrek, samen met u voor te bereiden • aandacht te hebben voor uw opmerkingen en suggesties

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De verpleegkundige praktijk De klinische en organisationele autonomie alsook de verantwoordelijkheid van de verpleegkundigen verzekeren controle op de beroepspraktijk

De verpleegkundig neemt deel aan de besluitvorming i.v.m. het leven en de organisatie v.d. afdeling

(Kramer & al., 1991; McClure & al., 1983;Scott,Sochalski & Aiken, 1999)

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De verpleegkundige praktijk Concept : "Referentie verpleegkundigen" Gedelegeerde activiteiten

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25.

Opvang en begeleiding van studenten. Opvang en begeleiding van nieuwe medewerkers. Materiaalbeheer. Hemovigilantie. Pijnbeleid. Hygiëne en procedures. Apotheek Verpleegdossier Vg-MZG - procedures Wondzorg. Supportteam Pastorale dienst. Ethische commissie. Diabetes Interculturele bemiddeling ARCA Interne & externe vormingen. Vrijwilligers Informatie aan patiënten Informatie aan personeel Rampenplan Veiligheid & Agressiviteit Hoteldiensten. ..... .....

Activités déléguées 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25.

Accueil et guidance des étudiants. Accueil et guidance des nouveaux collaborateurs. Gestion du matériel. Hémovigilance. Gestion de la douleur. Hygiène et procédures. Pharmacie Dossier infirmier DI-RHM - procédures Soins de plaies. Supportteam Service pastoral. Comité d’éthique. Diabète. Médiation interculturelle ARCA Formations interne & externe. Bénévolat. Information aux patients. Information au personnel. Plan catastrophe. Sécurité & Agressivité Hôtellerie. ..... .....

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De verpleegkundige praktijk Een samenwerking ontwikkelen tussen verpleegkundigen en geneesheren

=

wederzijds respect voor kennis en bekwaamheid en onderlinge verbintenis tot het verlenen van kwaliteitszorgen.

Picto

3. De professionele ontwikkeling

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De professionele ontwikkeling Mogelijkheden tot professionele ontwikkeling verder uitbouwen

• Permanente vorming en steun a.d. organisatie • Begeleiding v.d. nieuw aangeworven via een programma op maat • Openheid naar buiten toe : deelneme aan kwaliteitsprojecten (Clinical leadership, Work Life Balance, …) (Eckardt, 1998; Buchan, 1994; Kramer & al., 1993)

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Project A.R.I.Q. : Modélisation de l'hôpital attractif (S. Stordeur et al., 2009)

Axes

Dimensions

Références

1. Sens de la mission

1. Valeurs, vision stratégique et politiques claires

1. Définition claire des orientations stratégiques 2. Structure organisationnelle horizontale 3. Place centrale du patient 4. Engagement envers la qualité 5. Modèles professionnels de soins 6. Respect mutuel entre les disciplines

2. Qualité de leadership des dirigeants

7. Leadership fort et visible 8. Gestion participative des collaborateurs 9. Maîtrise des processus de gestion des ressources humaines

3. Activités de recherche et image des soins infirmiers

10. Activités de recherche pour l’amélioration de la qualité de soins 11. reconnaissance des infirmières à délivrer des soins de qualité 12. Infirmières cliniciennes ou de pratique avancée : soutien et consultation

4. Politiques et programmes de personnel

13. Politiques et programme de personnel créatifs et flexibles 14. Revalorisation du lieu de travail 15. Facilités accordées aux collaborateurs pour assurer l’équilibre famille – travail

5. Développement professionnel

16. Grande valeur accordée à la croissance personnelle et professionnelle

6. L’établissement est partie prenante d’un réseau de soins

17. Accords de collaboration entre hôpitaux et services de soins extrahospitaliers

7. L’établissement exerce un rôle de santé publique

18. Organisation régulière de manifestations de promotions de la santé

2.

Support organisationnel personnes

3. Ouverture vers l’extérieur

aux

19. Principe de cohérence : gestion des équilibres et des paradoxes

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De aantrekkelijke instelling : in praktijk ...

1. Ontwikkel een gedeelde visie gedragen door alle zorgactoren en vertaal deze in operationele doelstellingen 2.

Geef een gezicht aan uw instelling en blijf beschikbaar. Voer een opendeur politiek

3. Doe een aanwervingsbeleid in gekwalificeerd personeel. Vermijd uitzendkrachten

Picto


4. Respecteer de keuze van dienst en van arbeidstijd 5. Geef zo mogelijk een contract van onbepaalde duur en zorg voor een goed onthaal van nieuw aangeworvenen 6. Duidt mentoren aan voor de begeleiding en de integratie van de nieuw aangeworvenen 7. Maak polyvalente medewerkers van uw personeel. Stimuleer de collegialiteit en de solidariteit in het werk

Picto


8. Geef de totale verantwoordelijkheid over patiënten aan referentie verpleegkundigen 9. Ontwikkel een doorgedreven autonomie voor verpleegkundigen Verplaats de beslissing naar de basis 10. Stimuleer de permanente vorming en voorzie hiervoor tijd en financiële middelen

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11. Zorg dat alle leidinggevenden een cursus in 'Leadership’ volgen zodat ze hun personeel kunnen inspireren 12. Werk een mobiliteitsplan uit voor alle medewerkers 13. Zorg voor een veilige werkomgeving door middel van adequate procedures

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14. Stel het ziekenhuis open en maak uw cultuur van uw instelling zichtbaar 15. Creër vaste samenwerkings- verbanden met hogescholen en universiteiten

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Draag niet alleen zorg voor uw patiënten maar tevens voor al het paramedisch personeel

Een aangename en kwalitatieve werkomgeving verhoogt de kwaliteit van de zorgverlening

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Besluit De verbetering van de organisatorische kenmerken van de bestudeerde instellingen moet beschouwd worden als een valabele interventiepiste en een pertinente strategie voor de verzorgingsintellingen, die geconfronteerd worden met niet te onderschatten stressfactoren of die een gezonde werkomgeving willen bieden aan het verplegend personeel.

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Meer interesse ? Éditeur : Editions Lamarre Collection : Fonction Cadre de santé Année de publication : 2009 Nombre de pages : 248 ISBN : 2757302811 Code : WL2869



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The Mosquito & the Nudist Colony

Anno 2009

KEY HR ISSUES IN 2009 ENGAGING AND RETAINING TALENT WHILE RIGHT-SIZING

Anno 2010

Are we facing a hiddenTsunami ?

The Case : “The results of an Economic Battle Fatigue” Multiple external surveys in Europe indicate that there could be an employee turnover as high as between 40-60% in 2010 as economies slowly recover. 1 out of 3 key performers is considering leaving their employer in 2010. 1 out of 4 high potentials is considering leaving their employer. (Source : HBR, May 2010) This year staff attrition could cost the UK economy in excess of £1 billion. (Source : The Grapevine, Feb 2010) The Hudson Talent Engagement Survey Results indicate an average of ‘weak’ contracts between 30 & 50% in Europe in H1 2010.

Are you ready to play Musical Chairs ?

FOCUSSED HR ISSUES IN 2010 SEPARATE SCHOOLS OF THOUGHT Two Main Schools of Thought : • Individual Entry Point : Talent Engagement & Retention • Organisation Entry Point : Business Strategy & Workforce Planning • Hybrid : Succession Planning

All focussing on increasing volume of Talent Pool • Moving from 4-6 % to 10% of first Tier Top Talents • Anticipating Retention Risk ? • Investing towards Future Growth ? Gaining Competitive Advantage ?

More focus on employer branding as part of commercial branding • If people like us as an employer, we must be good as a company ! • Re-inventing the Brand to come to a multi-facetted appeal for many

THE IMPORTANCE OF AN EMPLOYER VALUE PROPOSITION

SHOULD I STAY OR SHOULD I GO ?

Employer Make

vs

Buy

Psychological Contract

Stay

vs

Employee

Change

EMPLOYEE ENGAGEMENT The Talent Engagement Dimensions Measured

Employee Promises : an image of 2010

Employer Promises : generalised view 2010

THE BUSINESS CASE

EASIER SAID THAN DONE

1. ENGAGED & MOTIVATED EMPLOYEES

2. HIGH PERFORMANCE & RETENTION

4. POSITIVE SHAREHOLER RETURNS

3. POSITIVE CUSTOMER EXPERIENCE

FACTORS AFFECTING COMMITMENT Source: A handbook of HRM Practice by M. Armstrong (2003)

Research carried out by Purcell et al (2003) established that the key policy and practice factors influencing levels of commitment were: received training last year; are satisfied with career opportunities; are satisfied with the performance appraisal system; think managers are good in people management (leadership); find their work challenging; think their firm helps them achieve a work-life balance; are satisfied with communication on company performance

STATISTICAL ANALYSIS RETENTION

WEAK

FIRM

LOOSE

STRONG

CORRELATION

-.525 *

.323

-.071

.559 **

.065

.281

.818

.047

P-VALUE

WEAK CONTRACTS LOWER STRONG CONTRACTS * Significant on a 10% level. ** Significant on a 5% level PERFORMING & LOWER HIGHER RETENTION RETENTION

PERFORMANCE

WEAK

FIRM

LOOSE

STRONG

CORRELATION

-.667 **

.682 **

-.224

.159

.025

.021

.508

.641

P-VALUE

** Significant on a 5% level FIRM CONTRACTS MOST LIKELY TO BE HIGH PERFORMING

ORGANISATIONS ARE PEOPLE-BASED

RETENTION

Affective Commitment

Normative Commitment

A feeling of attachment to the company and its values (belonging, solidarity, and affiliation)

A feeling of obligation to serve the company and to work hard A feeling of necessity to remain working for the company as changing jobs would cost too much (economic, effort, social)

Continuance Commitment

PERFORMANCE

ENGAGEDEMPLOYEED EMPLOYEEDARE AREHIGHER HIGHER ENGAGED PERFORMING&&LONGER LONGERTENURED TENURED PERFORMING

Meyer & Allen

EMPLOYER VALUE PROPOSITION DELIVERING ON OUR ‘PROMISES’ IS KEY ‘The organization delivers on the promises it makes to employees’ How does it manifest itself with current and potential employees: I’m clear on what it means to work in my organisation– common clarity on the “psychological” or “social” contract What you told me it was going to be like to work here is like it really is; and It aligns with what I’m looking for from an employer

One of Our Biggest Challenges on a short term is that we will have to be many things to many individuals

IN CONCLUSION: THE TALENT CRUNCH WILL OUTLIVE THE ECONOMIC CRISIS • Step back and consider the big picture to identify opportunities • Remember people drive innovation, productivity & performance • Be creative about retaining key talent & establishing diversity

BUILD FOR TOMORROW WHILE OTHERS ARE FOCUSED ON TODAY • Re-evaluate talent for current and future requirements • It takes A-players to hire A-players ! • Balance the short term actions with long term strategies

TAKE TIME TO UNDERSTAND YOUR PEOPLE • Psychological contract provides unique insight • Communicate, communicate and communicate ! • Engagement is a two-way deal

THANK YOU FOR YOUR ATTENTION AND JUST REMEMBER …

“The certainty of misery is better than the misery of uncertainty”

What can we learn from Happiness ?

Meindert Giessen

Pleasure "Happiness consists in frequent repetition of pleasure" Arthur Schopenhauer

Flow 1. Completely involved, focused, concentrating 2. Sense of ecstasy 3. Great inner clarity 4. Knowing the activity is doable 5. Sense of serenity: no worries 6. Timelessness 7. Intrinsic motivation

Meaning "I believe compassion to be one of the few things we can practice that will bring immediate and longterm happiness to our lives. I’m not talking about the short-term gratification of pleasures like sex, drugs or gambling (though I’m not knocking them), but something that will bring true and lasting happiness. The kind that sticks." Dalai Lama XIV

Meaning "Those who are not looking for happiness are the most likely to find it, because those who are searching forget that the surest way to be happy is to seek happiness for others." Martin Luther King Jr.

Flow in organisations 3 conditions: Clear set of goals Balance between perceived challenges & perceived skills Clear & immediate feedback

Creating Flow Mentoring

Creating Flow Organisation Level Clear goal setting & feedback by: – managers – performance management & evaluation system

Cultivate passion – Hire passionate people – Enable them to work on their passion: balance organisation’s staffing needs and employees’ passions

Challenge people – Find optimal challenge level for each employee – Push responsibility down in the organisation to the lowest level possible

What about meaning ?

“Virtuousness” (Kim Cameron)

Doing what makes people grow Doing moral good: showing empathy, forgiveness, compassion Helping others & the organisation, without wanting something in return.

Creating Virtue Individual action Reward helping/thankful behaviour & empathy – Informally (recognition, …) – Formally (pay, benefits, …)

Set the example (integrity & authenticity) –All top people: CEO’s, Management Team, HR, … –In all situations: personnel management, handling clients, …

Creating Virtue Organisational culture Culture & mission statements that are lived in practice - Positive impact on society - Empathy, compassion - Helpfulness

Creating Virtue Organisational action Embedded in structure

•Workshop/cooperation techniques – World café – Open space – Appreciative inquiry –…

Final thought

The leadership of an organisation has to create a community in which pleasure & meaning are combined to create a

sense of belonging inspired by Manfred Kets De Vries



16/11/2010



111

112

Wat was toen

het grootste

probleem van de FOD 113

114

Geen strategische

doelstellingen

115

Geen pro cessen

116

Hopenrisico’s

117

Geen tijd voor

strategische verandering

118

jaar bedrijfsrisico’ wegwerken s

119

jaar processen opbouwen

120

121

nu

Wat isnu

het grootste

probleem van de FOD 122

Hoe

we de vinden

vinden mensen die we

nodig hebben

? 123

Competenties

Demografie

124

juridische sociologische economische actuarische sociaaleconomische demografische pedagogische communicatieve technologische

competenties

125

juridische sociologische economische actuarische sociaaleconomische demografische pedagogische communicatieve technologische

competenties + talen 126

Hoe vonden we

vroeger de mensen die we

nodig hadden

127

Jobzekerheid Staatspensioen

128

130

Hoe

wordje een

werkgever 131

it’sthe , 132

My life Ik

waar werk je?

134

wanneer werk je?

135

hoe werk je?

136

137

138

Waar ? work at home home at work 140

(Bijna)

iederee kan thuiswerken n 141

142

143

Het

dossier moet de

men volge sn

146

volledig digitale dossiers

147

volledig digitale dossiers

van

tot digitale

aanvraag

handtekening

148

Waar? work at home home at work 149

150

151

In onze FOD wordt bijna alles

gemeten 152

dus ook

…

bureau van de

het

voorzitter 153

154

155

156

157

158

159

50

2 m

160

Prijs per

2 m per

270 euro

jaar

161

13.500 euro per jaar 162

3% van de tijd 163

Hoe

hoger in de

hierarchie

164

Hoe

hoger in de

hierarchie hoe

groterje

bureau 165

Hoe

hoger in de

en

hierarchie hoe

groterje

bureau

hoe

minder je er

bent

166

Kan een

?

chef zonderbureau

167

168

Mails beantwoorden Dossiers bestuderen Vergaderen Geconcentreerd werken Een vertrouwelijk gesprek voeren Koffie drinken 169

De

plaats waar we De mail beantwoorden Een dossier bestuderen Vergaderen Geconcentreerd werken Een vertrouwelijk gesprek voeren Koffie drinken

heeft

niets met hiërarchie te maken

De

plaats waar we De mail beantwoorden Een dossier bestuderen Vergaderen Geconcentreerd werken Een vertrouwelijk gesprek voeren Koffie drinken

werken

heeft

alles met activititeit te maken

mail beantwoorden kan

hier

maar ook thuis

172

een

dossier

bestudere kan hier n maar ook thuis

173

vergadere kan hier n maar ook thuis

174

koffie

drinken kan hier

maar ook thuis

175

en

al

mijn vertrouwelijke

gesprekke n

?

om redenen van privacy verboden te betreden

176

Een

moeilijk

gesprek kan

beter

hier 177

Een

leuk vertrouwelijk

gesprek kan

beter

hier 178

In onze FOD wordt bijna alles

gemeten 179

maandag dinsdag woensdag donderdag vrijdag januari februari maart april mei juni juli augustus september oktober november december 6 uur 7 uur 8 uur 9 uur 10 uur 11 uur 12 uur 13 uur 14 uur 15 uur 16 uur 17 uur 18 uur 19 uur 20 uur

nooit meer dan

54% aan het bureau 180

Dit is

mijn plaats

181

Clean desk

182

En mijnheer de

manager, de

mag al dat belastingsbetaler

weer betalen moois

zeker

184

70% bureauruimte 70% bureauruimte

185

70% bureauruimte 6 miljoen euro

70% bureauruimte

ieder jaar

186

70% bureauruimte 6 miljoen euro

70% bureauruimte

ieder jaar

alleveranderingen 10 miljoen euro

éénkeer 187

het

het is

maar

papie r 188

189

Wanneer?

190

Maakt de

prikklok

gelukkig

191

e d t l u Gij z n e k o r p af ges . n e l a h n e t a t resul

kwantitatief

kwalitatief

gedrag

193

194

195

196

197

Welke

chefs willen

wij

? 198

199

200

201

En mijnheer de

manager, wat vinden je mensen van al

zotte ideeën die

203

Benchmark per domein Jobinhoud 8,00 6,00 Communicatie

4,00

Arbeidsomstandigheden

FOD SZ

2,00

benchmark

,00

Relatie met de directe leidinggevende

Doorgroeimogelijkheden

Organisatiecultuur

benchmark met 8 federale organisaties

Onze mensen doen bijna

zelf 205

15 consultants 183NoVo-mensen

206

207

NoVo-organisatie Cultuuromslag & Resultaatgericht werken

Huisvesting & Dynamische werkomgeving

Klantgericht werken

Digitalisering & Mobiel werken

Communicatie & Samenwerken

Programmamanagement Voorzitter Stuurcomité

NoVoResult

ICT

Intern

PMO

NoVoDO

NoVODIG

Intern

Intern

NoVoClient

Intern

NoVoCom

Intern

P&O

Comm

Extern

Extern

Extern

Extern

Logistics

Extern

Budget

210

211

212

En mijnheer de

manager, wat heeft de

belg aan al

zotte ideeën

die

n e l a h We e d n a d r e me n e k o r p s e g af . n e t a t l u s e r

pr od u

ct iv

ite

it 215

k s A n o d y G ra

219

220

-78% 221

- 80%

222

Command &

Control is is

niet onze cultuur

& respect vertrouwen 225

226

227

228

Dus…

alles is in orde 229

lineaire

besparingen

Lineaire beparingen zijn desastreus deel 1

231

232

233

234

235

236

Wat te doen

238

239

Wat zal iedere regering

doen

240

241

242

243

Lineaire beparingen zijn desastreus deel 2

244

de kredieten zijn goed verdeeld

245

246

247

8 7 6 5 4 3 2

1 0

6,19

Orientation dimension client

5,20

Accueil dimension processus

7,10

Accueil dimension clients

5,58

Traitement dimension processus

6,68

Traitement dimension client

6,43

Moyenne

7,39

Traitrement dimension résultat

248

249



16/11/2010



LIGHTHOUSE ATTRACTION & RETENTION THANK YOU!

16/11/2010 Presentations: www.belgium.hudson.com/AttractEngage

2010

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