Stimulearning ING & Kluwer 22.05.2014
kIts 1. Weg van de hype – op weg naar de kern 2. Een aantal cijfers op een rijtje 3. De Nieuwe Leidinggevende
Enquête van Kluwer najaar 2013
Agility Future proof
Het Nieuwe Werken 1.
Agility
2.
Employability
3.
Een nieuwe manier van samen-werken
Samen-werken in minder lagen. Samen-werken in netwerkstructuren. Binnen én buiten.
The social organization The fluid organization
Subversief ?
Paradigm shift
Paradigm shift: away from command & control
Vulnerability Trust
Trust Peer-learning Failure tolerant leadership Adult working relationship Intense knowledge sharing Transparant communication Permeability of the organization Diversified workforce
The future proof leader
Trust Peer-learning Failure tolerant leadership Adult working relationship Intense knowledge sharing Transparant communication Permeability of the organization Diversified workforce
The future proof leader 1. Connector
Most engaged people are those who can use their talents working on tasks that contribute to the realization of the companies’ objectives.
Trust Peer-learning Failure tolerant leadership Adult working relationship Intense knowledge sharing Transparant communication Permeability of the organization Diversified workforce
The future proof leader 1. 2.
Connector Sense-maker
Trust Peer-learning Failure tolerant leadership Adult working relationship Intense knowledge sharing Transparant communication Permeability of the organization Diversified workforce
The future proof leader 1. 2. 3.
Connector Sense-maker Builds trust
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Nog meer resultaten enquête Kluwer 2013 http://www.learninglive.be/resultaten-enquete-nieuwe-werken-2013
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kIts
Ambitieus op weg naar Het Nieuwe Werken
ING Life & Non Life
• Brussels, May 22 2014 • Top XX- Bedrijfsopleidingen • Laurent Ballaux • Nele Belmans
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ING Insurance Group We are a leading European insurance and asset management company with a strong presence in over 18 countries. We have around 12,000 employees and 15 million customers. Every day we work together to help people secure their financial futures.
Our roots date back over 100 years.
De Vaderlandsche
1906
ING Insurance
2002
BBL Life
1990
ING Life & Non Life
2007
RVS
1993
NN 2014
Our world is changing “The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic.” – Peter Drucker
Our world is changing
Our world is changing
Our world is changing
What do we stand for ? - Helping our customers protect what they value - Being an efficient protection and retirement player delivering a great customer experience - Happy employees make happy customers Happy customers make happy employees - Our values: SOLUTIONS I am solution oriented.
EAGER I enjoy what I do.
PEOPLE
HONEST
I care about people.
I am honest and transparent.
Search for a new building
40% 32
Concept of the new building Why a new concept ?
• • • • • • •
Split from Bank offers the opportunity for change Allign with strategy & culture Compensate for mobility change Boost morale of employees New client-focused culture Attractive for recruiting Agile way of working supporting our huge change program
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Implementing the new concept From empty floor ….
Implementing the new concept …. to an exciting environment to work in.
Participative conception Active employee cooperation From project launch & beyond delivery Continuous information & awareness campaign
Multi-channel communication
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Concept of the new building Activity based working
• Choose the best place to support our customers • Location-independent work • As much paperless as possible • Everyone can work at home • Flex desk • Diversity in unity • Management by objectives • Time-independent work • Meandering principle
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Professional Call activity
Scrum, Communications, Brainstorm … Working individually
Coaching, working 2 by 2, individual working, ,…
Working together on projects
Meet & Greet, informal meetings, coffee One/one, informal
Work in silence
Working together
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Evaluation after 1 year Employee Engagement ?
Turnover ↘↘
Recruitment effectiveness ↗↗
Productivity ↗
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Implementing the new concept Lessons learned
• Follow your strategy & culture • Find your right balance: • Work@home vs team cohesion • Collaboration zones vs individual working • Trust vs management by objectives • Generation Y vs Generation other • Employee vs customer needs • Do not underestimate the impact of change in IT
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Implementing the new concept Lessons learned
• Involve your employees at all stages • Agree on fundamentals (Golden Rules) • Proudness of people about their workplace is an important intangible asset • Communicate, communicate, communicate, …. • If you and your employees need it, do it even if you think you are not ready. • Holistic approach (Bricks-Bytes-Behavior/Brains)
http://vimeo.com/90033697
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It’s all about leadership … Remote leadership
Team Trust
Agility Mgmt by objectives
Communication
Performance mgmt 42
It’s all about leadership … Remote leadership
Team Trust
Agility Mgmt by objectives
Communication
Performance mgmt 44
Hoe succesvol leidinggeven in Het Nieuwe Werken?
Aanpak
VOORBEREIDING Analyse – Design – Dry-run – Validatie
Vastleggen inhoud met werkgroep
Enquête naar LGn
Dry-run
TRAJECT
Pre-work opdracht (virtueel)
Workshop / training (1,5 d)
Buddy groepen
Leerdoelstellingen Wat de deelnemers na de workshop moeten kennen (kennis), kunnen (vaardigheden) en denken (attitude)? Werkgever
Doelgroep: Alle leidinggevenden
Onze leidinggevenden helpen de verschillende dimensies van HNW succesvol toe te passen. Leadership skills ontwikkelen die nodig zijn om succesvol leiding te geven in een omgeving van HNW.
Team
LGn in HNW
Klant
Werknemer
Inhoud – Pre-work opdracht (virtueel)
Inhoud – Workshop Opvolging prestaties – Performantie van medewekers op afstand Belang van resultaatgerichte doelstellingen Communicatie bij leidinggeven op afstand Vertrouwen versus controle
Organisatie en praktische afspraken Team
Weerstanden
,,We hebben te veel zorgen met de kinderziektes van IT.”
,,We hebben geen tijd voor opleiding.” ,,Wordt de klant nog wel voldoende geserviced?”
Lessons learned • Zorg voor een ervaringsgerichte aanpak • Betrek je leidinggevenden bij elke stap • Stem je workshops af op de praktijk (concrete cases)
• Neem voldoende tijd voor nazorg
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