Workshop Het Nieuwe Werken
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The document discusses the concept and implementation of 'Het Nieuwe Werken' (The New Working) as a response to changes in the world, such as globalization and technological advancements. It outlines critical dimensions for business operations, new forms of workforce relationships, and a shift towards sustainable leadership and social innovation. The content emphasizes the importance of aligning organizational goals with employee autonomy, talent value, and adaptive work environments.
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Workshop Het Nieuwe Werken
- 1. Het Nieuwe Werken MARCEL VAN BEEK BUSINESS CONSULTANT NOBEL
- 2. AGENDA • De wereld verandert! • Het Nieuwe Werken, wat is het? • Het Nieuwe Werken, hoe voer je het in? • Zelf aan de slag!
- 3. INTRODUCTIE • Naam • Bedrijf (wat, waar, wie) • Rol binnen het bedrijf • Korte omschrijving privé situatie • Waarom Het Nieuwe Werken? • 2 voor- en 2 nadelen van Het Nieuwe Werken
- 6. Fileleed Globalisatie Klantgerichtheid Milieu Homo sapiens Samenwerking Generatie Y maatschappelijke & organisatorische ontwikkelingen Concurrentie Compliance Hiërarchie Versnelling Bureaucratie Verzilvering Info-overload
- 7. DE 7 KRACHTEN 1. Economie: krimp, gevolgd door lagere groei en creative destruction; 2. Demografie: vergrijzing, groei buiten Europa, urbanisatie; 3. Globalisering en het Verre Oosten: The World goes Pacific; 4. Natuur en milieu: kwaliteit van onze leefomgeving onder druk; 5. Voedsel, energie en materialen: no more plenty; 6. ICT: anders organiseren, cloud computing; 7. Maatschappelijk-economische attitude: naar duurzame gretigheid
- 11. We zitten in de 5e Kondratieff cyclus Tijdvak 1988-1993 voorspoed 1994-2002 voorspoed, afbuigend 2003-2009 recessie 2010-2015 depressie 2016-2020 fase van herstel
- 15. ECONOMIC RESET VIER KRITISCHE DIMENSIES VAN BEDRIJFSVOERING 1. Korte termijn-interventies: wat moeten we doen en kunnen we doen op korte termijn? 2. Vernieuwende strategie: moeten we onze richting aanpassen, wat wordt dan onze nieuwe richting, welke vernieuwing gaan we brengen. 3. Innovatief organisatiemodel: moeten we onze organisatie en ons netwerk anders inrichten, en hoe dan? 4. Transformatie: hoe realiseren we de benodigde veranderingen?
- 16. EEN NIEUWE FASE Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig We moeten verduurzamen en versoberen. Dit begint met het herdefiniëren van geluk en tevredenheid.
- 17. EEN NIEUWE FASE Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig Is werk dat leidt tot hoge beloning en veel macht aantrekkelijk Of wordt werk wat bijdraagt aan een hoger doel en zelfontplooiing aantrekkelijk?
- 18. EEN NIEUWE FASE Natuurlijke hulpbronnen blijken eindig en financiële middelen niet oneindig Niet het geld maar het doel van de organisatie wordt belangrijker!
- 19. WERK WERK WERK Mensen zijn geen “productiemiddelen” meer maar worden “investeringen” die door persoonlijke ontwikkeling van talenten te gelde worden gemaakt! Werkervaring is belangrijker dan een diploma!
- 21. TALENTEN Uitgaan van ieders unieke talent is duurzaam Het leidt tot maximale effectiviteit en weinig verspilling. Mensen die doen waar ze goed in zijn en wat ze leuk vinden hoeven nauwelijks begeleid en gecontroleerd te worden.
- 22. TALENTEN Uitgaan van ieders unieke talent is duurzaam Als talenten kunnen werken waar ze willen en wanneer ze willen, zonder voortdurende controle, is er een unieke waarde!
- 24. ARBEIDSRELATIES Er ontstaan vele vormen van nieuwe arbeidsrelaties. Zelfstandigen zonder personeel Meerdere loopbanen gelijktijdig Per levensfasen andere loopbaan waarden Per levensfasen omscholen
- 25. ARBEIDSRELATIES Er ontstaan vele vormen van nieuwe arbeidsrelaties. Waardering op basis van talent en prestatie i.p.v. functie Transferpremie bij wisseling werkgevers Van grotere organisaties > kleine samenwerkende netwerken
- 28. ONDERNEMEN Wat betekenen deze ontwikkelingen voor uw leiderschap? De trend is duurzaam leiderschap. Duurzaam staat voor creatief en visionair, het gaat om dienend en authentiek leiderschap. De kracht om te verbinden van netwerken binnen de organisatie (medewerkers) en netwerken buiten de organisatie (klanten, leveranciers, aandeelhouders, etc.) Continu communiceren over de strategische richting van de organisatie.
- 30. SOCIALE INNOVATIE Het verbinden van eigentijdse inzet van personeel met verbeterde bedrijfsprestaties. Het gevolg is een grotere vrijheid en autonomie voor de werknemer en meer flexibiliteit voor de organisatie.
- 31. HAVE FUN Mensen zijn niet lastig. Mensen zijn verschillend. Dat is best lastig!
- 32. BREAK
- 34. WAT IS 2bPR? “een intern veranderingstraject gericht op het implementeren van het “het nieuwe werken” en daarmee een “People Ready‟ organisatie te zijn
- 35. WELKE DRIE DIMENSIES? Virtueel Mentaal Technologie Mensen Fysiek Werkplek
- 36. DIMENSIE MENTAAL - MENSEN Vitaliteit Productiviteit Groei
- 37. DIMENSIE FYSIEK - WERKOMGEVING Inspiratie Activiteit gebaseerd Individueel en Samen
- 38. DIMENSIE VIRTUEEL - TECHNOLOGIE Slimmer ontmoeten Slimmer vergaderen Slimmer communiceren
- 39. HET NIEUWE WERKEN Hoe voer ik het door in mijn organisatie?
- 40. IMPACT Methode gericht op een transitie naar 2bPR
- 41. F4I Workforce assessment Inspiration Organization Culture Technology
- 42. F4I Resultaten
- 43. IO-Model Technologie assessment • Reactive • Reactive • Proactive • Proactive • Ad hoc • Stable IT • Accountable • Optimizing • Problem- • Request • Increased Costs and Driven Driven Monitoring Quality • “Avoiding • Change • Formal • Agile Downtime” Management Change • Self and Planning Management Assessing • “Keeping It • SLA‟s and Running” Continuous • Improvement Improvement • Predictability • “Taking The • “Quality Lead” Driven” Basic Standardized Rationalized Dynamic
- 45. IO-Model Inzicht in verbeterpunten Step 1: What is the Step 2: What kind current maturity of of Infrastructure The Companies Maturity is needed to Infrastructure realize The Customers Vision Gap Based on IO Based on the Maturity Scan plus translation of the qualitative interviews company vision into with stakeholders IT-Needs
- 46. Wat is HNW Visie? to from
- 47. VERANDEREN Kent meerdere stakeholders Future IT … HR F&A Change Business Marketing & Workers Communicatio Council C-Level n Today Decision Makers
- 48. IMPACT Beschrijven van een persona
- 49. PERSONA’S A Persona is an archetype that describes an almost real-life person Persona’s are based on universal work styles Persona’s are mainly a communication and binding tool Persona’s are based in the FUTURE, not today The IMPACT-Persona’s are based on 7 universal work styles
- 50. PERSONA’S Best Case Scenario • Varied team involved in creation process – HR, Marketing, IT, Market Research • Creation utilizes many sources of data - Marketing data, usability data, interviews, job profiles, business plan • Created persona's are validated against real users • Designers employed to illustrate and communicate them • Entire team uses them – vision, planning, development, documentation, marketing, support
- 51. PERSONA’S De Basis • Design for just a few persons – fewer is better • Understand and speak to the user‟s goals (not just their tasks) • Prioritize for “Daily Use” & “Necessary Use” Scenarios - not “Edge Case” Scenarios • Utilize narrative & storytelling • Make links to data explicit • Communicate persona's over time – multiple illustrations/mediums, progressive disclosure of information (start small)
- 52. PERSONA’S There are seven universal workstyles, independent of region, type of organization or industry (Workplace Advantage) Type Description Predictability Mobility connected Repeatability of Time dependency of Place dependency of connected with the with the role activities the role the role role M1 Supportive with high predictability of job ↑ ↓ ↑ ↔ ↔ M2 Concentrative-Analyst Role ↑ ↓ ↑ ↓ ↓ M3 Technical (specialist) Role ↔ ↓ ↑ ↔ ↔ M4 Creative, R&D Role ↑ ↓ ↓ ↓ ↓ M5 High Internal Mobile Role ↔ ↔ ↔ ↓ ↔ M6 Managerial or Coordinator Role ↓ ↓ ↓ ↓ ↔ M7 External facing, highly mobile role ↔ ↑ ↔ ↓ ↓
- 53. PERSONA’S Type Description Examples – Knowledge driven Examples – production-driven Other examples environment environment M1 Supportive with high Assistant Machine operator Cleaner predictability of job Call Center Agent Brick-Layer Bookkeeper Internal Sales Painter M2 Concentrative-Analyst Role Analyst Work-Preparation Laboratory HR Staff M3 Technical (specialist) Role Technical Service Engineer Anesthesiologist Developer Installer Teacher Engineer M4 Creative, R&D Role Marketeer Architect Professor Researcher M5 High Internal Mobile Role Project-Product Manager Driver, transporter Doctor Marketing Communication Order Picker Nurse Teamlead M6 Managerial or Coordinator Senior & Executive Frontman Member of the Board Role management, Quality Control Marketing & Product managers M7 External facing, highly mobile Account Manager Truck-driver Lobbyist role Sales Representative Consultant
- 54. PERSONA’S Type Description Persona Function M1 Supportive with high Assistant predictability of job Anne- Mary M2 Concentrative-Analyst Role Business Analyst Rober t M3 Technical Role IT-Pro Ruu d M4 Creative, R&D Role Data Analyst Juliett e M5 High Internal Mobile Role Marketing Manager Aziz M6 Managerial or Coordinator Role Senior Business Unit Manager Mark M7 External facing, highly mobile Account Manager Role Sandr a
- 55. PERSONA’S Workforce Analysis Vision Everything All related FACT-based to the vision 1 2 Translate Be „fanatical‟ As place and roles to about time workstyles – People- independent then to Centric as possible Persona's thinking Create real persona's, with real Create a typical week in the live with Don’t be futuristic – stay close to personal lives the most common scenarios what’s believable today • Think of diversity • Blend work-life balance • Don’t oversell • Not everybody wants to work • Keep it simple time/place independent • New World of Work is NOT about • It’s not about being complete – it is work at home (it is all about trust) about creating understanding
- 56. PERSONA’S Portable Device Smartpho Instant ne Conferencing (Web & Voice) Access Enhanced Anytime, Physical Anywhere environment SmartCard Unified Presence & Communication environment Seamless peripheral availability Integrated & Pervasive Collaboration Environment
- 57. PERSONA’S
- 58. PERSONA’S 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 Get up – Individual Individual Take train to Perform Check email Handle tasks Collab Individual Lunch inc. short- Perform some Collab Individual Collab Trave home Kids from Individual Perform Diner with breakfas Home –Bring kids and simple Office Travel some Office unplanned- concentrative with bus. On school Home concentrati Travel family MONDAY tPersonal with Effective to school everyday Effective Task- Project 3 Planned Discuss&Collab - concentrativ meeting 1:1 Task- Project with activities Task- Project Discuss&Collab: the way: Personal ve activities Task- Project Personal Communication Communication Ad-Hoc Structured family management activities management manager - e activities management Conf-Call Call management She works (Email) Phonecall (Phonecall) meeting Conference time and place update independent; There is a individual and – Get up Trai Travel Individual Intensive and concentrative eachother Meeting mixture of Travel Check email Individual Office Lunch Collab Individual Train Home Perform concentrative activities Home Diner with collaborative Physical and breakfast n to - handle is no activities (administration, There (@Office): Virtual 3 family TUESDAY Personal difference between Effective Personal Discuss&Collab: Personal with family wor simpleand normal planning, phone calls, etc) virtual tasks Communication As an Task- Project management mensen Presence Structured Worktime and Project management Task- individual she k work: it’s just work (Email) present, 5 Meeting private time chooses the are mixed to tools she virtual present balance work- Individual sizeis needs: There no ‘One and life Choice to decide where Home fits All’ Part-Time day She chooses WEDNESDAY and when she Effective the right time Check Email Communication wants to do and place for her activities (Email) her activities Get up – Individual Check email Collab Virtual Collab Individual Collab Intensive and concentrative activities Home Collab Virtual Individual Finish tasks Individual E-learning to stay up- breakfas –Bring kids presence at (administration, planning, phone calls, presence at for this to-date with company THURSDAY t Personal with Effective to school Discuss&Collab: meeting etc) Effective Task- Project Effective Discuss&Collab: meeting week Task- Project policies Learning Personal Communication Structured Communication Communication Structured family management management (Email) Meeting (Phonecall) (Phonecall) Meeting She can do her work Individual Individual Home wherever, Individual Home Part-Time day whenever… FRIDAY Finish elarning Effective Effective Learning Communication Check email Communication Check email (Email) (Email) Individual Check email Home WEEKEND Effective Communication (Email)
- 59. SCENARIO’S • A Scenario is a description of a future way of performing an everyday activity Scenario Skills Rules of Engagement Technology Interior Designers Customer Regulation Workplace Process Business Consultants Creativity Etc. Builders Architects
- 60. SCENARIO’S
- 61. SCENARIO’S What do I do during the week? What are my TOP- activities How would they work Storyboard in the future Rules of Technology Skills Engagement Expected Benefits
- 62. SCENARIO’S Eenvoudige meeting A standardized agenda is provided, Meeting notes are A person plans a action points are integrated, published, action points meeting via Outlook decisions made are published shared, decisions transparent available A central place is created – that is also Meeting takes place available offline Based on alerts everybody gets the message that meeting notes are available Collegues share their prepared stuff via the same central place
- 63. SCENARIO’S Scenario Description Meetings – Simple Meetings are orchestrated via a standard template. This template can be used local and with one click published on a central place. This central place is a ‘semi’-standard space that consists of an agenda, a transparent actionlist that synchronizes with the PC, an overview of all decision taken, and space to store documents (for preparation). Meeting notes are made via a standardized template. Attendees and stakeholders can become a member of this place and will receive alertsaccording to their interests. Since everything is so transparent, the group ‘ pressure’ to comlete actionpoints and commit to simple standards is huge – which leads to an very efficient meetings and in the end… less meetings. Skills Basic Knowledge of Sharepoint Basic Knowledge of making meeting notes Rules of Engagement Only the standard template is used Meetingnotes are published, not mailed Take an alert/membership – no more mailing to distribution lists Technology Sharepoint Word Templates Exchange Outlook Expected benefits Only one version of a document o Less storage o Less email o One version Standardization accelerates efficiency Less paper and printwork Other measures… Quit all file/folder shares Limit mailzize
- 64. SCENARIO’S Werken met vertrouwelijke informatie Information that is confidential should stay confidential …this also goes for …stays confidential – email with just one click… This also goes for -Sites …and also works -Time-limited with local information information -Parts of documents ..so anywhere, anytime, anyhow people can work with confidential information
- 65. SCENARIO’S Plaats-onafhankelijke team afspraken Aziz suddenly has a My Schedule day-off from his school At a certain moment his teamlead gets an alert that Via his MyPortal or he come 1 person short phone he adjust his for the night shift – he own schedule with immediately gets a list available hours to with available and most work suitable persons. He clicks on it and by that notifies Aziz Changes are Aziz receives an alert immediately via SMS (or mail, or implemented in the IM) and just responds schedules – the „ system‟ takes over ACCEPT
- 66. SCENARIO’S Hoe door te voeren Per scenario Find a small group of logical change agents ….Who are the super users and ignite enthusiasm…. ….and who will in a natural way engage the rest of the organization
- 67. SCENARIO’S Hoe door te voeren Workforce Analysis Vision Everything All related to FACT-based the vision 1 2 Translate Be „fanatical‟ As place and activities today about People- time into the future Centric thinking independent as via a storyboard possible Keep it SMALL Better 3 small, partly overlapping Don‟t be futuristic – stay close to scenarios than 1 big one what‟s believable today • Storyboard should be 1 slide • Small steps build success • Integrate modern technology, not • Make it a simple, understandable • it is NOT science, it is future technology (+5 yrs) • Think of Technology, Skills & Rules PRAGMATISM of Engagement • Technology = PLATFORM
- 68. AFSPRAKEN Maak afspraken over gedrag Rules of Engagement are actionable
- 69. AFSPRAKEN 1 All calendars open and up-to-date 2 Use existing templates 3 Presence indicator always on 4 Complete tasks in time or report delays upfront 5 By-Default protect personal, confidential or sensitive information 6 Manage and share tasks via Outlook 7 Share meeting preparation, documents & information via central places
- 70. PRIO NIET ALLE PROJECTEN UITVOEREN
- 71. PRIO Infrastructur Workforce e Analysis Optimization Business Case Framework Infrastructur Workforce e Analysis Optimization Persona’s & Scenario’s
- 72. PRIO Effective email Self Directing teams Open all calenders Global Product Development Laptops vs Desktops New telecom Disconnected infrastructure system implementation
- 73. RESULTATEN Office-space Productivity Place People Sick Leave Travel – and work time Attract and retain the right people Technology Cost of communication and TCO workplace collaboration