Why Employees Are More Important Than Customers

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The TriFinance approach to HR, employment and leadership
Professionals today are looking for support, not control. They like autonomy – and space.
We know from experience that people work better and harder when they get more freedom and room for manoeuvre.

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Why Employees Are More Important Than Customers

  1. 1. As we see it, no company has ever failed just because an employee left 26 mei 2014 1 “Why employees are more important than customers”
  2. 2. “Why employees are more important than customers” The TriFinance approach to HR, employment and leadership 26 mei 2014 Peter Van Oevelen, managing director Belgium 2
  3. 3. 26 mei 2014 3
  4. 4. 26 mei 2014 4 Professionals today are looking for support, not control.
  5. 5. 26 mei 2014 5 Professionals today are looking for support, not control. They like autonomy – and space.
  6. 6. Standardization is not what professionals today are looking for. 26 mei 2014 6
  7. 7. Standardization is not what professionals today are looking for. 26 mei 2014 7 We call these contemporary knowledge workers our MeInc® professionals.
  8. 8. 26 mei 2014 8
  9. 9. 26 mei 2014 9 We’re quite certain that only motivated employees can deliver superior value to our customers.
  10. 10. 26 mei 2014 10 .
  11. 11. 26 mei 2014 11 In other words:
  12. 12. 26 mei 2014 12 In other words: we think we will eventually serve our customers best by offering them highly motivated “MeInc®” professionals.
  13. 13. THIS HAS A BIG IMPACT ON HOW WE APPROACH HR 26 mei 2014 13
  14. 14. We believe in autonomy versus management. 26 mei 2014 14
  15. 15. We believe in autonomy versus management. 26 mei 2014 15 We have a flat organization.
  16. 16. We believe in autonomy versus management. 26 mei 2014 16 We have a flat organization. We choose autonomy over management.
  17. 17. We believe in autonomy versus management. 26 mei 2014 17 We know from experience that people work better and harder when they get more freedom and room for manoeuver. We have a flat organization. We choose autonomy over management.
  18. 18. Our teams self organise around projects that they find interesting. 26 mei 2014 18 .
  19. 19. Our teams self organise around projects that they find interesting. 26 mei 2014 19 Our teams self organise around projects that they find interesting.
  20. 20. Our teams self organise around projects that they find interesting. 26 mei 2014 20 This fits the complex challenges our clients face today, which require creativity and flexibility to solve. Our teams self organise around projects that they find interesting.
  21. 21. It also means we have no HR department. 26 mei 2014 21 .
  22. 22. It also means we have no HR department. 26 mei 2014 22 We have no HR department.
  23. 23. It also means we have no HR department. 26 mei 2014 23 HR is too important to delegate to a department. We have no HR department.
  24. 24. It also means we have no HR department. 26 mei 2014 24 HR is too important to delegate to a department. HR departments can lead to standardized “HR policies”, which is not what we want to offer. We have no HR department.
  25. 25. We find it strange when other companies impose a “no e-mail after 7 PM” rule. 26 mei 2014 25
  26. 26. We find it strange when other companies impose a “no e-mail after 7 PM” rule. 26 mei 2014 26 We find it strange when other companies impose a “no e-mail after 7 PM” rule.
  27. 27. We find it strange when other companies impose a “no e-mail after 7 PM” rule. 26 mei 2014 27 First, because we don’t believe in imposing company wide rules. We find it strange when other companies impose a “no e-mail after 7 PM” rule.
  28. 28. We find it strange when other companies impose a “no e-mail after 7 PM” rule. 26 mei 2014 28 First, because we don’t believe in imposing company wide rules. Second, because we think it’s more important to manage people the right way. We find it strange when other companies impose a “no e-mail after 7 PM” rule.
  29. 29. “ISN’T THAT A RECIPE FOR BURNOUT?” 26 mei 2014 29
  30. 30. We hope not. (And we really don’t think so). 26 mei 2014 30
  31. 31. We hope not. (And we really don’t think so). 26 mei 2014 31 We hope not. (And we really don’t think so).
  32. 32. We hope not. (And we really don’t think so). 26 mei 2014 32 Burnout is a real problem, and should not be treated lightly. We hope not. (And we really don’t think so).
  33. 33. We hope not. (And we really don’t think so). 26 mei 2014 33 Burnout is a real problem, and should not be treated lightly. But we think that offering interesting work is the first step to prevent burnout. We hope not. (And we really don’t think so).
  34. 34. BUT WAIT, THERE’S MORE. 26 mei 2014 34
  35. 35. As we see it, no company has ever failed just because an employee left 26 mei 2014 35
  36. 36. As we see it, no company has ever failed just because an employee left 26 mei 2014 36 Contrary to most consultancy firms, we don’t have a retention policy. In fact, we have a non-retention policy.
  37. 37. As we see it, no company has ever failed just because an employee left 26 mei 2014 37 Contrary to most consultancy firms, we don’t have a retention policy. In fact, we have a non-retention policy.
  38. 38. We want to be a career accelerator and a destination finder. 26 mei 2014 38
  39. 39. We want to be a career accelerator and a destination finder. 26 mei 2014 39 If people need to take the next step in their career, we think they should.
  40. 40. We want to be a career accelerator and a destination finder. 26 mei 2014 40 If people need to take the next step in their career, we think they should. We want to be a career accelerator and a destination finder.
  41. 41. We want to be a career accelerator and a destination finder. 26 mei 2014 41 If people need to take the next step in their career, we think they should. We want to be a career accelerator and a destination finder. This can be at TriFinance, but also at a client or a competitor.
  42. 42. 26 mei 2014 42
  43. 43. 26 mei 2014 43 Last year, 30 % of our consultants left us.
  44. 44. 26 mei 2014 44 Last year, 30 % of our consultants left us. Other companies feel this is a problem.
  45. 45. 26 mei 2014 45 Other companies feel this is a problem. For us, it’s a consequence of our vision. Last year, 30 % of our consultants left us.
  46. 46. 26 mei 2014 46 Other companies feel this is a problem. For us, it’s a consequence of our vision. But as long as people work at TriFinance, we want to give them projects that they are passionate about. Last year, 30 % of our consultants left us.
  47. 47. It means that personal growth is a priority. 26 mei 2014 47
  48. 48. It means that personal growth is a priority. 26 mei 2014 48 This, in turn, means that personal growth of our people is a priority.
  49. 49. It means that personal growth is a priority. 26 mei 2014 49 We can only keep our people as long as we give them exciting projects This, in turn, means that personal growth of our people is a priority.
  50. 50. It means that personal growth is a priority. 26 mei 2014 50 We can only keep our people as long as we give them exciting projects – so that they can learn and grow to be better professionals. This, in turn, means that personal growth of our people is a priority.
  51. 51. “HOW CAN PEOPLE ADVANCE IF THEY CAN’T CLIMB THE MANAGEMENT LADDER?” 26 mei 2014 51
  52. 52. 26 mei 2014 52
  53. 53. 26 mei 2014 53 We feel that sometimes, people climb the “management ladder” for the wrong reasons.
  54. 54. Sometimes people would prefer to develop their expertise. 26 mei 2014 54
  55. 55. Sometimes people would prefer to develop their expertise. 26 mei 2014 55 What we offer is the chance to grow, to learn and to follow your passion, everyday.
  56. 56. Sometimes people would prefer to develop their expertise. 26 mei 2014 56 What we offer is the chance to grow, to learn and to follow your passion, everyday. We don’t measure your worth by counting the number of people you supervise.
  57. 57. So we give them ticker tape parades. 26 mei 2014 57
  58. 58. So we give them ticker tape parades. 26 mei 2014 58 TriFinance experts are highly sought after, both internally and externally.
  59. 59. So we give them ticker tape parades. 26 mei 2014 59 TriFinance experts are highly sought after, both internally and externally. This gives them the validation that they are on the right track, and that they’re making the right choices.
  60. 60. 26 mei 2014 60 Thanks for reading. Do check out our TriFinance blog.
  61. 61. 26 mei 2014 61 Thanks for reading. Do check out our TriFinance blog. Please follow us on LinkedIn for updates & job opportunities!

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