ISS 2020 Vision Capstone White book: Future of Work, Workforce and WorkplaceISS Group
Though physical workplaces no longer are viewed as the epicentre of an organization, they are still crucial to create and support organizational culture. A culture that in turn enables organizational strategy and business performance.
To do so effectively, the physical frameworks combined with human-centric service must provide a holistic workplace experience, where the end-users can be productive and thrive.
Facility Managers are in the unique position of being able to act as workforce facilitators that can make marginal gains in performance in every employee - and facilitate a workplace environment that can bring together people, place and process to enable better business outcomes and secure a strong competitive advantage.
How to do this effectively?
Take a look at the slides and get the topic insights based on more than 7 years of research with partners such as Copenhagen Institute for Future Studies, IFMA, CoreNet Global and more.
These slides share the author's experience while leading multiple Captive R&D/ Technology organizations in India. Some of these contents are part of a business case study.
Are your HR strategies supporting employee health and well-being?ISS Group
Over the recent years, various research has proven that employee health and wellbeing directly influences work behavior, attendance and job performance.
Knowing that a healthy workforce is a more productive workforce, one important way to build competitive advantage for your business is to improve the health status and wellbeing of your employees. But do you have the right HR strategies in place to make this happen? View our Slideshare and get the insights.
ISS 2020 Vision Capstone White book: Future of Work, Workforce and WorkplaceISS Group
Though physical workplaces no longer are viewed as the epicentre of an organization, they are still crucial to create and support organizational culture. A culture that in turn enables organizational strategy and business performance.
To do so effectively, the physical frameworks combined with human-centric service must provide a holistic workplace experience, where the end-users can be productive and thrive.
Facility Managers are in the unique position of being able to act as workforce facilitators that can make marginal gains in performance in every employee - and facilitate a workplace environment that can bring together people, place and process to enable better business outcomes and secure a strong competitive advantage.
How to do this effectively?
Take a look at the slides and get the topic insights based on more than 7 years of research with partners such as Copenhagen Institute for Future Studies, IFMA, CoreNet Global and more.
These slides share the author's experience while leading multiple Captive R&D/ Technology organizations in India. Some of these contents are part of a business case study.
Are your HR strategies supporting employee health and well-being?ISS Group
Over the recent years, various research has proven that employee health and wellbeing directly influences work behavior, attendance and job performance.
Knowing that a healthy workforce is a more productive workforce, one important way to build competitive advantage for your business is to improve the health status and wellbeing of your employees. But do you have the right HR strategies in place to make this happen? View our Slideshare and get the insights.
Ask anyone to list the biggest challenges in their ITSM migration project and chances are ‘the people’ will feature in the top three. It’s one of the biggest factors in successfully effecting change in ITSM, and yet good practical guidance is hard to find.
How to create best-in-class workplace experiences in 2017ISS Group
Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.
Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.
But how can you utilize the new generation of Service Management to create the best-in-class workplace experiences for your customers and employees?
This presentation explores the new ways we are working and the implications for business and for workers. Each theme has 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by PSFK Labs team.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
ISS Business Forum - How to create better workplacesISS Group
On the 18th of April 2017, ISS had the pleasure of hosting a seminar where companies such as Accenture, PwC, Leesman and SIGNAL shared best practices, thoughts and ideas on how to create valuable and effective workplaces through revolutionising partnership models and innovative workplace designs
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Human-Centred Service Design: Creating great service experiences in the 21st ...ISS Group
To create fulfilling service experiences, facility and design managers need support from methodologies capable of putting people, their experiences and behaviours at the centre of the entire design process. Human-Centred Service Design represents such an approach. Here’s how to adopt it.
Service design thinking: The next frontier of the workplace experienceISS Group
On September 26th, ISS had the pleasure of hosting a seminar where we shared thoughts, ideas and cases on how to create valuable and effective service moments through Service Design Thinking.
The world of work has fundamentally changed from even 5 years ago and that traditional ways of thinking about talent management processes and the legacy technologies that support them will need to change to keep up with the new world of work.
MACPA/BLI Makes the Shift Change - Cloud and Open, Collaborative OfficeTom Hood, CPA,CITP,CGMA
On September 19, 2014, MACPA/BLI moved into its new open, collaborative office space as part of its strategy to make the "shift change" and begin its transformation to a more nimble association capable of innovating in order to keep our members and clients ahead of the "shift change".
Our office move was part of our ongoing strategic plan which included a major exercise around our infrastructure and what we needed to "build, enhance, or dismantle". That led to a need for a mobile, flexible workforce and infrastructure to support collaboration and learning.
This presentation recaps our process and early results after move in on 9-19-14.
The Employee Experience Engagement & Culture from the Bottom-UpYouEarnedIt
Build an employee engagement program that drives results.
Fancy employee perks. Employee wellness programs. Rewards and recognition — you name it, there's no shortage of initiatives to improve the employee experience.
But many of these efforts are falling flat.
There has been a shift in employee engagement, and companies with an outdated Employee Experience are missing the mark.
It's time to look at engagement from the bottom-up and build a culture that drives results.
Watch this webinar to learn:
- The main issues companies have with engagement
- A roadmap for improving key parts of the employee experience
- Tips, tactics, and best practices for building a better company culture
- Specific advice for incorporating managers and millennials
To request a demo, visit www.youearnedit.com/demo
Social Media: Driving Business Impact (Part 2 of 2)Petra Neiger
Social media strategy and planning, advanced practices in listening & intelligence, engagement, advocacy and measurement. Part 2 of a 2-part presentation
Ask anyone to list the biggest challenges in their ITSM migration project and chances are ‘the people’ will feature in the top three. It’s one of the biggest factors in successfully effecting change in ITSM, and yet good practical guidance is hard to find.
How to create best-in-class workplace experiences in 2017ISS Group
Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.
Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.
But how can you utilize the new generation of Service Management to create the best-in-class workplace experiences for your customers and employees?
This presentation explores the new ways we are working and the implications for business and for workers. Each theme has 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by PSFK Labs team.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
Learner Engagement is back in focus. With the majority of the global corporate workforce still #workingfromhome, several recent surveys indicate that #learnerengagement will be one of the top points to address for corporate L&D team.
While we all agree that Motivation and Practice are the two pillars of Learning Engagement, Learning at the Time of Need and Feedback are two factors that we can ill afford to ignore. Learning engagement also depends largely on the organizational culture, and the transition of L&D from an order taker to playing an active role by being a consultant/advisor is crucial for today's learning endeavors to be successful. Also, the active contribution of line managers and other similar stakeholders in the creation and curation of learning content is also essential.
It is with the aim to discuss and emphasize these factors that we present you with the top 20 quotes from the insightful conversations that Amit Garg - CEO of Upside Learning Solutions, who moderated the podcasts had with learning experts and features:
Dhiren Doshi
Kirk Donaghey
Keith Keating
Guy W Wallace
Phil Reddall
Jennifer Tsang, PCC
Toby Harris
Stefaan van Hooydonk 范汇东
Vince Han
Julie Dirksen
ISS Business Forum - How to create better workplacesISS Group
On the 18th of April 2017, ISS had the pleasure of hosting a seminar where companies such as Accenture, PwC, Leesman and SIGNAL shared best practices, thoughts and ideas on how to create valuable and effective workplaces through revolutionising partnership models and innovative workplace designs
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Human-Centred Service Design: Creating great service experiences in the 21st ...ISS Group
To create fulfilling service experiences, facility and design managers need support from methodologies capable of putting people, their experiences and behaviours at the centre of the entire design process. Human-Centred Service Design represents such an approach. Here’s how to adopt it.
Service design thinking: The next frontier of the workplace experienceISS Group
On September 26th, ISS had the pleasure of hosting a seminar where we shared thoughts, ideas and cases on how to create valuable and effective service moments through Service Design Thinking.
The world of work has fundamentally changed from even 5 years ago and that traditional ways of thinking about talent management processes and the legacy technologies that support them will need to change to keep up with the new world of work.
MACPA/BLI Makes the Shift Change - Cloud and Open, Collaborative OfficeTom Hood, CPA,CITP,CGMA
On September 19, 2014, MACPA/BLI moved into its new open, collaborative office space as part of its strategy to make the "shift change" and begin its transformation to a more nimble association capable of innovating in order to keep our members and clients ahead of the "shift change".
Our office move was part of our ongoing strategic plan which included a major exercise around our infrastructure and what we needed to "build, enhance, or dismantle". That led to a need for a mobile, flexible workforce and infrastructure to support collaboration and learning.
This presentation recaps our process and early results after move in on 9-19-14.
The Employee Experience Engagement & Culture from the Bottom-UpYouEarnedIt
Build an employee engagement program that drives results.
Fancy employee perks. Employee wellness programs. Rewards and recognition — you name it, there's no shortage of initiatives to improve the employee experience.
But many of these efforts are falling flat.
There has been a shift in employee engagement, and companies with an outdated Employee Experience are missing the mark.
It's time to look at engagement from the bottom-up and build a culture that drives results.
Watch this webinar to learn:
- The main issues companies have with engagement
- A roadmap for improving key parts of the employee experience
- Tips, tactics, and best practices for building a better company culture
- Specific advice for incorporating managers and millennials
To request a demo, visit www.youearnedit.com/demo
Social Media: Driving Business Impact (Part 2 of 2)Petra Neiger
Social media strategy and planning, advanced practices in listening & intelligence, engagement, advocacy and measurement. Part 2 of a 2-part presentation
Internet of Everything Collaboration IndexCisco Services
In the Internet of Everything (IoE) economy, there will be leaders and laggards, winners and losers. And collaboration, video, and mobility technologies will play a crucial role in determining who captures their share of the value at stake, which Cisco projects as a staggering $14.4 trillion. That’s a 21 percent increase in corporate profits over the next ten years. But how can organizations assess where they stand, before determining their strategies for realizing that value? Cisco Consulting Service’s IoE Collaboration Index is a tool that can help. Find out more: http://www.cisco.com/go/ioecollab
David Slight, Senior Director, Microsoft Services in Redmond und sein Vortrag vom Executive Circle Summit Dezember 2012 über "Rethink workforce productivity" - eine Darstellung anhand konkreter Beispiele, wie Unternehmen heute und in Zukunft Verbesserungen im Hinblick auf Mitarbeiter, Teams und die gesamte Produktivität erzielen können.
Today’s growth in technological capabilities, exponential increase in computing power available to both consumers and enterprises, and almost ubiquitous Internet connectivity among other digital advances is changing the way employees and enterprises work.
Organizations are benefiting from the increased digitization of the workplace through increased productivity, cost savings, a more mobile and agile workforce, and generally increased flexibility and adaptability in an ever increasingly complex marketplace. Enterprises are collaborating more globally, and with more diverse and global staff. Employees can now work all over the world, from the jungle to the arctic, as long as they have reliable Internet.
While this has been a boom for employers, it has also changed the power balance in the employer-employee relationship, often more towards the employee. The ability to work from anywhere and stay connected through smart phones, tablets, and other mobile devices has enabled employees to stay connected and collaborate with peers and stay on top of digital trends more readily than the organizations they work for.
This new digital workplace also creates its own challenges, including security, developing a new kind of digital etiquette to expectations for employees, and the tendency for building expectation of always being “on,” causing burnout and often leading to retention problems. Integrating digital technologies into the workplace can not only wreak havoc on the productivity of workers, but it also creates its own distinct culture, impacting the previous work culture and the general work experience. These changes will challenge the workplace by forcing both executives and employees to adapt the way they interact with each other and the technologies that enable their work.
Companies must be proactive in creating new systems and policies, and re-interpreting their corporate culture around digital in the workplace, or they risk losing clients, productivity, and employees.
The Developer is the New CIO: How Vendors Adapt to the Changing LandscapeLauren Cooney
CloudConnect presentation on the shifting developer ecosystem & changes in the market allowing for more rapid development, ease of product acquisition and demand for DX (developer UX). Details how vendors need to shift to address users, developers & customer needs that are changing and steps to consider while doing this.
Webinar: How To Manage The Event Technology Ecosystem - Breakthroughs In Inte...Builtio
Meeting and event planners work with many technology platforms that all promise to optimize their resources. But many of these tools only solve one problem and rarely integrate with other platforms. As a result, planners are often left to manage event data between systems manually, cancelling out any time-saving automation that was done in the first place.
Major obstacles have traditionally precluded planners from fully integrating their systems – time, money, access to expertise, complicated processes and lack of support from technology providers and IT departments. In this webinar, we'll walk you through how to connect all of your tools by yourself with a simple integration solution, an ‘integration Platform-as-a-Service’ (iPaaS). iPaaS solutions like Built.io Flow make it easier, more affordable, and faster to integrate, enabling planners to pursue opportunities to do so much more with their skills and talents.
Creating a Collaborative Workplace Culture Webinar SeriesCisco Canada
To increase innovation and productivity, organizations recognize that they have to get better at creating more “collaborative cultures” to leverage the collective knowledge, expertise and experience from within. View the slides from Part 1 of the series: Is it time for a Chief Collaboration Officer? Listen to the recording today: http://bit.ly/1L1SFow
CIO Leadership: What We Can Learn from History to Drive Success in Today's Cl...Jim Vaselopulos
Each year magazines and pundits suggest that the role of the CIO is changing. In a time where we have seen vendor consolidation, the pace of new technologies slow and business growth stagnate - does the CIO role really need to change again? Why does it feel as though IT still has trouble keeping up with demand? What can we learn from history to help us cope with the increasingly technical demands of our employees, customers and marketplaces?
Objectives of this presentation:
* How to stay ahead of your customer
* How to stay relevant to your business
* How to build a forward-thinking, solution-oriented culture in IT
* How to manage costs and still be innovative
* How to mitigate risk and make safe technology bets
* How to be the victor and not the victim
Managing 'Big Data': Federal use cases for real-time data infrastructureSchneider Electric
OSIsoft's PI System - a software data infrastructure for real-time and event data is a necessary underpinning for monitoring, measurement, and incremental improvement in complex critical infrastructure environments. Hear about use cases and return on investment relevant to federal projects where energy management, operations optimization, and real-time situational awareness are priority goals.
Transformation Powered by Workday can be achieved virtually. In this guide, learn important principles to make the virtual experience as effective as a physical meeting, including tips for engaging people and building trust.
In April 2015, the Softchoice Innovation Executive Forum made a stop at the Waldorf Astoria in Orlando, Florida, bringing together senior IT leaders from across industries to share a dinner and their stories from the field. What follows is a distillation of 9 key findings that were unveiled, offering insight into best practices and challenges for those working in the innovation department, everywhere.
Similar to New ways of working & knowledge sharing - Dirk W. Bijl (20)
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
New ways of working & knowledge sharing - Dirk W. Bijl
1. JOURNEY TOWARDS
THE NEW WAY
OF WORKING
creating sustainable performance
and joy at work
Dirk W. Bijl
Ambassador for the New Way of Working
2. The New Way of Working (NWoW) is
…
‣ creating both sustainable performance and joy at work (Goal)
‣ by putting the ‘Human Resource’ at the center (Means)
‣ and creating an inspiring work environment
‣ where people give their best (competencies, talents, energy) at
work
‣ not because they have to ...
‣ but because they want to!
3. So New Way of Working aims to be
..
‣ Good for the organisation:
‣ better and more sustainable performance organisation win
‣ Good for the worker:
‣ improved joy and wellbeing at work personal win
‣ This is a Win-Win
‣ replacing the classic Win-Loose
4. What creates the New Way of
Working?
Put the Worker at the center
Virtual Physical
Mental Social
and create a work environment that facilitates and motivates
that worker to give its best at work
5. Multidimensional Work Environment
‣ 4 dimensions
‣ 1. Virtual the mobile, virtual workplace (ICT)
‣ 2. Physical The effective and attractive office
‣ 3. Mental Structures, Systems, Processes, Rules, Procedures
‣ 4. Social The way people work together, Leadership, Culture
‣ Looks at work environment holistically
‣ The dimensions influence each other
‣ Goal: facilitate and motivate workers to do their jobs well
‣ Facilitate: use elements that help people to do their jobs (e.g. an ergonomic chair)
‣ Motivate: use elements that make people want to do their jobs (e.g. a supportive
manager)
7. What results may you expect?
‣ Better Organisational Performance
‣ Results Up: value in products/services, profit, market growth, productivity
‣ Cost Down: clear goals, better collaboration, less system dependency waste
‣ Happy Stakeholders
‣ Customers: more satisfied
‣ Employees: better wellbeing (joy at work)
‣ Owners: more satisfied due to better performance
‣ Better Reputation
‣ As provider of products/services
‣ Becoming employer of choice
‣ As social responsible organisation
8. Example 1:Interpolis Results (1996-
2008)
‣ Better Organisational Performance
‣ Revenue doubled in 5 years time,
‣ Rankorder: 11 (1996) 4 (2001)
‣ Happy Stakeholders
‣ Employees: 6.9 7.3
‣ Customers: 6.1 8.4
‣ Better Reputation
‣ From boring insurer to most innovative insurer
‣ Elected most reliable insurer 4 times in a row (2006-2010)
‣ Still busloads per week visit the building
9. Example 2: Microsoft NL (as of
2008)
‣ Better Organisational Performance
‣ Results Up: 2 times chosen best subsidiary in timeframe 2008-2011
‣ Improved perceived productivity see next slide
‣ Cost Down: €1 Million per year savings on travel, phonecalls and internal movements
‣ Happy Stakeholders
‣ Employees: 4 times in a row voted Greatest Place to Work (2009-2012)
‣ Improved work/life balance see next slide
‣ Better Reputation
‣ Seen as innovative & social responsible organization (fighting bad reputation
successfully)
‣ Many times top tier employer of choice
‣ Reducing CO2 footprint by 30% (in 2012 compared to 2007)
11. How can I start with NWoW?
‣ NOT by copying other implementations like Interpolis, Microsoft or
Philips
‣ But by creating your own personal version of NWoW
‣ Start with asking this question:
Will NWoW help make my organisation perform
better and make it a great place to work? At
the same time?
12. Answer the following questions
‣ What is the dream for our organisation?
‣ Where do we want to be ‘tomorrow’ (3-5 years time)?
‣ Do we use the full potential of our workforce?
‣ Are they stuck in system dependency & learned helplessness?
‣ Do we suffer from Theory X belief system (especially management)?
‣ Do we have too many rules & procedures? Are we too bureaucratic?
‣ What are our biggest challenges and (missed) opportunities?
‣ Do we believe that the NWoW design principles can make us better?
‣ Is our Leadership Team willing to invest in NWoW?
13. Phasing the NWoW Change Program
NWOW is impossible
without
Leadership
Sponsorship