Launch & Practical Results
Posted: Mon Feb 17, 2025 9:20 am
The step-by-step development of the environment and the direction taken to consciously steer towards dialogue, has taken the classical organization into an open and flat culture of collaboration. Read more about orchestration here . The Arena is set up according to a targeted growth model .
Case Wegener: Career site WiL
Employees can independently spend 500 euros per year on personal development, without having to ask permission from their manager. This fits in with Wegener's development-oriented HR policy, in which self-direction is a central principle. Due to the ageing and de-greening organisation, 'continued employability' is an important spearhead in the HR policy. More than 150 products are available in the career shop. These vary from workshops and self-study courses to tests and coaching.
Initially, it appeared that the offer was too focused on the higher educated employees, the people from the practice, such as in the printing companies, had too little choice. In the meantime, the offer has been expanded with practical training, including courses in the field of safety and for example forklift driving.
WiL is a success in both publishing and printing. This is particularly special in printing, because many employees do not have their own computer and therefore have difficulty accessing the internet. Whether or not you have your own computer at work does not appear to be an obstacle to using the site. Employees use the application mostly from home. 75% of visitors use the application in their private time.
Building the site required an investment of 225,000 euros. This includes the internal hours. The experi canada phone number list ences of ING with Work@ing and the experiences of KPN with Kompas were used. A subsidy of 100,000 euros from the European Social Fund (2008) Social Innovation, also contributed.
The technical integration of Fortis and ABN Amro put extra pressure on the organisation because private customers had questions and complaints. On the Arena platform, employees of the various branches shared their approach and questions with each other. In April 2011, the Arena platform was put into use across the bank with a personal appeal from Gerrit Zalm. With a challenging appeal around an important theme within the bank, he enticed employees to take a look at the platform and contribute to the discussion.
At Wegener, Intranet WiM went online in the spring of 2010, followed two months later by career site WiL. The introduction was accompanied in a playful way by birth announcements. News about the Career site is regularly published in a digital newsletter, such as new offers and optimizations to the site itself. This results in an increased visit to the site. WiL is also regularly communicated in the company magazine PiM and on the intranet WiM.
At Wegener Media, a strongly aging organization has emerged due to shrinkage. This was the reason for the development-oriented HR policy, which is based on self-management and is focused on sustainable employability. Within a specific part of ABN Amro (2400 people), a game format has been developed for the population with an average age of 50, which connects the offline and online environment. With the use of ambassadors, offline issues are used that are discussed with the help of the participants. So you do physically what you can then also do online.
Case Wegener: Career site WiL
Employees can independently spend 500 euros per year on personal development, without having to ask permission from their manager. This fits in with Wegener's development-oriented HR policy, in which self-direction is a central principle. Due to the ageing and de-greening organisation, 'continued employability' is an important spearhead in the HR policy. More than 150 products are available in the career shop. These vary from workshops and self-study courses to tests and coaching.
Initially, it appeared that the offer was too focused on the higher educated employees, the people from the practice, such as in the printing companies, had too little choice. In the meantime, the offer has been expanded with practical training, including courses in the field of safety and for example forklift driving.
WiL is a success in both publishing and printing. This is particularly special in printing, because many employees do not have their own computer and therefore have difficulty accessing the internet. Whether or not you have your own computer at work does not appear to be an obstacle to using the site. Employees use the application mostly from home. 75% of visitors use the application in their private time.
Building the site required an investment of 225,000 euros. This includes the internal hours. The experi canada phone number list ences of ING with Work@ing and the experiences of KPN with Kompas were used. A subsidy of 100,000 euros from the European Social Fund (2008) Social Innovation, also contributed.
The technical integration of Fortis and ABN Amro put extra pressure on the organisation because private customers had questions and complaints. On the Arena platform, employees of the various branches shared their approach and questions with each other. In April 2011, the Arena platform was put into use across the bank with a personal appeal from Gerrit Zalm. With a challenging appeal around an important theme within the bank, he enticed employees to take a look at the platform and contribute to the discussion.
At Wegener, Intranet WiM went online in the spring of 2010, followed two months later by career site WiL. The introduction was accompanied in a playful way by birth announcements. News about the Career site is regularly published in a digital newsletter, such as new offers and optimizations to the site itself. This results in an increased visit to the site. WiL is also regularly communicated in the company magazine PiM and on the intranet WiM.
At Wegener Media, a strongly aging organization has emerged due to shrinkage. This was the reason for the development-oriented HR policy, which is based on self-management and is focused on sustainable employability. Within a specific part of ABN Amro (2400 people), a game format has been developed for the population with an average age of 50, which connects the offline and online environment. With the use of ambassadors, offline issues are used that are discussed with the help of the participants. So you do physically what you can then also do online.