Accenture BlogPodium » Talent Organization

Werkgever 2.0: Doorbreek oude werkweek met ICT en benut arbeidspotentieel

Anja Montijn-Groenewoud — Mon, 16 Apr 2012 10:06:41 +0000

Dit artikel is afkomstig uit de april editie van Informatie: maandblad voor de informatievoorziening.
Informatie, April 2012

Het is tegenwoordig voor bijna elke professional mogelijk om plaats- en tijd onafhankelijk te werken. Het Nieuwe Werken dus. Dit zorgt er onder meer voor dat talentvolle, hoogopgeleide ouders (met name moeders) werk en privé beter kunnen combineren. Dit komt niet alleen henzelf ten goede, maar ook de economie in zijn geheel. Bovendien helpt het ons bij de aanpak van de naderende vergrijzing. De komende jaren zullen zich immers kenmerken door een grote uitstroom van oudere werknemers.

Als werkgever vind ik het van groot belang om mee te denken over hoe we het enorme potentieel dat we in Nederland hebben, zo goed mogelijk bereiken en benutten. Dan heb ik het niet alleen over het feit dat bedrijven hun huidige talent intensief en individueel moeten begeleiden en helpen ontwikkelen. Maar het gaat met name over de bereidheid om de aloude ‘werkweek’ aan te passen. De huidige, nog steeds meest gangbare werkweek – vijf dagen, acht uur per dag – is een constructie die stamt uit 1953. In die tijd voldeed deze structuur prima. De tijden zijn sindsdien echter enorm veranderd. Het eenverdienersmodel, waarin de man fulltime werkt en de vrouw voor de kinderen zorgt, gaat tegenwoordig veelal niet meer op. Bovendien woonden we vroeger doorgaans dichter bij ons werk en was het fenomeen file nog niet een dagelijkse realiteit. Ook hadden we nog geen beschikking over een pc of laptop op ons werk, laat staan over allerlei andere mobiele communicatiemiddelen.

Maar als er zoveel is veranderd, waarom houdt een overgrote meerderheid van de werkgevers dan zo klassiek vast aan een werkweek van vijf keer acht? Moderne werknemers kunnen en willen niet meer van negen tot vijf op kantoor zitten. Niet alleen vrouwen vragen om andere werktijden, maar ook de nieuwe generatie Y. Zij willen meer invloed op de balans tussen werk en privé. En de vrijheid om duidelijk gestelde doelen op een alternatieve manier, en op andere tijden te halen. Ook in managementfuncties, waarvan veelal wordt gedacht dat die echt op de “kantoorlocatie” vervuld moeten worden, kan veel vaker dan mogelijk wordt geacht op afstand gewerkt worden. Als werkgever moeten we alleen wel bereid zijn die verantwoordelijkheid op ons te nemen. En wel door te sturen en managen op basis van vertrouwen, in plaats van op controle.

Werkgeverschap 2.0 dus. ICT maakt het mogelijk om die rol te vervullen. Het kabinet heeft arbeidsparticipatie hoog op de agenda heeft staan: Waar wachten we nog op?

Door Anja Montijn-Groenewoud, Managing Director Accenture Nederland

T&OP supports foundation ‘De Regenboogboom’

Ad Jan Brouwer — Wed, 01 Jun 2011 16:34:47 +0000

With the determination to inspire, foundation ‘De Regenboogboom’ (the rainbow tree) believes that children are within themselves true super heroes and shows them that regardless of their illness (or any other ‘bad’ situation) they are still brave, strong and special. With their unique holistic approach and over 165 volunteers, the foundation offers children the confidence, strength and inner peace in their heavy journal often facing severe life threatening diseases.

By visiting children in hospitals, schools and at home, and using a crystal as an illustrative tool (let the sun shine through it – and a real rainbow appears), the foundation reminds children that it is not their illness that defines them, but the princess or superhero they dream to be. Inside each one of them lies true beauty and greatness.

The co-operation between Accenture and ‘De Regenboogboom’ started in november 2009 and over the past year the T&OP team has been actively supporting the foundation in their ambitions and decisions around training, branding, voluntarily work and fundraising. Advising the foundation in how to launch a media campaign, how to position the brand, setting up training sessions and providing support regarding fundraising led to one of the key milestones: the launch of the (Dutch) Skyradio media campaign on May 25th in The Netherlands. For 8 days long, 5 times a day, the new campaign titled ‘Ik steun een superheld’ (I’m supporting a superhero) was aired to asked more awareness and support for the children, foundation ’De Regenboogboom’ and their practices.

Click here to play the Skyradio campaign commercial

After a succesful year, Accenture continues to support the superheroes of ‘De Regenboogboom’. In parallel of this initiative we’re also working on the improvement of a fundraising approach, supporting the foundation in developing and concertizing creative ideas in order to bring them in to practice and achieve more funds. Please visit ‘De Regenboogboom’ and join us in supporting the foundation. For more information about Accenture’s Talent & Organization Performance, please visit http://www.accenture.com/nl-en/consulting/talent-organization-performance

Round Table 2011 – Talent Key Ingredients

Ad Jan Brouwer — Thu, 05 May 2011 14:03:59 +0000

Do you know that there is a great business case for talent management? High investment in Talent Management practices leads to 30% higher fulfillment of the Psychological Contract, 20% higher commitment and 19% lower turnover intentions.

Talent Management is the capability to create and continuously optimize the talent resources needed to execute a business strategy. Research shows that Talent Management receives minimal attention within organizations (e.g. Accenture’s High Performance Work Study 2010). Investments are low and organizations find it often unclear how to best design Talent Management, what practices are most effective and by what talented employees are driven.

Yearly Accenture and Tilburg University perform a academic based study within large organizations in order to gain more insight into the effects of Talent Management and into what talents desire in their employment relationship. This week’s Round Table on the 3rd of May featured 26 attendees, Representing 22 multinationals, including HR Directors and Talent Managers recognized for mastery in their fields of expertise. The Round Table was organized because the results of last year’s Talent Management study reveals interesting insights into what organizations need to know about attracting and retaining top-notch Talent: the effects of Individualizing your Employment Relationship.

The afternoon started with a brief introduction of all attendees and a discussion about what their concerns about Talent Management are at the moment. All agreed when said that the main concern faced is the challenge to attract, develop and retain the right talents and employees in your organization. Other concerns mentioned were “the expected tightness in the labor market”, “how to locate and identify talents”, “when to include (or exclude) talents into the Talent Program”, “new expectations and behavior of the NetGen” and “how to make Talent Management an important issue in the boardroom”.

With revealing presentations of AdJan Brouwer (Accenture), dr. Mariëlle Sonnenberg (Accenture & Tilburg University) and Lia Belilos (VP HR BeNeFrux of Shell) on how your organization can differentiate from other organizations and concepts like ‘Idiosyncratic deals’, ‘New way of working’ and ‘Psychological Contract unreplicability’, insight was gained into the latest shift in employees’ desires of individualization of the employment relationship and the effects on attitudes and behaviors of employees. Also the effects of these themes of the design of Talent Management in a large global organization as Shell and subsequent best practices were discussed.

Talent‐powered organisations anticipate and take advantage of the rapidly changing talent landscape shaped by sustained worldwide growth, the rise of new economic sectors, and the increasing role of human capital in creating value for organisations. The idea of talent as the force that powers companies is taking centre stage. The essence of Talent Management is to offer High Potentials the right challenges with the needed support at the right moment. Support and especially challenge is what you should try to offer, so that they can grow even more than they imagined. Without the people, you cannot succeed, and people are emerging as the prime source of value, sustainability and innovation.

For further information about Talent Management, please have a look at our published research report or contact:

Mariëlle Sonnenberg
Senior Manager
Talent & Organizational Performance
marielle.sonnenberg@accenture.com

AdJan Brouwer
Senior Executive
Talent & Organizational Performance
ad.jan.brouwer@accenture.com

Managing the Scarcest Commodity of All for High Performance: Trust

Jort Possel — Tue, 08 Feb 2011 14:16:14 +0000

The economic downturn that we have experienced has been to an extent the result of a lack of trust. Trust is an important driver in the purchasing process, both for consumers and businesses. Trust that the product will fulfill the cusomer needs that the consumer expects, trust that the company will fulfill it’s financial commitments before doing business with them, and the expectation that your money will still be there in 2 years if you put your money in the bank now.

In this era of uncertainty, trust is an important, but sometime still undervalued, asset for understanding how your business can achieve high performance. At a time when trust in business has suffered significant damage, Accenture outlines the issues and recommends a concrete strategy for building, measuring and improving an organization’s trustworthiness in a new study that Accenture has launched, titled: “Trust: Managing the scarcest commodity of all for high performance”.

The study highlights how business leaders can create shared value and reurn on investment for companies and stakeholders by managing trust as core business across the enterprise. It uncovers the key building blocks of trust, among which:

• Product/service quality, reliability and innovation
• Marketing and pricing
• Manufacturing and supply
• Compliance and ethics
• Customer communications and service
• Environment, health and safety
• People and the workplace
• Country and community investment

What focus the company’s efforts take can vary by industry. For the banking sector, in the wake of the financial
crisis, transparency might be the most important driver in rebuilding trust with its key stakeholders.

You can download the entire report, and more information about managing trust in your organization here:

https://microsite.accenture.com/sustainability/research_and_insights/Pages/Trust-Managing-the-Scarcest-Commodity-of-All.aspx