présentation utilisée lors de mon cours à l'université de Lorraine

1. THE newWORLD OF WORK

2. WIN - WIN
Sustainable
VALUE CREATION
INNOVATION
CONTINUITY
PRODUCTIVITY
RESULTS
COMPETITIVENESS
MEANING
SELF DEVELOPMENT
RECOGNITION
PASSION IN JOB
WORKLIFE BALANCE
Labor market
Global Economy
Individualisation
New
CONTEXT
EMPLOYER
EMPLOYEE

3. RELATION
focus on

4. FLEXIBILITY
mOre
WORKPLACE87
CONTRACTING85
REMUNERATION86
CONTENT|CAREER84
TRAINING28
WORKINGTIME22

6. Engagement, more than satisfaction |
61%
17%
22%
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©

7. Engagement, more than satisfaction |
61%
17%
22%
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©

8. Engagement, more than satisfaction |
61%
17%
22%
dissatisfied satisfied engaged
Source: SD Worx – Engagement Study ©
Turn your employees into
intrapreneurs who initiate
change
(Re)vitalising HR
Employee Value
OrganisationalValue
Inflexible
people
Agile
people
Initiative
people
Transforming HR
Make your employees agile to
cope with changes
Step
1
Step
2

9. !ELEMENTS
Key

10. Autonomy
MORE RESPONSABILITY
BY MINIMIZING
HIERARCHICAL
STRUCTURES AND RULES
A complete new
way of organising

11. ORGANISING WORK
MATCHING
INDIVIDUAL STRENGHTS AND
ORGANISATIONAL OBJECTIVES
Strength Based Workdesign
A complete new
way of organising

12. AMPLIFYING
COLLABORATION BY
STIMULATING DIALOGUE,
INTERACTION AND
KNOWLEDGE SHARING
Collaboration
A complete new
way of organising

13. WHICH PARTS OF WORK ORGANISATION WILL CHANGE?
Culture & leadership | How?
Jobs & career | What?
Structures & organisation | Whereby and with whom?
Time & Place | When and where?

14. NEW ATTITUDES AND COMPETENCES FOR EMPLOYEES AND LEADERS
Open leadership: authenticity
Leader is talentmanager, social architect, facilitator, coach
Create a culture of trust
Define clear goals and objectives
Continuous dialogue
Stop controlling start interacting
Culture & leadership

15. 0 15 30
45
60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
Social Architects
—WHAT ROLES ARE STILL TOO FEW IN YOUR
ORGANIZATION FOR OPTIMAL PERFORMANCE?

16. From job-descriptions to roles
Personal branding
Market place with individual talent and tasks and projects
Temporary roles in projects
Transitional career
Jobs & career

17. Structures & organisation
More autonomy in the teams
Minimal structure and rules
Agility embedded in organisational structure
Communities
Project-structure

18. Time & Place
Teleworking
Co-working-places
Knowledge-sharing-platforms
Open access to information
New labor-contracts
Project-deals based on results
Social media

19. MAKE A BUSINESS CASE
COMMUNICATION-PLAN
CREATE A INTERDISCIPLINARY PROJECT-TEAM
CREATE BUY-IN AT C-LEVEL
INTEGRATED APPROACH INSTEAD OF AD HOC INITIATVES

20. in the business processes
Development
in the HR processes
Staffing
in the culture of the organisation
Performance
Reward
Embed

21. Case
TELEWORKINGFOR
PAYROLLADVISORS
SDWORX’

22. Teleworking as first step
VISION
+AUTONOMY
+STRENGHTBASED
+FLEXIBILITY
WORKERS
+AUTONOMY(PLACE)
—TRAFICJAM
+WORK-LIFEBALANCE
EMPLOYER
+MOBILITYPOL
+RETENTIONPOLICY
+ENGAGEMENT
+SERVICETOCUSTOMER
—PLACECOSTS

23. »
«
GAIN DE TEMPS |
Avec le temps gagné tu
gagnes du temps de sommeil

24. »«
GAIN DE TEMPS |
Je gagne 1,5 heure de
temps de trajet

25. »
«
WORK-LIFE |
Pouvoir me rendre à
la banque pendant les
heures de bureau

26. »
«
WORK-LIFE |
à la maison, tout le monde
a réagi de manière très
enthousiaste

27. »
«
DRIVER SEAT |
Tu peux plus facilement
déterminer ton propre
rythme

28. »«
DRIVER SEAT |
Il y a plus d’autonomie
pour organiser ta journée

29. »«
ENGAGEMENT |
Tu te sens plus ‘owner’
de la relation client

30. »
«
ENGAGEMENT |
Mon contact avec mes
clients se déroule de
manière plus souple

31. INCLUSIVECOMMUNICATE
SETTHEGOALSTOREACH
ORGANIZESUPPORT(FOR JUNIORS MAINLY)
SENSEOFBELONGING:
ACTIVELY ENSURING THAT PEOPLE CONTINUE TO
IDENTIFY WITH THE COMPANY AND THE TEAM
Critical Succes Factors

32. Avril 2012
Frédéric Williquet
+32 478 888 322
frederic.williquet@sdworx.com
@fredericw