De Wijs Case: van HR naar CNO
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Transcript of De Wijs Case: van HR naar CNO
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De Wijs Case
Ilse Jansoone — CNO Gastcollege Artevelde Hogeschool, Postgraduaat HR
Van HR naar CNO
7/3/2017
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AgendaWijs - Digital AgencyWith award winning HR
Top 8 building blocks of meaningful work
1. Clear vision & values
2. Flat structure with multi-disciplinary customer teams
3. New roles in teams
4. Steering on output
5. Transparency in management
6. Clear growth paths & coaching
7. Strategic compensation
8. Continuously level up
Wrap it up
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Wijs Digital agencySetting the scene
3
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Hi! I’m Ilse. Psychologist, passionate about innovation and growth of creative people
EntrepreneurPeople managerCNO4
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5My partners in crime since 2006
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Wijs in Tweet-style• Digital agency since 2006
• 70 people
• Focus on digitale strategy
• With powerful execution: websites, facebook apps, online marketing, seo/sea, social, analytics…
• Focused on results (sales, leads, applications, conversions)
• User first
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Online strategie
8
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Klanten
9
We mikken langdurige partnerships.
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10
Merger Merger
2006 2007 2008 2009 2010 2011 2012 2013 2014
10 jaar Wijs = van 0 naar +60 VTE van 0 naar 7 mio omzet
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DISCUSSIEVRAAG
13
Wat is de impact van die context op HR?
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Extreme war for talent
• Worden continu gebeld (zelfs door robots)
• Hebben 8 vacatures in handen tijdens de sollicitatie
14
Talenten
Externe bureaus
• Nemen de zoektocht zelfs niet meer op
En toch… verloop rond 23%
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High
HighLow
Chal
leng
e le
vel
Skill level
Flow
Flow
Control
Relaxation
Boredom
Apathy
Worry
Anxiety
Arousal
Flow model van Mihaly Csikszentmihalyi (1990)
HR Challenge: The Wijs sweet spot
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8 building blocks of the Wijs sweet spot
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Model of Simon Sinek (2009)https://www.youtube.com/watch?v=sioZd3AxmnE
1. Clear vision and values
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–Mission Wijs
Make the Web better!
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A “meaningful"organisationColleagues Society
create valuein a balanced way
Make a the Web better
Customers
Company
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2. Flat structure, multidisciplinary customer teams
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‣ multidisciplinaire klantenteams
‣ verantwoordelijkheden, geen taken
‣ rollen, geen functies
‣ output, geen input
‣ regelcapaciteit op juiste niveau
Nodig om snel te kunnen blijven bewegen.
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Demand Control (DC) model van Karasek (1979)
Model sustainable work
lowtention actief
hightentionpassive
low high
high
low
challenge
controle options 43
12
active
The Wijs sweet spot
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Anno 2011
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Account team Delivery team Creation team Service team
Turnover (closed won)Project profitability
Efficiency & effectivityWijs profitability
QualityPersonal profitability
Continuous serviceTeam profitability
TeamAMs
PMOsS&M coord.
TeamPortfolio Mgr
PMsFinance
TeamIA'sDes
DevsOM's
TeamService coord.Service eng's
Sysadmin
led by Sales & Mkt Mgr led by Managing Director led by Creation Mgr led by Portfolio Mgr
Support: office
Management team
HR IT R&D
Anno 2014
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DISCUSSIEVRAAG
28
Hoe zou jij de organisatie verder kantelen?
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Anno 2017
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‣Developer
‣Developer‣Designer
‣Copywriter
‣Digital marketeer
‣Social media
‣Front-end
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3. New roles in teams
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Coworkers
33
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HR selection, onboarding new colleagues and interns, (qualitative) input for evaluations
IT
R&D
Sales support
Stimulator knowledge sharing
Quality guard
Innovation stimulator
Efficiency guard
Internal communication
input for offers and pitches, marketing (o.a. sales presentations, cases on the site, …), input about new products or services (e.g. what we offer, how we can standardize)
coordination, steering, follow up of knowledge sharing initiatives in the group (starters + advanced people), coordination knowledge labs, magazines, training, seminars, …)Quality (e.g. how to test, define and guard standards)
innovation initiatives (e.g. shift to branding, offline, service design)
proces (e.g. effectivity en efficiency)
Rapportering, communication between the team and other teams/management, strive to maximal integration in the team, guard overview, communicate the roadmap
Roles in creation team anno 2012-2013
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Team developmentse
lf st
eerin
g sk
ills
time
bundleindividuals
group
team
open teamcoaching skills
craftsmanship&
knowledge
organisation skills
independency
collaborativeskills
self-correcting skills
entrepreneur-ship
self-cleaning skills
Model of Flanders Synergy
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Leaders
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“een leider heeft autoriteit over iemand anders op grond van een
externe grond waar beiden in geloven en zich dus vrijwillig aan
onderwerpen”
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Anno 2011: 10+ leidinggevenden/45
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Account team Delivery team Creation team Service team
Turnover (closed won)Project profitability
Efficiency & effectivityWijs profitability
QualityPersonal profitability
Continuous serviceTeam profitability
TeamAMs
PMOsS&M coord.
TeamPortfolio Mgr
PMsFinance
TeamIA'sDes
DevsOM's
TeamService coord.Service eng's
Sysadmin
led by Sales & Mkt Mgr led by Managing Director led by Creation Mgr led by Portfolio Mgr
Support: office
Management team
HR IT R&D
Anno 2014: 7 leidinggevenden/54
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Anno 2017: 4 leidinggevenden/70
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‣ meer ondersteunend
‣ meer toekomstgericht
‣ meer extern gericht
‣ meer outputgericht
‣ meer regelcapaciteit op juiste niveau
Nodig om snel te kunnen blijven bewegen.
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DISCUSSIEVRAAG
44
Hoe merk jij de wijziging in deze leiderschapsrol in je omgeving?
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Demand Control (DC) model van Karasek (1979)
Model sustainable work
lowtention actief
hightentionpassive
low high
high
low
challenge
controle options 43
12
active
The Wijs sweet spot
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46
HR
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Anno 2011
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Anno 2017
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From HR manager to CNO
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4. Steering on output
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• Break down the wall between sales and production
• Everybody in the customer team the same goals
• Everybody in the company the same goals
• Weekly and monthly follow up on results and where to help
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5. Transparency in management
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First we shape the environment. Then the environment shapes us.
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‣ activity-based workspace
‣ gevormd voor beweging, niet plaats
‣ nadenken in termen van ‚stadsontwikkeling’
‣ lok ‘chance encounters’ uit
Omgeving
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Sharing
‣ Whitepapers ‣ Trend reports ‣ Mobile report ‣ Blog posts ‣ …
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Design experiences to be shareable
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Design experiences to be shareable
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Design experiences to be shareable
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Design experiences to be shareable
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Design experiences to be shareable
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Moedig aan om te delen
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DISCUSSIEVRAAG
69
Ken je bedrijven met een goeie employer branding?
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Recruitment funnel 2016• # sollicitaties
• # rechtstreekse sollicitaties
• # interviews
• # aanwervingen
• # shares, retweets,…
71
2000 (= 100%) 700 (= 35%) 200 (= 29%) 18 (= 9%)
…
Bezoeker
Conversies
Awareness
Consideration
decision
Action
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6. Clear growth paths and coaching
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Anno 2012
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Informa(e*architect/junior/
Informa(e*architect/advanced/
Digitaal/Strateeg/advanced/
Informa(e*architect/senior/
Digitaal/Strateeg/senior/
.../
Front*end/Developer/junior/
Webdesigner/junior/
Front*end/Developer/advanced/
Webdesigner/advanced/
Webdesigner/senior/ .../
Front*end/Developer/junior/
Webdeveloper/junior/
Front*end/Developer/advanced/
Webdeveloper/advanced/
Webdeveloper/senior/ .../
Content/Writer/junior/
Online/Marketeer/junior/
Content/Writer/advanced/
Online/Marketeer/advanced/
Online/Marketeer/senior/
Strategic/Marke(ng/Consultant/advanced/
Strategic/Marke(ng/Consultant/senior/
.../
Sales/Assistant/junior/
PMO/junior/Account/Manager/Junior/
Sales/Assistant/advanced/
PMO/advanced/
Project/Manager/junior/
Account/Manager/advanced/
Projet/Manager/Advanced/
Account/Manager/senior/
Key/Account/Manager/junior/
Key/Account/Manager/advanced/
Project/Manager/senior/
Key/Account/Manager/senior/
.../
Client/Service/Medewerker/
junior/
Client/Service/Medewerker/advanced/
Client/Service/Coordinator/advanced/
Client/Service/Medewerker/
senior/
Client/Service/Coordinator/
senior/.../
Office/Manager/junior/
Boekhouder/junior/
Office/Manager/advanced/
Office/Manager/senior/
HR/Officer/junior/
Boekhouder/advanced/
HR/Officer/advanced/
HR/Officer/senior/
Boekhouder/senior/ .../
Anno 2015
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Anno 2017: extra groeipaden
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‣ Groei in niveau, over functies, over de plaats in de organisatie
‣ Op jouw eigen tempo
‣ vb. carrièreswitch > start terug als jr maar groeit sneller door
‣ vb. familiale omstandigheden > langer in een fase blijven
‣ vb. 1 jaar meer nodig > en dat is perfect ok
Junior Advanced Senior
In evolutie!!
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‣ 1 keer per jaar
‣ op anciënniteitsdatum
‣ door manager
‣ op basis van input van peers
‣ manager stelt eindscore voor op management team
‣ score wordt gechallenged (de lat voor iedereen gelijk)
‣ via intersubjectiviteit naar eindscore ‣ Voorwaarde! Dicht bij de medewerkers
staan
Evaluaties
Evaluatie
medewerker
Coach
Zelfevaluatie
Eigen observaties
tijdens projecten
POP met
360° feedback
en coaching-
verslagen
Resultaten KPI’s
Teamleden
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DISCUSSIEVRAAG
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Wat denk je dat het verschil is tussen het werken met een POP of met een TOP? Wat verkies je?
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7. Strategic compensation
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Salary + Extra legal benefits + Non-financials
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8. Continuously level up
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‣ play ‣ learn ‣ do ‣ network
Innovation nights
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‣ Learning on the job ‣ Expert labs ‣ Agency safari organiseren ‣ Congressen organiseren ‣ Preview van documentaires organiseren ‣ Gastcolleges geven ‣ Stagiairs begeleiden ‣ Goodreads bibliotheek ‣ Books & Burgers ‣ Deelnemen aan awards ‣ Klassikale opleidingen in oplossingsgericht denken, veerkracht,… ‣ HR koffieklets
En nog veel meer…
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Wrap up
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Change is hereMake the creative economy now with more and more millenials
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Start nowEvery day is an opportunity to start small
and build towards the bigger goal
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Get in the driver seatAs HR/leader you are in a unique position.
Are you willing to take that risk?
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Good luck finding your HR sweet spot en stem
http://www.bedrijfsopleidingen.be/stimulearning/awa_stemmen_sympa.asp
Vragen? [email protected] of twitter.com/jansoone Wijs, Voorhavenlaan 31/3, 9000 Gent, http://wijs.be, [email protected], +32 9 335 22 80