More and more studies show, organizing your company around meaning makes a big difference for all stakeholders. This case of Wijs I presented at the HR Leaders Lunch May 8th in the Ancien Belgique in Brussels. It brings you in 80 slides the context of the digital agency Wijs, our vision about meaningful work, 7 building blocks with examples how we practice meaningful work in our day to day an 7 guerilliatips to start tomorrow or to take the next step.
Feedback and questions are welcome!!
W.H.Bender Quote 62 - Always strive to be a Hospitality Service professional
Meaningful Work @Wijs
1. The meaning of work @ Wijs
Ilse Jansoone, HR Leaders Lunch 8/5
2. 3,5 years in 29,5 minutes
1. Who isWijs?
2. Vision on meaningful work
3. 7 building blocks
4. 7 guerillia tips
5. Wrap up > 0,5 min
> 5 min
> 14 min
> 5 min
> 5 min
24. Model sustainable work
Demand Control (DC) model van
Karasek (1979)
low
tention
actief
high
tention
passive
low high
high
low
challenge
controle options 4
3
1
2
active
33. Account team Delivery team Creation team Service team
Turnover (closed won)
Project profitability
Efficiency & effectivity
Wijs profitability
Quality
Personal profitability
Continuous service
Team profitability
Team
AMs
PMOs
S&M coord.
Team
Portfolio Mgr
PMs
Finance
Team
IA's
Des
Devs
OM's
Team
Service 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
36. 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
43. HR as lever
HR as business partner
Wijs wants to make theWeb better
Wijs want to make top talent better.
With great attention to the customer (customer intimacy)
Top talents Growth Wage Recruit
Opinion leaders Promotions/Mutations Comparatio Leadtime to fill
vacancy
59. "best product"
product leadership
operational excellence
"best total cost"
customer intimacy
"best total solution"
operational
competence
product
differentiation
customer
responsive
Model of Michael Treacy en FredWiersema (1997)
60. Customer Intimacy Operational excellence Product leadership
Focus
Behavior
Results
Basic salary
Broad banding
Markt conformity
Variable salary
Average
Targets: customer focussed
Benefits
Market conformity
Market conformity
External
Focus
Controle
Basic salary
Wage scale or narrow banding
Based of job and years of experience
Variable salary
Low
Targets: operational results, profit…
Benefits
Above the market
Market conformity
Internal
Based on hierarchy
Focus
Behavior
Long term results
Flexibility
Basic salary
Broad banding
Based on competenties
Based on the team
Above the markt
Variable salary
high
Targets: profit and turnover new
products
Benefits
Below the market
Market conformiteit
Extern
Model of Attentia
61. Salary + Extra legal benefits + Non-financials
fix bonus based on seniority
(jr ≠ Adv ≠ Sr)