Van HR naar CNO, de Wijs case
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Op 8 dec 2016 gaf ik een gastles voor Professor Luc Sels aan een 200-tal studenten Master in Management aan de Katholieke Universiteit Leuven. Ik heb er vooral een overview gegeven over hoe HR in een jonge en wendbare organisatie als Wijs wordt georganiseerd. Ik belicht er mijn inspiratiebronnen, de 8 bouwblokken van het HR beleid en geef er 7 guerilliatips waar je zelf mee aan de slag kan.
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Van HR naar CNO, de Wijs case
- 1. De Wijs Case Ilse Jansoone — CNO Gastcollege KUL, HR voor Masters in Management, 8/12/2016 Van HR naar CNO
- 2. Agenda Wijs - Digital Agency With award winning HR Top 8 building blocks of meaningful work 1. Clear vision & values 2. Flat structure with self organization 3. Teams with roles 4. Steering on output 5. Transparency in management 6. Clear growth paths & coaching 7. Strategic compensation 8. Continuous innovation 7 guerrilla tips Wrap it up 2
- 3. 1. Wijs - Digital agency Totaal aanbod in digital! 3
- 4. Hallo! Ik ben Ilse. Psychologist, passionate about innovation and growth of creative people HR manager People manager CNO 4
- 5. Jouw bedrijf binnen enkele jaren… na de digitale transformatie Agile en veerkrachtig Digitaal centraal Multidisciplinair Gericht op empowerment van klanten en medewerkers 5
- 8. High High Low Challengelevel Skill level Flow Flow Control Relaxation Boredom Apathy Worry Anxiety Arousal Flow model van Mihaly Csikszentmihalyi (1990) Model optimal creativity
- 9. Demand Control (DC) model van Karasek (1979) Model sustainable work low tention actief high tention passive low high high low challenge controle options 4 3 1 2 active
- 10. “een leider heeft autoriteit over iemand anders op grond van een externe grond waar beiden in geloven en zich dus vrijwillig aan onderwerpen” Hannah Arendt
- 11. A “meaningful" organisation Colleagues Society create value in a balanced way Make a the Web better Customers Company
- 12. Meaning = adding value
- 14. Love for talents 14 1. Digital strategist 2. UX architect 3. Digital marketeer 4. Developer 5. Designer 6. Copywriter 7. Media buyer 8. Data analyst 9. … ‣ T-profielen!
- 15. Wijs in Tweet-style • Digital agency since 2006 • All online • 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 15
- 17. Klanten 17 We mikken niet op ad hoc projecten maar langdurige partnerships.
- 18. 18 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
- 19. 19
- 20. 20
- 21. War for talent in extreme • Worden continu gebeld (zelfs door robots) • Hebben 8 vacatures in handen tijdens de sollicitatie 21 Talenten Externe bureaus • Nemen de zoektocht zelfs niet meer op
- 27. Top 8 building blocks of meaningful work 27
- 28. Model of Simon Sinek (2009) https://www.youtube.com/watch?v=sioZd3AxmnE 1. Clear vision and values
- 29. –Mission Wijs Make the Web better!
- 30. We share our knowledge 'Open source' is a core value
- 31. Kernwaarde: open source. We delen onze kennis.
- 32. Sharing ‣ Whitepapers ‣ Trend reports ‣ Mobile report ‣ Blog posts ‣ …
- 33. We listen to the people 'User/people-centric' is a core value
- 36. 2. Flat structure with self-organization
- 37. ‣ multidisciplinaire klantenteams ‣ verantwoordelijkheden, geen taken ‣ rollen, geen functies ‣ output, geen input ‣ beslissingsmacht op juiste niveau Nodig om snel te kunnen blijven bewegen.
- 38. web projects recurrente OM-processes strategic partnerships clearly defined web projects high scope management heavy profitability focus, risk detection and coordination flow low commercial effort during project ideale evolving to OM or Service process PM lead & spoc, PO important recurrente contracts, tactical OM ongoing scope definition low risk detection, low coordination flow low commercial effort slightly evolving PO lead & spoc, PM = AM recurrent contract, side- projects, integrated strategy & continuous business development heavy organisational and profitability focus ongoing strategic and commercial effort stay where u are! AM lead & spoc, PO important
- 39. 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
- 42. 3. Teams with roles
- 43. New role of coworkers 43
- 44. 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
- 45. Team development selfsteeringskills time bundle individuals group team open team coaching skills craftsmanship & knowledge organisation skills independency collaborative skills self-correcting skills entrepreneur- ship self-cleaning skills Model of Flanders Synergy
- 47. 47 New role of leaders
- 50. 50 New role of HR
- 51. HR as business partner Wijs wants to make the Web 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
- 52. Who is the customer?
- 53. Who is the customer of the customer?
- 58. From HR manager to CNO (= Chief Networking Officer)
- 59. 4. Steering on output
- 60. ‣ Profitable turnover ‣ Earned value Break down the wall between sales and production
- 61. 5. Transparancy in management
- 62. Eerst vormen wij de omgeving. Daarna vormt de omgeving ons.
- 64. ‣ activity-based workspace ‣ gevormd voor beweging, niet plaats ‣ nadenken in termen van ‚stadsontwikkeling’ ‣ lok ‘chance encounters’ uit Omgeving
- 67. 6. Clear growth paths and coaching
- 70. "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 Fred Wiersema (1997)
- 71. 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
- 72. Salary + Extra legal benefits + Non-financials fix bonus based on seniority (jr ≠ Adv ≠ Sr)
- 75. ‣ play ‣ learn ‣ do ‣ network Innovation nights
- 77. 1. A vacancy? Do not post an ad but write a blogpost. (even better; let one of the team write it)
- 78. 2. A vacancy? Don’t do a selection interview but go have a coffee.
- 79. 3. Learning need? Don’t organise a training but a safari.
- 80. 4. Measure satisfaction? Don’t send a satisfaction enquiry but size the degree passion, enthousiasm and pride.
- 81. 5. Somebody is leaving? Don’t do an exit interview but have a best-of-luck talk.
- 82. 6. Manager is leaving? Do not replace him/her! Rethink the responsibility in roles.
- 84. 7. Teambuilding plans? Don’t go rating in the Ardennes! But organise a hackathon.
- 86. Meanwhile…
- 87. 87 Wrap up
- 88. Change is here Make the creative economy now with more and more millenials
- 89. Start now Every day is an opportunity to start small and build towards the bigger goal
- 90. Get in the driver seat As HR/leader you are in a unique position. Do you dare?
- 91. Thx and good luck bringing the soul to work (with good results!)
- 92. Contacteer ons Voorhavenlaan 31/3 9000 Gent http://wijs.be info@wijs.be +32 9 335 22 80 BE 0473.071.275 Vragen? ilse.jansoone@wijs.be twitter.com/jansoone