Escada B.V. — Upstairs Traprenovation (Q4001670): Difference between revisions
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(Changed an Item: Edited by the infer coords bot - inferring coordiantes from postal codes) |
(Changed an Item: Adding English translations) |
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Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English) | |||||||||||||||
| Property / summary: Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English) / rank | |||||||||||||||
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| Property / summary: Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English) / qualifier | |||||||||||||||
point in time: 25 January 2022
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Revision as of 18:57, 25 January 2022
Project Q4001670 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Escada B.V. — Upstairs Traprenovation |
Project Q4001670 in Netherlands |
Statements
31 December 1999
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31 December 1999
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Escada B.V. - Upstairs Traprenovatie
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51°15'46.66"N, 5°44'1.46"E
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6004RM
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Kennis, ontwikkeling en betrokkenheid kunnen in een bedrijf het verschil maken. Toch blijft het vaak bij goede voornemens. Vooral het mkb blijft achter als het gaat om het creëren van een actieve leercultuur. Er wordt eerst een 0-meting uitgevoerd om te onderzoeken hoe op dit moment de leercultuur is. Daarna wordt er een advies en implementatieplan geschreven om de leercultuur te bevorderen. En vervolgens vindt er begeleiding plaats van de implementatie. Tijdens de implementatie wordt gekeken naar welke kwaliteiten (competenties en talenten) een medewerker heeft en wordt er een individueel ontwikkelplan geschreven. Ook wordt persoonlijk leiderschap gestimuleerd bij alle medewerkers. Dit betekent het kennen van eigen kracht en toegevoegde waarde. Ook wordt er gekeken hoe medewerkers meer van elkaar kunnen leren. Opties om dit te stimuleren zijn: intervisies, leerling-meester relaties (ervaren medewerkers ondersteunen minder ervaren medewerkers) en individuele coaching. Het resultaat is een advies en implementatieplan, gericht op duurzame inzetbaarheid van alle medewerkers en uitvoering van het implementatieplan. Met het uitgangspunt dat alle medewerkers inzetbaar blijven door de ontwikkelingen in het vak bij te houden, nieuwe kennis op te doen en zich persoonlijk verder te ontwikkelen om mee te kunnen in de constant veranderende markt. De betrokkenheid van medewerkers vergroten door ze letterlijk meer te betrekken en verantwoordelijkheden te vergroten. Ook heeft de organisatie een visie en beleid bepaald, gericht op duurzame inzetbaarheid, en een werkklimaat gecreëerd waarin vertrouwen, initiatief, zelfregie en een helder, inspirerend kader centraal staan. (Dutch)
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Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English)
25 January 2022
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Identifiers
2018EUSF2012374
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