Atelier Limburg Restoration Foundation (SRAL) (Q4003885): Difference between revisions
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SRAL will be working on creating a learning organisation in the coming period. Within the organisation there is uncertainty about the roles and expectations of employees. In addition, employees are mainly focused on carrying out (their) operational activities and on learning and development. The management wants to transform the current corporate culture into a learning culture in which employees from ownership pay attention to personal, team and organisational development and in which it is clear what is expected of them. Individual interviews with management and employees stimulate personal development and learning from and with each other. Management is supported in the design of processes and interventions in such a way that attention is paid to personal development and team development in practice and clarity about the roles and expectations of employees. The final result is an improvement in working methods and cooperation. In addition, employees will experience more job satisfaction and employability which should contribute to sustainable employability. (English) | |||||||||||||||
| Property / summary: SRAL will be working on creating a learning organisation in the coming period. Within the organisation there is uncertainty about the roles and expectations of employees. In addition, employees are mainly focused on carrying out (their) operational activities and on learning and development. The management wants to transform the current corporate culture into a learning culture in which employees from ownership pay attention to personal, team and organisational development and in which it is clear what is expected of them. Individual interviews with management and employees stimulate personal development and learning from and with each other. Management is supported in the design of processes and interventions in such a way that attention is paid to personal development and team development in practice and clarity about the roles and expectations of employees. The final result is an improvement in working methods and cooperation. In addition, employees will experience more job satisfaction and employability which should contribute to sustainable employability. (English) / rank | |||||||||||||||
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| Property / summary: SRAL will be working on creating a learning organisation in the coming period. Within the organisation there is uncertainty about the roles and expectations of employees. In addition, employees are mainly focused on carrying out (their) operational activities and on learning and development. The management wants to transform the current corporate culture into a learning culture in which employees from ownership pay attention to personal, team and organisational development and in which it is clear what is expected of them. Individual interviews with management and employees stimulate personal development and learning from and with each other. Management is supported in the design of processes and interventions in such a way that attention is paid to personal development and team development in practice and clarity about the roles and expectations of employees. The final result is an improvement in working methods and cooperation. In addition, employees will experience more job satisfaction and employability which should contribute to sustainable employability. (English) / qualifier | |||||||||||||||
point in time: 26 January 2022
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Revision as of 16:56, 26 January 2022
Project Q4003885 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Atelier Limburg Restoration Foundation (SRAL) |
Project Q4003885 in Netherlands |
Statements
12,500.0 Euro
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25,000.0 Euro
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50.0 percent
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2 October 2018
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2 October 2019
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Stichting Restauratie Atelier Limburg (SRAL)
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6221KX
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SRAL gaat de komende tijd aan de slag met het creëren van een lerende organisatie. Binnen de organisatie bestaat onduidelijkheid omtrent de rollen en verwachtingen van medewerkers. Daarnaast zijn medewerkers met name gefocust op het uitvoeren van (de eigen) operationele werkzaamheden en is op leren en ontwikkeling weinig focus. De directie wenst de huidige bedrijfscultuur om te zetten in een leercultuur waarin medewerkers vanuit eigenaarschap aandacht hebben voor de persoonlijke, team en organisatieontwikkeling en waarin duidelijk is wat van hen wordt verwacht. Middels individuele interviews met het management en medewerkers wordt persoonlijke ontwikkeling en het leren van en met elkaar gestimuleerd. Het management wordt ondersteund bij het inrichten van processen en interventies op een dusdanige manier dat er aandacht is voor de persoonlijke ontwikkeling en teamontwikkeling in de praktijk en er duidelijkheid ontstaat omtrent de rollen en verwachtingen van medewerkers. Het uiteindelijke resultaat is een verbetering van de werkwijzen en samenwerking. Daarnaast zullen medewerkers meer arbeidsvreugde en employability ervaren hetgeen moet bijdragen aan de duurzame inzetbaarheid. (Dutch)
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SRAL will be working on creating a learning organisation in the coming period. Within the organisation there is uncertainty about the roles and expectations of employees. In addition, employees are mainly focused on carrying out (their) operational activities and on learning and development. The management wants to transform the current corporate culture into a learning culture in which employees from ownership pay attention to personal, team and organisational development and in which it is clear what is expected of them. Individual interviews with management and employees stimulate personal development and learning from and with each other. Management is supported in the design of processes and interventions in such a way that attention is paid to personal development and team development in practice and clarity about the roles and expectations of employees. The final result is an improvement in working methods and cooperation. In addition, employees will experience more job satisfaction and employability which should contribute to sustainable employability. (English)
26 January 2022
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Identifiers
2018EUSF2011196
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