Wortell System Integrations — Services B.V. (Q4005093): Difference between revisions
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In 2016, Wortell started a transformation from a common organisational form to a self-organising organisational form. This transformation has proved successful. We are aware of the dynamic and competitive market we are currently in. Therefore, innovating in the economic era is a prerequisite for survival. In addition, there is a new generation of emergence in the labour market ‘Generation Z’. We would like to develop and improve, in which the interests of the employee are equivalent to the interests of the organisation. A stress-free and vital employee is at the heart of this. To do this, we will ensure that the areas of autonomy, competence and connection are improved. The organisation currently has 16 self-organising teams that organise their work within the set frameworks. Employees work together on a result, undertake activities together, determine growth and assess each other. They went through two feedback periods with each other last year, during which colleagues gave each other feedback and assessed each other. In short, an organisation that has already taken many steps but where there are also many opportunities in terms of autonomy, connection and competences. At the end of 2019, Wortell aims to provide an environment where employees experience security and freedom and are able to take responsibility for the things they do. They take ownership for their tasks, projects and results and are able to take control of their personal and professional development. They have the tools in their hands to be (mentally) fit and stay and be maximum productive. Employees extract energy from their work and are able to determine the next step for themselves so that they continue to develop themselves continuously. This results in figures focused on job pleasure and satisfaction of Wortell as an employer. (English) | |||||||||||||||
| Property / summary: In 2016, Wortell started a transformation from a common organisational form to a self-organising organisational form. This transformation has proved successful. We are aware of the dynamic and competitive market we are currently in. Therefore, innovating in the economic era is a prerequisite for survival. In addition, there is a new generation of emergence in the labour market ‘Generation Z’. We would like to develop and improve, in which the interests of the employee are equivalent to the interests of the organisation. A stress-free and vital employee is at the heart of this. To do this, we will ensure that the areas of autonomy, competence and connection are improved. The organisation currently has 16 self-organising teams that organise their work within the set frameworks. Employees work together on a result, undertake activities together, determine growth and assess each other. They went through two feedback periods with each other last year, during which colleagues gave each other feedback and assessed each other. In short, an organisation that has already taken many steps but where there are also many opportunities in terms of autonomy, connection and competences. At the end of 2019, Wortell aims to provide an environment where employees experience security and freedom and are able to take responsibility for the things they do. They take ownership for their tasks, projects and results and are able to take control of their personal and professional development. They have the tools in their hands to be (mentally) fit and stay and be maximum productive. Employees extract energy from their work and are able to determine the next step for themselves so that they continue to develop themselves continuously. This results in figures focused on job pleasure and satisfaction of Wortell as an employer. (English) / rank | |||||||||||||||
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| Property / summary: In 2016, Wortell started a transformation from a common organisational form to a self-organising organisational form. This transformation has proved successful. We are aware of the dynamic and competitive market we are currently in. Therefore, innovating in the economic era is a prerequisite for survival. In addition, there is a new generation of emergence in the labour market ‘Generation Z’. We would like to develop and improve, in which the interests of the employee are equivalent to the interests of the organisation. A stress-free and vital employee is at the heart of this. To do this, we will ensure that the areas of autonomy, competence and connection are improved. The organisation currently has 16 self-organising teams that organise their work within the set frameworks. Employees work together on a result, undertake activities together, determine growth and assess each other. They went through two feedback periods with each other last year, during which colleagues gave each other feedback and assessed each other. In short, an organisation that has already taken many steps but where there are also many opportunities in terms of autonomy, connection and competences. At the end of 2019, Wortell aims to provide an environment where employees experience security and freedom and are able to take responsibility for the things they do. They take ownership for their tasks, projects and results and are able to take control of their personal and professional development. They have the tools in their hands to be (mentally) fit and stay and be maximum productive. Employees extract energy from their work and are able to determine the next step for themselves so that they continue to develop themselves continuously. This results in figures focused on job pleasure and satisfaction of Wortell as an employer. (English) / qualifier | |||||||||||||||
point in time: 26 January 2022
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Revision as of 16:59, 26 January 2022
Project Q4005093 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Wortell System Integrations — Services B.V. |
Project Q4005093 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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3 October 2018
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3 October 2019
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Wortell System Integrations - Services B.V.
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1175KP
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In 2016 is Wortell begonnen met een transformatie van een gangbare organisatievorm naar een zelforganiserende organisatievorm. Deze transformatie is succesvol gebleken. We zijn ons bewust van de dynamische en competitieve markt waarin we ons momenteel bevinden. Daarom is innoveren in de economische tijdperk een voorwaarde om te overleven. Daarnaast is er een nieuwe generatie opkomst in de arbeidsmarkt ‘Generatie Z’. We willen ons graag ontwikkelen en verbeteren, waarbij de belangen van de werknemer gelijkwaardig zijn aan de belangen van de organisatie. Een stressvrije en vitale medewerker staat hierbij centraal. Om hiervoor te zorgen gaan we ervoor zorgen dat de gebieden autonomie, competentie en verbondenheid verbeterd worden. De organisatie kent op dit moment 16 zelforganiserende teams die hun werk organiseren binnen de gestelde kaders. Medewerkers werken gezamenlijk aan een resultaat, ondernemen samen activiteiten, bepalen met elkaar de groei en beoordelen elkaar. Ze hebben met elkaar vorig jaar al twee feedback periodes doorlopen waarbij collega’s elkaar feedback hebben gegeven en hebben beoordeeld. Kortom een organisatie die al velen stappen gezet heeft maar waar ook nog vele kansen liggen als het gaat om autonomie, verbondenheid en competenties. Eind 2019 wil Wortell een omgeving bieden waar medewerkers veiligheid en vrijheid ervaren en in staat zijn hun verantwoordelijkheid te nemen voor de dingen die ze doen. Ze nemen eigenaarschap voor hun taken, projecten en resultaten en zijn in staat om de regie in eigen hand te nemen als het gaat om hun persoonlijke en professionele ontwikkeling. Ze hebben de tools in handen om (mentaal) fit te zijn en te blijven en maximaal productief te zijn. Medewerkers halen energie uit hun werk en zijn in staat de volgende stap voor zichzelf te bepalen zodat ze zichzelf continu blijven ontwikkelen. Dit uit zich in cijfers gericht op werkplezier en tevredenheid van Wortell als werkgever. (Dutch)
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In 2016, Wortell started a transformation from a common organisational form to a self-organising organisational form. This transformation has proved successful. We are aware of the dynamic and competitive market we are currently in. Therefore, innovating in the economic era is a prerequisite for survival. In addition, there is a new generation of emergence in the labour market ‘Generation Z’. We would like to develop and improve, in which the interests of the employee are equivalent to the interests of the organisation. A stress-free and vital employee is at the heart of this. To do this, we will ensure that the areas of autonomy, competence and connection are improved. The organisation currently has 16 self-organising teams that organise their work within the set frameworks. Employees work together on a result, undertake activities together, determine growth and assess each other. They went through two feedback periods with each other last year, during which colleagues gave each other feedback and assessed each other. In short, an organisation that has already taken many steps but where there are also many opportunities in terms of autonomy, connection and competences. At the end of 2019, Wortell aims to provide an environment where employees experience security and freedom and are able to take responsibility for the things they do. They take ownership for their tasks, projects and results and are able to take control of their personal and professional development. They have the tools in their hands to be (mentally) fit and stay and be maximum productive. Employees extract energy from their work and are able to determine the next step for themselves so that they continue to develop themselves continuously. This results in figures focused on job pleasure and satisfaction of Wortell as an employer. (English)
26 January 2022
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Identifiers
2018EUSF201558
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