Vialinda B.V. (Q4008617): Difference between revisions
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(Changed label, description and/or aliases in en: Setting new description) |
(Changed label, description and/or aliases in en, and other parts: Adding English translations) |
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Vialinda B.V. | |||||||||||||||
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ViaLinda is a young real estate agency that started in the time when the crisis celebrated high tide. Nevertheless, with its own view of the market and other methods of working, this company managed to gain a direct position on the market and the company grew rapidly. As the market suddenly attracts enormously over the past year, growth and growth potential is even greater. The team has therefore grown rapidly, perhaps too fast, which makes it unclear about core values, competences and internal management. This has led to the necessary problems. The management wants to change this by setting up a solid organisation with competent and sustainable employees in the coming year. In doing so, the organisation wants to be an attractive employer with a clear vision, a resulting policy for the coming years and derived core values and competences. To get there, the management is supported to develop into a competent management with a clear view of the organisation. Once the direction is set, this will then also be translated into clear tasks, responsibilities and powers at all levels in the organisation. Developing leadership through coaching, developing a competent management and clearly defining roles and responsibilities leads to more motivation and better collaboration of the employees. Ultimately, this leads to better performance and more efficiency. In addition, HR tools are being developed to ensure sustainable employability, now and in the future. (English) | |||||||||||||||
| Property / summary: ViaLinda is a young real estate agency that started in the time when the crisis celebrated high tide. Nevertheless, with its own view of the market and other methods of working, this company managed to gain a direct position on the market and the company grew rapidly. As the market suddenly attracts enormously over the past year, growth and growth potential is even greater. The team has therefore grown rapidly, perhaps too fast, which makes it unclear about core values, competences and internal management. This has led to the necessary problems. The management wants to change this by setting up a solid organisation with competent and sustainable employees in the coming year. In doing so, the organisation wants to be an attractive employer with a clear vision, a resulting policy for the coming years and derived core values and competences. To get there, the management is supported to develop into a competent management with a clear view of the organisation. Once the direction is set, this will then also be translated into clear tasks, responsibilities and powers at all levels in the organisation. Developing leadership through coaching, developing a competent management and clearly defining roles and responsibilities leads to more motivation and better collaboration of the employees. Ultimately, this leads to better performance and more efficiency. In addition, HR tools are being developed to ensure sustainable employability, now and in the future. (English) / rank | |||||||||||||||
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| Property / summary: ViaLinda is a young real estate agency that started in the time when the crisis celebrated high tide. Nevertheless, with its own view of the market and other methods of working, this company managed to gain a direct position on the market and the company grew rapidly. As the market suddenly attracts enormously over the past year, growth and growth potential is even greater. The team has therefore grown rapidly, perhaps too fast, which makes it unclear about core values, competences and internal management. This has led to the necessary problems. The management wants to change this by setting up a solid organisation with competent and sustainable employees in the coming year. In doing so, the organisation wants to be an attractive employer with a clear vision, a resulting policy for the coming years and derived core values and competences. To get there, the management is supported to develop into a competent management with a clear view of the organisation. Once the direction is set, this will then also be translated into clear tasks, responsibilities and powers at all levels in the organisation. Developing leadership through coaching, developing a competent management and clearly defining roles and responsibilities leads to more motivation and better collaboration of the employees. Ultimately, this leads to better performance and more efficiency. In addition, HR tools are being developed to ensure sustainable employability, now and in the future. (English) / qualifier | |||||||||||||||
point in time: 16 January 2022
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Revision as of 08:31, 16 January 2022
Project Q4008617 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Vialinda B.V. |
Project Q4008617 in Netherlands |
Statements
50.0 percent
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4 April 2017
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4 April 2018
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Vialinda B.V.
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5691AM
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ViaLinda is een jong makelaarskantoor dat opgestart is in de tijd waarin de crisis hoogtij vierde. Toch wist dit bedrijf met haar eigen visie op de markt en andere werkwijze direct een positie te veroveren op de markt en groeide het bedrijf snel. Nu de markt het afgelopen jaar ineens enorm aantrekt is de groei en groeipotentie nog veel groter. Het team is dan ook snel gegroeid, misschien wel té snel waardoor er onduidelijkheid is over kernwaarden, competenties en de interne aansturing. Dit heeft tot de nodige problemen geleid. De directie wil daar verandering in brengen door het komende jaar een gedegen organisatie op te zetten met competente en duurzaam inzetbare medewerkers. Hierbij wil de organisatie een aantrekkelijke werkgever zijn met een duidelijke visie, een daaruit voortkomend beleid voor de komende jaren en daarvan afgeleide kernwaarden en competenties. Om daar te komen wordt de directie ondersteund om zich te ontwikkelen tot een competente directie met een duidelijk beeld van de organisatie. Nadat de richting bepaald is zal dit vervolgens ook vertaald worden in duidelijke taken, verantwoordelijkheden en bevoegdheden op alle niveaus in de organisatie. Het ontwikkelen van leiderschap door coaching, het ontwikkelen van een competente directie én het duidelijk definiëren van rollen en verantwoordelijkheden leidt tot meer motivatie bij en betere samenwerking van de medewerkers. Uiteindelijk leidt dit tot betere prestaties en meer efficiëntie. Daarnaast worden ook HR instrumenten ontwikkeld om de duurzame inzetbaarheid, nu en in de toekomst te borgen. (Dutch)
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ViaLinda is a young real estate agency that started in the time when the crisis celebrated high tide. Nevertheless, with its own view of the market and other methods of working, this company managed to gain a direct position on the market and the company grew rapidly. As the market suddenly attracts enormously over the past year, growth and growth potential is even greater. The team has therefore grown rapidly, perhaps too fast, which makes it unclear about core values, competences and internal management. This has led to the necessary problems. The management wants to change this by setting up a solid organisation with competent and sustainable employees in the coming year. In doing so, the organisation wants to be an attractive employer with a clear vision, a resulting policy for the coming years and derived core values and competences. To get there, the management is supported to develop into a competent management with a clear view of the organisation. Once the direction is set, this will then also be translated into clear tasks, responsibilities and powers at all levels in the organisation. Developing leadership through coaching, developing a competent management and clearly defining roles and responsibilities leads to more motivation and better collaboration of the employees. Ultimately, this leads to better performance and more efficiency. In addition, HR tools are being developed to ensure sustainable employability, now and in the future. (English)
16 January 2022
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Identifiers
2016EUSF2012184
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