MBORijnland (Q4000131): Difference between revisions
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(Changed label, description and/or aliases in es, and other parts: Adding Spanish translations) |
(Changed label, description and/or aliases in en, and other parts: Adding English translations) |
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MBORijnland | |||||||||||||||
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In 2017, the ID College and the ROC Leiden were merged into the MBORijnland. In the form of a shared services center, 6 different MBOs are supported with real estate management, facility management, procurement, housing and ICT. As a result of the merger, the sections are in a short period of time: concierge, customer contact centre (KCC) and the infodesk have grown sharply, making these departments now comprise 90 employees. At the same time, 3 new team leaders, who are relatively short in service, have been recruited to steer these departments. In view of the merger, a new method has been chosen, which at the moment lacks a learning culture that is needed. As a result, there is no positive attitude and ownership and the attitude and behaviour of the employees are not as intended. This leads to inefficient cooperation, resulting in more work stress. In collaboration with the employees and management, the consultant will identify the development needs, qualities and beliefs, in order to eventually realise a common learning culture. The development needs, qualities and beliefs at both personal and team level are explicitly examined, so that on this basis sound advice can be provided and implemented to improve the learning culture and culture. The employees are involved in this project through participation in personal coaching and custom work sessions and intervision meetings. The trajectory will be through Ms. Aben is constantly evaluated by the employees involved and is then fed back to management. Concrete proposals are also put forward and, where possible and desirable, implemented with regard to improvement, adaptations and solutions for embedding the learning culture in the organisation. (English) | |||||||||||||||
| Property / summary: In 2017, the ID College and the ROC Leiden were merged into the MBORijnland. In the form of a shared services center, 6 different MBOs are supported with real estate management, facility management, procurement, housing and ICT. As a result of the merger, the sections are in a short period of time: concierge, customer contact centre (KCC) and the infodesk have grown sharply, making these departments now comprise 90 employees. At the same time, 3 new team leaders, who are relatively short in service, have been recruited to steer these departments. In view of the merger, a new method has been chosen, which at the moment lacks a learning culture that is needed. As a result, there is no positive attitude and ownership and the attitude and behaviour of the employees are not as intended. This leads to inefficient cooperation, resulting in more work stress. In collaboration with the employees and management, the consultant will identify the development needs, qualities and beliefs, in order to eventually realise a common learning culture. The development needs, qualities and beliefs at both personal and team level are explicitly examined, so that on this basis sound advice can be provided and implemented to improve the learning culture and culture. The employees are involved in this project through participation in personal coaching and custom work sessions and intervision meetings. The trajectory will be through Ms. Aben is constantly evaluated by the employees involved and is then fed back to management. Concrete proposals are also put forward and, where possible and desirable, implemented with regard to improvement, adaptations and solutions for embedding the learning culture in the organisation. (English) / rank | |||||||||||||||
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| Property / summary: In 2017, the ID College and the ROC Leiden were merged into the MBORijnland. In the form of a shared services center, 6 different MBOs are supported with real estate management, facility management, procurement, housing and ICT. As a result of the merger, the sections are in a short period of time: concierge, customer contact centre (KCC) and the infodesk have grown sharply, making these departments now comprise 90 employees. At the same time, 3 new team leaders, who are relatively short in service, have been recruited to steer these departments. In view of the merger, a new method has been chosen, which at the moment lacks a learning culture that is needed. As a result, there is no positive attitude and ownership and the attitude and behaviour of the employees are not as intended. This leads to inefficient cooperation, resulting in more work stress. In collaboration with the employees and management, the consultant will identify the development needs, qualities and beliefs, in order to eventually realise a common learning culture. The development needs, qualities and beliefs at both personal and team level are explicitly examined, so that on this basis sound advice can be provided and implemented to improve the learning culture and culture. The employees are involved in this project through participation in personal coaching and custom work sessions and intervision meetings. The trajectory will be through Ms. Aben is constantly evaluated by the employees involved and is then fed back to management. Concrete proposals are also put forward and, where possible and desirable, implemented with regard to improvement, adaptations and solutions for embedding the learning culture in the organisation. (English) / qualifier | |||||||||||||||
point in time: 16 January 2022
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Revision as of 09:34, 16 January 2022
Project Q4000131 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | MBORijnland |
Project Q4000131 in Netherlands |
Statements
50.0 percent
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15 August 2019
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15 August 2021
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mboRijnland
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6650AC
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In 2017 is het ID College en het ROC Leiden samengevoegd tot het mboRijnland. In de vorm van een shared services center worden er 6 verschillende mbo`s ondersteund met vastgoedbeheer, facilitairen zaken, inkoop, huisvesting en ICT. Door de samenvoeging zijn in korte tijd de afdelingen: conciërge, klantcontact centrum (KCC) en de infodesk sterk gegroeid, waardoor deze afdelingen nu uit 90 medewerkers bestaan. Tevens zijn er 3 nieuwe teamleiders aangenomen, die relatief kort in dienst zijn, om deze afdelingen aan te sturen. Gezien de samenvoeging is er voor een nieuwe werkwijze gekozen, waardoor het op dit moment ontbreekt aan een leercultuur, die wel benodigd is. Hierdoor ontbreekt het aan een positieve werkhouding en eigenaarschap en zijn de houding en gedragingen van de medewerkers niet zoals beoogt. Dit leidt tot het niet efficiënt met elkaar samenwerken, resulterend in meer werkstress. De adviseur zal onderling in samenwerking met de medewerkers en het management de ontwikkelbehoeften, kwaliteiten en elkaar overtuigingen in kaart brengen, om uiteindelijk een gemeenschappelijke leercultuur te realiseren. Er wordt nadrukkelijk gekeken naar de ontwikkelbehoeften, kwaliteiten en overtuigingen op zowel persoonlijk vlak als in teamverband, zodat op basis hiervan gedegen adviezen aangedragen en geïmplementeerd kunnen worden om de leercultuur en te verbeteren. De medewerkers worden binnen dit project betrokken door middel van deelname aan persoonlijke coaching en maatwerk werksessies en intervisiebijeenkomsten. Het traject zal door mw. Aben voortdurend geëvalueerd worden bij de betrokken medewerkers en vervolgens wordt teruggekoppeld naar het management. Tevens worden er concrete voorstellen aangedragen en waar mogelijk en wenselijk geïmplementeerd met betrekking tot verbetering, aanpassingen en oplossingen t.b.v. het inbedden van de leercultuur in de organisatie. (Dutch)
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Nel 2017, l'ID College e il ROC Leiden sono stati fusi nel MBORijnland. Sotto forma di un centro di servizi condiviso, 6 diversi MBO sono supportati con la gestione immobiliare, la gestione delle strutture, gli appalti, l'edilizia abitativa e le TIC. A seguito della fusione, le sezioni si trovano in un breve lasso di tempo: concierge, centro di contatto clienti (KCC) e l'infodesk sono cresciuti bruscamente, rendendo questi dipartimenti ora composto da 90 dipendenti. Allo stesso tempo, 3 nuovi team leader, che sono relativamente brevi in servizio, sono stati reclutati per guidare questi dipartimenti. In vista della fusione, è stato scelto un nuovo metodo, che al momento manca di una cultura dell'apprendimento necessaria. Di conseguenza, non vi è un atteggiamento e una titolarità positivi e l'atteggiamento e il comportamento dei dipendenti non sono come previsto. Ciò porta a una cooperazione inefficiente, con conseguente maggiore stress sul lavoro. In collaborazione con i dipendenti e la direzione, il consulente identificherà le esigenze di sviluppo, le qualità e le credenze, al fine di realizzare una cultura dell'apprendimento comune. Le esigenze di sviluppo, le qualità e le convinzioni a livello sia personale che di squadra sono esaminate esplicitamente, in modo che su questa base possano essere forniti e attuati consigli validi per migliorare la cultura e la cultura dell'apprendimento. I dipendenti sono coinvolti in questo progetto attraverso la partecipazione a personal coaching e sessioni di lavoro personalizzate e incontri intervisionali. La traiettoria sarà per la signora. Aben viene costantemente valutata dai dipendenti coinvolti e viene poi riconsegnata al management. Vengono inoltre avanzate proposte concrete e, ove possibile e auspicabile, attuate per quanto riguarda il miglioramento, gli adattamenti e le soluzioni per integrare la cultura dell'apprendimento nell'organizzazione. (Italian)
16 January 2022
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En 2017, el ID College y el ROC Leiden se fusionaron en MBORijnland. En la forma de un centro de servicios compartidos, 6 MBO diferentes son compatibles con la gestión de bienes raíces, gestión de instalaciones, adquisiciones, vivienda y TIC. Como resultado de la fusión, las secciones se encuentran en un breve período de tiempo: el conserje, el centro de atención al cliente (KCC) y el infodesk han crecido considerablemente, lo que hace que estos departamentos cuenten ahora con 90 empleados. Al mismo tiempo, se ha contratado a tres nuevos jefes de equipo, que son relativamente cortos en el servicio, para dirigir estos departamentos. En vista de la fusión, se ha elegido un nuevo método, que en este momento carece de una cultura de aprendizaje que se necesita. En consecuencia, no existe una actitud positiva ni una propiedad, y la actitud y el comportamiento de los empleados no son los que se pretenden. Esto conduce a una cooperación ineficiente, lo que da lugar a un mayor estrés en el trabajo. En colaboración con los empleados y la dirección, el consultor identificará las necesidades de desarrollo, cualidades y creencias, con el fin de finalmente realizar una cultura de aprendizaje común. Se examinan explícitamente las necesidades, cualidades y creencias de desarrollo tanto a nivel personal como de equipo, de modo que sobre esta base se pueda proporcionar y aplicar asesoramiento sólido para mejorar la cultura y la cultura del aprendizaje. Los empleados participan en este proyecto a través de la participación en coaching personal y sesiones de trabajo personalizadas y reuniones intervisionales. La trayectoria será a través de la Sra. Aben es constantemente evaluado por los empleados involucrados y luego se alimenta de nuevo a la dirección. También se presentan propuestas concretas que, cuando sea posible y deseable, se aplican en relación con la mejora, las adaptaciones y las soluciones para integrar la cultura del aprendizaje en la organización. (Spanish)
16 January 2022
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In 2017, the ID College and the ROC Leiden were merged into the MBORijnland. In the form of a shared services center, 6 different MBOs are supported with real estate management, facility management, procurement, housing and ICT. As a result of the merger, the sections are in a short period of time: concierge, customer contact centre (KCC) and the infodesk have grown sharply, making these departments now comprise 90 employees. At the same time, 3 new team leaders, who are relatively short in service, have been recruited to steer these departments. In view of the merger, a new method has been chosen, which at the moment lacks a learning culture that is needed. As a result, there is no positive attitude and ownership and the attitude and behaviour of the employees are not as intended. This leads to inefficient cooperation, resulting in more work stress. In collaboration with the employees and management, the consultant will identify the development needs, qualities and beliefs, in order to eventually realise a common learning culture. The development needs, qualities and beliefs at both personal and team level are explicitly examined, so that on this basis sound advice can be provided and implemented to improve the learning culture and culture. The employees are involved in this project through participation in personal coaching and custom work sessions and intervision meetings. The trajectory will be through Ms. Aben is constantly evaluated by the employees involved and is then fed back to management. Concrete proposals are also put forward and, where possible and desirable, implemented with regard to improvement, adaptations and solutions for embedding the learning culture in the organisation. (English)
16 January 2022
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Identifiers
2019EUSF20180
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