Wood trade Albert van der Horst (Q4003923): Difference between revisions
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Wood trade Albert van der Horst distinguishes 2 departments within one organisation. On the one hand, there is trade, a rapidly growing branch of the organisation, which has to do with an increasing workload and the difficulty of attracting new employees. On the other hand, there is the carpentry factory, where there is a huge potential for growth but cannot be exploited because the owner has his hands full of trade and it is difficult to attract extra skilled staff due to shortages in the labour market in this sector. This project will focus on these 2 departments with a different theme: Within the trade, there is a focus on reducing the workload with the employees by involving them even more efficiently in the process (a previous project has already taken enormous steps) and, together with the employees, we look at how to work safer and healthier. This will be done on the basis of theme 1 promoting healthy and safe working. Within the carpentry factory a follow-up is given to the path taken in the previous project of self-employment of the employees. The owner’s wish is that the carpentry plant employees can manage them independently at operational level. Discussions with these employees will be used to investigate the extent of their ambitions and the possibilities with their knowledge and competences. If this project succeeds, internal mobility will be greatly improved, a sustainable upward development spiral has been created and the owner also has his hands free to focus on reducing the workload in the trade department. It is clear that theme 3 applies here. (English) | |||||||||||||||
| Property / summary: Wood trade Albert van der Horst distinguishes 2 departments within one organisation. On the one hand, there is trade, a rapidly growing branch of the organisation, which has to do with an increasing workload and the difficulty of attracting new employees. On the other hand, there is the carpentry factory, where there is a huge potential for growth but cannot be exploited because the owner has his hands full of trade and it is difficult to attract extra skilled staff due to shortages in the labour market in this sector. This project will focus on these 2 departments with a different theme: Within the trade, there is a focus on reducing the workload with the employees by involving them even more efficiently in the process (a previous project has already taken enormous steps) and, together with the employees, we look at how to work safer and healthier. This will be done on the basis of theme 1 promoting healthy and safe working. Within the carpentry factory a follow-up is given to the path taken in the previous project of self-employment of the employees. The owner’s wish is that the carpentry plant employees can manage them independently at operational level. Discussions with these employees will be used to investigate the extent of their ambitions and the possibilities with their knowledge and competences. If this project succeeds, internal mobility will be greatly improved, a sustainable upward development spiral has been created and the owner also has his hands free to focus on reducing the workload in the trade department. It is clear that theme 3 applies here. (English) / rank | |||||||||||||||
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| Property / summary: Wood trade Albert van der Horst distinguishes 2 departments within one organisation. On the one hand, there is trade, a rapidly growing branch of the organisation, which has to do with an increasing workload and the difficulty of attracting new employees. On the other hand, there is the carpentry factory, where there is a huge potential for growth but cannot be exploited because the owner has his hands full of trade and it is difficult to attract extra skilled staff due to shortages in the labour market in this sector. This project will focus on these 2 departments with a different theme: Within the trade, there is a focus on reducing the workload with the employees by involving them even more efficiently in the process (a previous project has already taken enormous steps) and, together with the employees, we look at how to work safer and healthier. This will be done on the basis of theme 1 promoting healthy and safe working. Within the carpentry factory a follow-up is given to the path taken in the previous project of self-employment of the employees. The owner’s wish is that the carpentry plant employees can manage them independently at operational level. Discussions with these employees will be used to investigate the extent of their ambitions and the possibilities with their knowledge and competences. If this project succeeds, internal mobility will be greatly improved, a sustainable upward development spiral has been created and the owner also has his hands free to focus on reducing the workload in the trade department. It is clear that theme 3 applies here. (English) / qualifier | |||||||||||||||
point in time: 26 January 2022
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Revision as of 16:57, 26 January 2022
Project Q4003923 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Wood trade Albert van der Horst |
Project Q4003923 in Netherlands |
Statements
31 December 1999
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31 December 1999
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Houthandel Albert van der Horst
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3853LS
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Houthandel Albert van der Horst onderscheid 2 afdelingen binnen één organisatie. Enerzijds is er de handel, een snel groeiende tak van de organisatie wat te maken heeft met een oplopende werkdruk en het lastig kunnen aantrekken van nieuwe werknemers. Anderzijds is er de timmerfabriek, waar een enorme groeipotentie inzit maar niet kan worden uitgenut doordat de eigenaar zijn handen vol heeft aan de handel en er zeer lastig extra bekwaam personeel kan worden aangetrokken in verband met schaarste op de arbeidsmarkt in deze branche. Dit project zal zich focussen op deze 2 afdelingen met ieder een ander thema: Binnen de handel wordt er gefocust op het verlagen van de werkdruk met de werknemers door ze nog efficienter bij het proces te gaan betrekken (hierin zijn in een eerder project al enorme stappen gezet) en tevens wordt er samen met de werknemers gekeken naar hoe er veiliger en gezonder kan worden gewerkt. Dit zal gebeuren aan de hand van thema 1 het bevorderen van gezond en veilig werken. Binnen de timmerfabriek wordt een vervolg gegeven aan de in het vorige project ingeslagen weg van verzelfstandiging van de medewerkers. De wens van de eigenaar is dat de medewerkers van de timmerfabriek, deze zelfstandig kunnen gaan managen op operationeel niveau. Aan de hand van gesprekken met deze medewerkers zal worden onderzocht hoever hun ambities reiken en wat de mogelijkheden zijn met hun kennis en competenties. Indien dit project slaagt zal de interne mobiliteit sterk zijn verbetert, is er een duurzame opwaartse ontwikkelspiraal gecreert en heeft de eigenaar tevens zijn handen vrij om te focussen op het verlagen van de werkdruk bij de afdeling handel. Het mag duidelijk zijn dat hier thema 3 van toepassing is. (Dutch)
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Wood trade Albert van der Horst distinguishes 2 departments within one organisation. On the one hand, there is trade, a rapidly growing branch of the organisation, which has to do with an increasing workload and the difficulty of attracting new employees. On the other hand, there is the carpentry factory, where there is a huge potential for growth but cannot be exploited because the owner has his hands full of trade and it is difficult to attract extra skilled staff due to shortages in the labour market in this sector. This project will focus on these 2 departments with a different theme: Within the trade, there is a focus on reducing the workload with the employees by involving them even more efficiently in the process (a previous project has already taken enormous steps) and, together with the employees, we look at how to work safer and healthier. This will be done on the basis of theme 1 promoting healthy and safe working. Within the carpentry factory a follow-up is given to the path taken in the previous project of self-employment of the employees. The owner’s wish is that the carpentry plant employees can manage them independently at operational level. Discussions with these employees will be used to investigate the extent of their ambitions and the possibilities with their knowledge and competences. If this project succeeds, internal mobility will be greatly improved, a sustainable upward development spiral has been created and the owner also has his hands free to focus on reducing the workload in the trade department. It is clear that theme 3 applies here. (English)
26 January 2022
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Identifiers
2018EUSF2011175
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