HISWA Association (Q4008197): Difference between revisions
Jump to navigation
Jump to search
(Changed an Item: import item from Netherlands) |
(Changed an Item: Adding English translations) |
||||||||||||||
| Property / summary | |||||||||||||||
HISWA Association has no office house. As a result, the tasks and responsibilities for the staff are unclear and unclear. The employees often work for the organisation for a long time. It has only limited internal mobility. As a result, the organisation is not structurally focused on the systematic development of the competences of the employees. The market for water sports is changing greatly. This has repercussions for HISWA Association. It should become more flexible and market-oriented for its members. The staff will be deployed on tasks that are constantly changing. This has an impact on the competencies of the employees. The introduction of a clear and clear function house with a limited number of generic competence-oriented job profiles contributes to the transition of HISWA Association. It is clear to the employees what is expected of them. In addition, the introduction of a system for performance and assessment interviews aimed at development will encourage employees to think about their own functioning in the context of sustainable employability. The awareness of employees to continue to develop is expected to increase. Entrepreneurship within its own function and for HISWA Association as a whole is given an impetus, focusing on a sustainable human resources policy: Every employee healthy and fit in the right place. (English) | |||||||||||||||
| Property / summary: HISWA Association has no office house. As a result, the tasks and responsibilities for the staff are unclear and unclear. The employees often work for the organisation for a long time. It has only limited internal mobility. As a result, the organisation is not structurally focused on the systematic development of the competences of the employees. The market for water sports is changing greatly. This has repercussions for HISWA Association. It should become more flexible and market-oriented for its members. The staff will be deployed on tasks that are constantly changing. This has an impact on the competencies of the employees. The introduction of a clear and clear function house with a limited number of generic competence-oriented job profiles contributes to the transition of HISWA Association. It is clear to the employees what is expected of them. In addition, the introduction of a system for performance and assessment interviews aimed at development will encourage employees to think about their own functioning in the context of sustainable employability. The awareness of employees to continue to develop is expected to increase. Entrepreneurship within its own function and for HISWA Association as a whole is given an impetus, focusing on a sustainable human resources policy: Every employee healthy and fit in the right place. (English) / rank | |||||||||||||||
Normal rank | |||||||||||||||
| Property / summary: HISWA Association has no office house. As a result, the tasks and responsibilities for the staff are unclear and unclear. The employees often work for the organisation for a long time. It has only limited internal mobility. As a result, the organisation is not structurally focused on the systematic development of the competences of the employees. The market for water sports is changing greatly. This has repercussions for HISWA Association. It should become more flexible and market-oriented for its members. The staff will be deployed on tasks that are constantly changing. This has an impact on the competencies of the employees. The introduction of a clear and clear function house with a limited number of generic competence-oriented job profiles contributes to the transition of HISWA Association. It is clear to the employees what is expected of them. In addition, the introduction of a system for performance and assessment interviews aimed at development will encourage employees to think about their own functioning in the context of sustainable employability. The awareness of employees to continue to develop is expected to increase. Entrepreneurship within its own function and for HISWA Association as a whole is given an impetus, focusing on a sustainable human resources policy: Every employee healthy and fit in the right place. (English) / qualifier | |||||||||||||||
point in time: 26 January 2022
| |||||||||||||||
Revision as of 19:39, 26 January 2022
Project Q4008197 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | HISWA Association |
Project Q4008197 in Netherlands |
Statements
6,000.0 Euro
0 references
12,000.0 Euro
0 references
50.0 percent
0 references
9 March 2017
0 references
9 March 2018
0 references
HISWA Vereniging
0 references
Q4008196 (Deleted Item)
0 references
1033RA
0 references
HISWA Vereniging kent geen functiehuis. Het gevolg is dat de taken en verantwoordelijkheden voor de medewerkers onoverzichtelijk en onduidelijk zijn. De medewerkers werken veelal lang voor de organisatie. Deze kent slechts een beperkte interne mobiliteit. De organisatie is hierdoor niet structureel gericht op de systematische ontwikkeling van de competenties van de medewerkers. De markt voor de watersport verandert sterk. Dit heeft repercussies voor HISWA Vereniging. Deze moet flexibeler en meer marktgericht gaan werken voor haar leden. De medewerkers zullen worden ingezet op taken, die voortdurend veranderen. Dit heeft gevolgen voor de competenties van de medewerkers. Het invoeren van een duidelijk en overzichtelijk functiehuis met een beperkt aantal generieke competentiegerichte functieprofielen draagt bij aan de transitie van HISWA Vereniging. Voor de medewerkers wordt duidelijk wat er van hen wordt verwacht. Daarnaast zal het invoeren van een systematiek voor functionerings- en beoordelingsgesprekken gericht op ontwikkeling medewerkers stimuleren om na te denken over hun eigen functioneren in het kader van duurzame inzetbaarheid. De verwachting is dat het bewustzijn van medewerkers om zich voortdurend te blijven ontwikkelen zal toenemen. Het ondernemerschap binnen de eigen functie en voor HISWA Vereniging als geheel krijgt een impuls, waarbij de focus wordt gelegd op een duurzaam personeelsbeleid: Iedere medewerker gezond en fit op de juiste plek. (Dutch)
0 references
HISWA Association has no office house. As a result, the tasks and responsibilities for the staff are unclear and unclear. The employees often work for the organisation for a long time. It has only limited internal mobility. As a result, the organisation is not structurally focused on the systematic development of the competences of the employees. The market for water sports is changing greatly. This has repercussions for HISWA Association. It should become more flexible and market-oriented for its members. The staff will be deployed on tasks that are constantly changing. This has an impact on the competencies of the employees. The introduction of a clear and clear function house with a limited number of generic competence-oriented job profiles contributes to the transition of HISWA Association. It is clear to the employees what is expected of them. In addition, the introduction of a system for performance and assessment interviews aimed at development will encourage employees to think about their own functioning in the context of sustainable employability. The awareness of employees to continue to develop is expected to increase. Entrepreneurship within its own function and for HISWA Association as a whole is given an impetus, focusing on a sustainable human resources policy: Every employee healthy and fit in the right place. (English)
26 January 2022
0 references
Identifiers
2016EUSF2011970
0 references