Anchor Stuy Verven BV (Q3998739): Difference between revisions
Jump to navigation
Jump to search
(Changed label, description and/or aliases in it, and other parts: Adding Italian translations) |
(Changed label, description and/or aliases in en, and other parts: Adding English translations) |
||||||||||||||
| label / en | label / en | ||||||||||||||
Anchor Stuy Verven BV | |||||||||||||||
| Property / summary | |||||||||||||||
With the project ‘Strategic Personnel Planning’, we, all employees, want to prepare for Sustainable Employability for the next 10 years. In this, the most attention will be paid to the workplace. In the context of the ESF Subsidy Sustainable Employability, promoting a learning culture and promoting internal mobility fits well with our objective. We want to achieve this in 8 steps: 1. Analysis of mission, vision, strategy and external environment 2. Identification of current workforce characteristics (age, duty, part-time, training, etc.) 3. Defining strategic future scenarios 4. Taking stock of developments in the external labour market 5. Indication of future occupation obv in, transit and outflow 6. Determining the future necessary formation (demand side) by translating the strategic consequences of the developed scenarios into the desired formation 7. Determine the ‘holes and bumps’, the gaps between desired and expected 8. Visualising ‘cocktail’ of actions to bridge these gaps (English) | |||||||||||||||
| Property / summary: With the project ‘Strategic Personnel Planning’, we, all employees, want to prepare for Sustainable Employability for the next 10 years. In this, the most attention will be paid to the workplace. In the context of the ESF Subsidy Sustainable Employability, promoting a learning culture and promoting internal mobility fits well with our objective. We want to achieve this in 8 steps: 1. Analysis of mission, vision, strategy and external environment 2. Identification of current workforce characteristics (age, duty, part-time, training, etc.) 3. Defining strategic future scenarios 4. Taking stock of developments in the external labour market 5. Indication of future occupation obv in, transit and outflow 6. Determining the future necessary formation (demand side) by translating the strategic consequences of the developed scenarios into the desired formation 7. Determine the ‘holes and bumps’, the gaps between desired and expected 8. Visualising ‘cocktail’ of actions to bridge these gaps (English) / rank | |||||||||||||||
Normal rank | |||||||||||||||
| Property / summary: With the project ‘Strategic Personnel Planning’, we, all employees, want to prepare for Sustainable Employability for the next 10 years. In this, the most attention will be paid to the workplace. In the context of the ESF Subsidy Sustainable Employability, promoting a learning culture and promoting internal mobility fits well with our objective. We want to achieve this in 8 steps: 1. Analysis of mission, vision, strategy and external environment 2. Identification of current workforce characteristics (age, duty, part-time, training, etc.) 3. Defining strategic future scenarios 4. Taking stock of developments in the external labour market 5. Indication of future occupation obv in, transit and outflow 6. Determining the future necessary formation (demand side) by translating the strategic consequences of the developed scenarios into the desired formation 7. Determine the ‘holes and bumps’, the gaps between desired and expected 8. Visualising ‘cocktail’ of actions to bridge these gaps (English) / qualifier | |||||||||||||||
point in time: 16 January 2022
| |||||||||||||||
Revision as of 09:26, 16 January 2022
Project Q3998739 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Anchor Stuy Verven BV |
Project Q3998739 in Netherlands |
Statements
50.0 percent
0 references
7 August 2019
0 references
7 August 2021
0 references
Anker Stuy Verven BV
0 references
8407EM
0 references
Met het project 'Strategische Personeelsplanning' willen wij, alle werknemers, de komende 10 jaar ons voorbereiden op Duurzaam Inzetbaarheid. Hierin zal de meeste aandacht gaan naar de werkvloer. In het kader van ESF Subsidie Duurzaam Inzetbaarheid passen het bevorderen van een leercultuur en het stimuleren van interne mobiliteit goed bij onze doelstelling. Dit willen wij in 8 stappen bewerkstelligen.: 1. Analyse van missie, visie, strategie en externe omgeving 2. Inventarisatie van kenmerken huidige personeelsbestand (leeftijd, diensttijd, deeltijd,opleiding etc.) 3. Vaststellen van strategische toekomstscenario's 4. Het in beeld brengen van ontwikkelingen op de externe arbeidsmarkt 5. Indicatie toekomstige bezetting obv in-, door- en uitstroom 6. Het bepalen van de toekomstige noodzakelijke formatie (vraagzijde) door de strategische consequenties van de ontwikkelde scenario's te vertalen naar de in dat geval gewenst formatie 7. Bepalen van de 'gaten en bulten', de gaps tussen gewenst en verwacht 8. Het in beeld brengen van 'cocktail' aan acties om deze gaps te overbruggen (Dutch)
0 references
Con el proyecto ‘Planificación Estratégica del Personal’, todos los empleados queremos prepararnos para una Empleabilidad Sostenible para los próximos 10 años. En esto, se prestará la mayor atención al lugar de trabajo. En el contexto de la empleabilidad sostenible de las subvenciones del FSE, la promoción de una cultura del aprendizaje y la promoción de la movilidad interna encajan bien con nuestro objetivo. Queremos lograrlo en 8 pasos: 1. Análisis de misión, visión, estrategia y entorno externo 2. Identificación de las características actuales de la fuerza de trabajo (edad, servicio, tiempo parcial, formación, etc.) 3. Definición de escenarios estratégicos de futuro 4. Balance de la evolución del mercado de trabajo exterior 5. Indicación de la ocupación futura obv en, tránsito y salida 6. Determinación de la futura formación necesaria (lado de la demanda) traduciendo las consecuencias estratégicas de los escenarios desarrollados en la formación deseada 7. Determinar los ‘agujeros y protuberancias’, las brechas entre deseados y esperados 8. Visualización de «cóctel» de acciones para colmar estos vacíos (Spanish)
16 January 2022
0 references
Con il progetto "Strategic Personnel Planning", noi, tutti i dipendenti, vogliamo preparare l'occupabilità sostenibile per i prossimi 10 anni. In questo, la maggior parte dell'attenzione sarà rivolta al posto di lavoro. Nel contesto della sovvenzione dell'FSE, l'occupabilità sostenibile, la promozione di una cultura dell'apprendimento e la promozione della mobilità interna si adattano bene al nostro obiettivo. Vogliamo raggiungere questo obiettivo in 8 fasi: 1. Analisi della missione, della visione, della strategia e dell'ambiente esterno 2. Individuazione delle attuali caratteristiche della forza lavoro (età, servizio, part-time, formazione, ecc.) 3. Definizione di scenari strategici futuri 4. Bilancio dell'evoluzione del mercato del lavoro esterno 5. Indicazione dell'occupazione futura in, transito e deflusso 6. Determinare la futura formazione necessaria (lato della domanda) traducendo le conseguenze strategiche degli scenari sviluppati nella formazione desiderata 7. Determinare i "fori e urti", gli spazi tra desiderato e previsto 8. Visualizzare il "cocktail" delle azioni volte a colmare queste lacune (Italian)
16 January 2022
0 references
With the project ‘Strategic Personnel Planning’, we, all employees, want to prepare for Sustainable Employability for the next 10 years. In this, the most attention will be paid to the workplace. In the context of the ESF Subsidy Sustainable Employability, promoting a learning culture and promoting internal mobility fits well with our objective. We want to achieve this in 8 steps: 1. Analysis of mission, vision, strategy and external environment 2. Identification of current workforce characteristics (age, duty, part-time, training, etc.) 3. Defining strategic future scenarios 4. Taking stock of developments in the external labour market 5. Indication of future occupation obv in, transit and outflow 6. Determining the future necessary formation (demand side) by translating the strategic consequences of the developed scenarios into the desired formation 7. Determine the ‘holes and bumps’, the gaps between desired and expected 8. Visualising ‘cocktail’ of actions to bridge these gaps (English)
16 January 2022
0 references
Identifiers
2019EUSF201767
0 references