Escada B.V. — Upstairs Traprenovation (Q4001670): Difference between revisions
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(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) |
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Escada B.V. — Upstairs Traprenovation | |||||||||||||||
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Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English) | |||||||||||||||
| Property / summary: Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English) / rank | |||||||||||||||
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| Property / summary: Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English) / qualifier | |||||||||||||||
point in time: 16 January 2022
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Revision as of 09:40, 16 January 2022
Project Q4001670 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Escada B.V. — Upstairs Traprenovation |
Project Q4001670 in Netherlands |
Statements
31 December 1999
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31 December 1999
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Escada B.V. - Upstairs Traprenovatie
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6004RM
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Kennis, ontwikkeling en betrokkenheid kunnen in een bedrijf het verschil maken. Toch blijft het vaak bij goede voornemens. Vooral het mkb blijft achter als het gaat om het creëren van een actieve leercultuur. Er wordt eerst een 0-meting uitgevoerd om te onderzoeken hoe op dit moment de leercultuur is. Daarna wordt er een advies en implementatieplan geschreven om de leercultuur te bevorderen. En vervolgens vindt er begeleiding plaats van de implementatie. Tijdens de implementatie wordt gekeken naar welke kwaliteiten (competenties en talenten) een medewerker heeft en wordt er een individueel ontwikkelplan geschreven. Ook wordt persoonlijk leiderschap gestimuleerd bij alle medewerkers. Dit betekent het kennen van eigen kracht en toegevoegde waarde. Ook wordt er gekeken hoe medewerkers meer van elkaar kunnen leren. Opties om dit te stimuleren zijn: intervisies, leerling-meester relaties (ervaren medewerkers ondersteunen minder ervaren medewerkers) en individuele coaching. Het resultaat is een advies en implementatieplan, gericht op duurzame inzetbaarheid van alle medewerkers en uitvoering van het implementatieplan. Met het uitgangspunt dat alle medewerkers inzetbaar blijven door de ontwikkelingen in het vak bij te houden, nieuwe kennis op te doen en zich persoonlijk verder te ontwikkelen om mee te kunnen in de constant veranderende markt. De betrokkenheid van medewerkers vergroten door ze letterlijk meer te betrekken en verantwoordelijkheden te vergroten. Ook heeft de organisatie een visie en beleid bepaald, gericht op duurzame inzetbaarheid, en een werkklimaat gecreëerd waarin vertrouwen, initiatief, zelfregie en een helder, inspirerend kader centraal staan. (Dutch)
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El conocimiento, el desarrollo y el compromiso pueden marcar la diferencia en una empresa. Sin embargo, a menudo permanece con buenas intenciones. En particular, las PYME se están quedando rezagadas en la creación de una cultura de aprendizaje activa. Primero se realiza una medición 0 para investigar cómo es la cultura del aprendizaje en este momento. A continuación, se redactará un plan de asesoramiento y aplicación para promover la cultura del aprendizaje. Y luego hay orientaciones sobre la implementación. Durante la implementación, analizamos qué cualidades (competencia y talentos) tiene un empleado y un plan de desarrollo individual está escrito. El liderazgo personal también es estimulado por todos los empleados. Esto significa conocer su propia fuerza y valor añadido. También analiza cómo los empleados pueden aprender más unos de otros. Las opciones para estimular esto son: intervisiones, relaciones estudiantes-maestros (empleados experimentados apoyan a empleados menos experimentados) y coaching individual. El resultado es un plan de asesoramiento y aplicación, orientado a la empleabilidad sostenible de todos los empleados y a la aplicación del plan de ejecución. Con la premisa de que todos los empleados siguen siendo empleables, realizando un seguimiento de la evolución de la profesión, adquiriendo nuevos conocimientos y desarrollándose personalmente para poder participar en el mercado en constante evolución. Aumente el compromiso de los empleados involucrándolos literalmente más y aumentando las responsabilidades. La organización también ha definido una visión y una política, centrándose en la empleabilidad sostenible, y ha creado un entorno de trabajo en el que la confianza, la iniciativa, la autorregulación y un marco claro e inspirador son fundamentales. (Spanish)
16 January 2022
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Conoscenza, sviluppo e coinvolgimento possono fare la differenza in un'azienda. Tuttavia, spesso rimane con buone intenzioni. In particolare, le PMI sono in ritardo nella creazione di una cultura attiva dell'apprendimento. Una misurazione 0 viene prima effettuata per indagare come sia la cultura dell'apprendimento in questo momento. Sarà quindi scritto un piano di consulenza e attuazione per promuovere la cultura dell'apprendimento. E poi vi sono orientamenti sull'attuazione. Durante l'implementazione, guardiamo quali qualità (competenza e talenti) un dipendente ha e un piano di sviluppo individuale è scritto. La leadership personale è stimolata anche da tutti i dipendenti. Ciò significa conoscere la propria forza e il proprio valore aggiunto. Si guarda anche a come i dipendenti possono imparare di più gli uni dagli altri. Le opzioni per stimolare questo sono le seguenti: intervisioni, relazioni studente-master (i dipendenti esperti supportano i dipendenti meno esperti) e coaching individuale. Il risultato è un piano di consulenza e implementazione, finalizzato all'occupabilità sostenibile di tutti i dipendenti e all'attuazione del piano di attuazione. Con la premessa che tutti i dipendenti rimangono occupabili tenendo traccia degli sviluppi della professione, acquisendo nuove conoscenze e sviluppandosi personalmente per poter partecipare al mercato in continua evoluzione. Aumentare l'impegno dei dipendenti coinvolgendoli letteralmente di più e aumentando le responsabilità. L'organizzazione ha inoltre definito una visione e una politica, concentrandosi sull'occupabilità sostenibile, e ha creato un ambiente di lavoro in cui la fiducia, l'iniziativa, l'autoregolamentazione e un quadro chiaro e stimolante sono fondamentali. (Italian)
16 January 2022
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Knowledge, development and engagement can make a difference in a company. However, it often remains with good intentions. SMEs in particular are lagging behind in creating an active learning culture. A 0-measurement is first carried out to investigate what the learning culture is like at the moment. An advice and implementation plan will then be written to promote the learning culture. And then there is guidance on the implementation. During the implementation, we look at which qualities (competence and talents) an employee has and an individual development plan is written. Personal leadership is also stimulated by all employees. This means knowing its own strength and added value. It also looks at how employees can learn more from each other. Options to stimulate this are: intervisions, student-master relationships (experienced employees support less experienced employees) and individual coaching. The result is an advice and implementation plan, aimed at sustainable employability of all employees and implementation of the implementation plan. With the premise that all employees remain employable by keeping track of the developments in the profession, gaining new knowledge and developing personally in order to be able to participate in the constantly changing market. Increase employee engagement by literally involving them more and increasing responsibilities. The organisation has also defined a vision and policy, focusing on sustainable employability, and has created a working environment in which trust, initiative, self-regulation and a clear, inspiring framework are central. (English)
16 January 2022
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Identifiers
2018EUSF2012374
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