Anchor Stuy Verven BV (Q3998739): Difference between revisions
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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 | |||||||||||||||
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| 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: 25 January 2022
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Revision as of 18:26, 25 January 2022
Project Q3998739 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Anchor Stuy Verven BV |
Project Q3998739 in Netherlands |
Statements
25,000.0 Euro
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50,000.0 Euro
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50.0 percent
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7 August 2019
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7 August 2021
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Anker Stuy Verven BV
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53°1'2.78"N, 6°3'2.66"E
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8407EM
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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)
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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)
25 January 2022
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Identifiers
2019EUSF201767
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