De Wijs Case

Ilse Jansoone — CNO Gastcollege Artevelde Hogeschool, Postgraduaat HR

Van HR naar CNO

7/3/2017

AgendaWijs - Digital AgencyWith award winning HR

Top 8 building blocks of meaningful work

1. Clear vision & values

2. Flat structure with multi-disciplinary customer teams

3. New roles in teams

4. Steering on output

5. Transparency in management

6. Clear growth paths & coaching

7. Strategic compensation

8. Continuously level up

Wrap it up

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Wijs Digital agencySetting the scene

3

Hi! I’m Ilse. Psychologist, passionate about innovation and growth of creative people

EntrepreneurPeople managerCNO4

5My partners in crime since 2006

Wijs in Tweet-style• Digital agency since 2006

• 70 people

• Focus on digitale strategy

• With powerful execution: websites, facebook apps, online marketing, seo/sea, social, analytics…

• Focused on results (sales, leads, applications, conversions)

• User first

7

Online strategie

8

Klanten

9

We mikken langdurige partnerships.

10

Merger Merger

2006 2007 2008 2009 2010 2011 2012 2013 2014

10 jaar Wijs = van 0 naar +60 VTE van 0 naar 7 mio omzet

11

12

DISCUSSIEVRAAG

13

Wat is de impact van die context op HR?

Extreme war for talent

• Worden continu gebeld (zelfs door robots)

• Hebben 8 vacatures in handen tijdens de sollicitatie

14

Talenten

Externe bureaus

• Nemen de zoektocht zelfs niet meer op

En toch… verloop rond 23%

High

HighLow

Chal

leng

e le

vel

Skill level

Flow

Flow

Control

Relaxation

Boredom

Apathy

Worry

Anxiety

Arousal

Flow model van Mihaly Csikszentmihalyi (1990)

HR Challenge: The Wijs sweet spot

8 building blocks of the Wijs sweet spot

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Model of Simon Sinek (2009)https://www.youtube.com/watch?v=sioZd3AxmnE

1. Clear vision and values

–Mission Wijs

Make the Web better!

A “meaningful"organisationColleagues Society

create valuein a balanced way

Make a the Web better

Customers

Company

2. Flat structure, multidisciplinary customer teams

‣ multidisciplinaire klantenteams

‣ verantwoordelijkheden, geen taken

‣ rollen, geen functies

‣ output, geen input

‣ regelcapaciteit op juiste niveau

Nodig om snel te kunnen blijven bewegen.

Demand Control (DC) model van Karasek (1979)

Model sustainable work

lowtention actief

hightentionpassive

low high

high

low

challenge

controle options 43

12

active

The Wijs sweet spot

Anno 2011

Account team Delivery team Creation team Service team

Turnover (closed won)Project profitability

Efficiency & effectivityWijs profitability

QualityPersonal profitability

Continuous serviceTeam profitability

TeamAMs

PMOsS&M coord.

TeamPortfolio Mgr

PMsFinance

TeamIA'sDes

DevsOM's

TeamService coord.Service eng's

Sysadmin

led by Sales & Mkt Mgr led by Managing Director led by Creation Mgr led by Portfolio Mgr

Support: office

Management team

HR IT R&D

Anno 2014

DISCUSSIEVRAAG

28

Hoe zou jij de organisatie verder kantelen?

Anno 2017

‣Developer

‣Developer‣Designer

‣Copywriter

‣Digital marketeer

‣Social media

‣Front-end

3. New roles in teams

Coworkers

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HR selection, onboarding new colleagues and interns, (qualitative) input for evaluations

IT

R&D

Sales support

Stimulator knowledge sharing

Quality guard

Innovation stimulator

Efficiency guard

Internal communication

input for offers and pitches, marketing (o.a. sales presentations, cases on the site, …), input about new products or services (e.g. what we offer, how we can standardize)

coordination, steering, follow up of knowledge sharing initiatives in the group (starters + advanced people), coordination knowledge labs, magazines, training, seminars, …)Quality (e.g. how to test, define and guard standards)

innovation initiatives (e.g. shift to branding, offline, service design)

proces (e.g. effectivity en efficiency)

Rapportering, communication between the team and other teams/management, strive to maximal integration in the team, guard overview, communicate the roadmap

Roles in creation team anno 2012-2013

Team developmentse

lf st

eerin

g sk

ills

time

bundleindividuals

group

team

open teamcoaching skills

craftsmanship&

knowledge

organisation skills

independency

collaborativeskills

self-correcting skills

entrepreneur-ship

self-cleaning skills

Model of Flanders Synergy

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Leaders

“een leider heeft autoriteit over iemand anders op grond van een

externe grond waar beiden in geloven en zich dus vrijwillig aan

onderwerpen”

Anno 2011: 10+ leidinggevenden/45

Account team Delivery team Creation team Service team

Turnover (closed won)Project profitability

Efficiency & effectivityWijs profitability

QualityPersonal profitability

Continuous serviceTeam profitability

TeamAMs

PMOsS&M coord.

TeamPortfolio Mgr

PMsFinance

TeamIA'sDes

DevsOM's

TeamService coord.Service eng's

Sysadmin

led by Sales & Mkt Mgr led by Managing Director led by Creation Mgr led by Portfolio Mgr

Support: office

Management team

HR IT R&D

Anno 2014: 7 leidinggevenden/54

Anno 2017: 4 leidinggevenden/70

‣ meer ondersteunend

‣ meer toekomstgericht

‣ meer extern gericht

‣ meer outputgericht

‣ meer regelcapaciteit op juiste niveau

Nodig om snel te kunnen blijven bewegen.

DISCUSSIEVRAAG

44

Hoe merk jij de wijziging in deze leiderschapsrol in je omgeving?

Demand Control (DC) model van Karasek (1979)

Model sustainable work

lowtention actief

hightentionpassive

low high

high

low

challenge

controle options 43

12

active

The Wijs sweet spot

46

HR

Anno 2011

Anno 2017

From HR manager to CNO

4. Steering on output

• Break down the wall between sales and production

• Everybody in the customer team the same goals

• Everybody in the company the same goals

• Weekly and monthly follow up on results and where to help

5. Transparency in management

First we shape the environment. Then the environment shapes us.

‣ activity-based workspace

‣ gevormd voor beweging, niet plaats

‣ nadenken in termen van ‚stadsontwikkeling’

‣ lok ‘chance encounters’ uit

Omgeving

Sharing

‣ Whitepapers ‣ Trend reports ‣ Mobile report ‣ Blog posts ‣ …

Design experiences to be shareable

Design experiences to be shareable

Design experiences to be shareable

Design experiences to be shareable

Design experiences to be shareable

Moedig aan om te delen

DISCUSSIEVRAAG

69

Ken je bedrijven met een goeie employer branding?

Recruitment funnel 2016• # sollicitaties

• # rechtstreekse sollicitaties

• # interviews

• # aanwervingen

• # shares, retweets,…

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2000 (= 100%) 700 (= 35%) 200 (= 29%) 18 (= 9%)

…

Bezoeker

Conversies

Awareness

Consideration

decision

Action

6. Clear growth paths and coaching

Anno 2012

Informa(e*architect/junior/

Informa(e*architect/advanced/

Digitaal/Strateeg/advanced/

Informa(e*architect/senior/

Digitaal/Strateeg/senior/

.../

Front*end/Developer/junior/

Webdesigner/junior/

Front*end/Developer/advanced/

Webdesigner/advanced/

Webdesigner/senior/ .../

Front*end/Developer/junior/

Webdeveloper/junior/

Front*end/Developer/advanced/

Webdeveloper/advanced/

Webdeveloper/senior/ .../

Content/Writer/junior/

Online/Marketeer/junior/

Content/Writer/advanced/

Online/Marketeer/advanced/

Online/Marketeer/senior/

Strategic/Marke(ng/Consultant/advanced/

Strategic/Marke(ng/Consultant/senior/

.../

Sales/Assistant/junior/

PMO/junior/Account/Manager/Junior/

Sales/Assistant/advanced/

PMO/advanced/

Project/Manager/junior/

Account/Manager/advanced/

Projet/Manager/Advanced/

Account/Manager/senior/

Key/Account/Manager/junior/

Key/Account/Manager/advanced/

Project/Manager/senior/

Key/Account/Manager/senior/

.../

Client/Service/Medewerker/

junior/

Client/Service/Medewerker/advanced/

Client/Service/Coordinator/advanced/

Client/Service/Medewerker/

senior/

Client/Service/Coordinator/

senior/.../

Office/Manager/junior/

Boekhouder/junior/

Office/Manager/advanced/

Office/Manager/senior/

HR/Officer/junior/

Boekhouder/advanced/

HR/Officer/advanced/

HR/Officer/senior/

Boekhouder/senior/ .../

Anno 2015

Anno 2017: extra groeipaden

‣ Groei in niveau, over functies, over de plaats in de organisatie

‣ Op jouw eigen tempo

‣ vb. carrièreswitch > start terug als jr maar groeit sneller door

‣ vb. familiale omstandigheden > langer in een fase blijven

‣ vb. 1 jaar meer nodig > en dat is perfect ok

Junior Advanced Senior

In evolutie!!

‣ 1 keer per jaar

‣ op anciënniteitsdatum

‣ door manager

‣ op basis van input van peers

‣ manager stelt eindscore voor op management team

‣ score wordt gechallenged (de lat voor iedereen gelijk)

‣ via intersubjectiviteit naar eindscore ‣ Voorwaarde! Dicht bij de medewerkers

staan

Evaluaties

Evaluatie

medewerker

Coach

Zelfevaluatie

Eigen observaties

tijdens projecten

POP met

360° feedback

en coaching-

verslagen

Resultaten KPI’s

Teamleden

DISCUSSIEVRAAG

78

Wat denk je dat het verschil is tussen het werken met een POP of met een TOP? Wat verkies je?

7. Strategic compensation

Salary + Extra legal benefits + Non-financials

8. Continuously level up

‣ play ‣ learn ‣ do ‣ network

Innovation nights

‣ Learning on the job ‣ Expert labs ‣ Agency safari organiseren ‣ Congressen organiseren ‣ Preview van documentaires organiseren ‣ Gastcolleges geven ‣ Stagiairs begeleiden ‣ Goodreads bibliotheek ‣ Books & Burgers ‣ Deelnemen aan awards ‣ Klassikale opleidingen in oplossingsgericht denken, veerkracht,… ‣ HR koffieklets

En nog veel meer…

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Wrap up

Change is hereMake the creative economy now with more and more millenials

Start nowEvery day is an opportunity to start small

and build towards the bigger goal

Get in the driver seatAs HR/leader you are in a unique position.

Are you willing to take that risk?

Good luck finding your HR sweet spot en stem

http://www.bedrijfsopleidingen.be/stimulearning/awa_stemmen_sympa.asp

Vragen? ilse.jansoone@wijs.be of twitter.com/jansoone Wijs, Voorhavenlaan 31/3, 9000 Gent, http://wijs.be, info@wijs.be, +32 9 335 22 80