De Wijs Case

Ilse Jansoone — CNO Gastcollege KUL, HR voor Masters in Management, 8/12/2016

Van HR naar CNO

AgendaWijs - Digital AgencyWith award winning HR

Top 8 building blocks of meaningful work

1. Clear vision & values 2. Flat structure with self organization

3. Teams with roles 4. Steering on output

5. Transparency in management

6. Clear growth paths & coaching

7. Strategic compensation

8. Continuous innovation

7 guerrilla tips

Wrap it up

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1. Wijs - Digital agencyTotaal aanbod in digital!

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Hallo! Ik ben Ilse.

Psychologist, passionate about innovation and growth of creative people

HR managerPeople managerCNO4

Jouw bedrijf binnen enkele jaren… na de digitale transformatie

Agile en veerkrachtig Digitaal centraal

Multidisciplinair Gericht op empowerment van klanten en medewerkers

5

High

HighLow

Chal

leng

e le

vel

Skill level

Flow

Flow

Control

Relaxation

Boredom

Apathy

Worry

Anxiety

Arousal

Flow model van Mihaly Csikszentmihalyi (1990)

Model optimal creativity

Demand Control (DC) model van Karasek (1979)

Model sustainable work

lowtention actief

hightentionpassive

low high

high

low

challenge

controle options 43

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active

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

waar beiden in geloven en zich dus vrijwillig aan onderwerpen”

Hannah Arendt

A “meaningful"organisationColleagues Society

create valuein a balanced way

Make a the Web better

Customers

Company

Meaning = adding value

Love for talents

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1. Digital strategist

2. UX architect

3. Digital marketeer

4. Developer

5. Designer

6. Copywriter

7. Media buyer

8. Data analyst 9. …

‣ T-profielen!

Wijs in Tweet-style• Digital agency since 2006

• All online

• 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

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Online strategie

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Klanten

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We mikken niet op ad hoc projecten maar langdurige partnerships.

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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

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War for talent in extreme

• Worden continu gebeld (zelfs door robots)

• Hebben 8 vacatures in handen tijdens de sollicitatie

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Talenten

Externe bureaus

• Nemen de zoektocht zelfs niet meer op

Top 8 building blocks of meaningful work

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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!

We share our knowledge

'Open source' is a core value

Kernwaarde: open source. We delen onze kennis.

Sharing

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

We listen to the people

'User/people-centric' is a core value

2. Flat structure with self-organization

‣ multidisciplinaire klantenteams ‣ verantwoordelijkheden, geen taken ‣ rollen, geen functies ‣ output, geen input ‣ beslissingsmacht op juiste niveau

Nodig om snel te kunnen blijven bewegen.

web projects recurrente OM-processes

strategic partnerships

clearly definedweb projects

high scope management

heavy profitability focus,risk detection and coordinationflow

low commercial effortduring project

ideale evolving to OMor Service process

PM lead & spoc, PO important

recurrente contracts, tactical OM

ongoing scope definition

low risk detection,low coordination flow

low commercial effort

slightly evolving

PO lead & spoc, PM = AM

recurrent contract, side-projects, integrated

strategy & continuousbusiness development

heavy organisational andprofitability focus

ongoing strategic and commercial effort

stay where u are!

AM lead & spoc, PO important

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'sDesDevsOM'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

‣Developer

‣Developer‣Designer

‣Copywriter

‣Digital marketeer

‣Social media

‣Front-end

3. Teams with roles

New role of 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), coordinationknowledge 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 integrationin the team, guard overview, communicate the roadmap

Roles in creation team

Team development

self

stee

ring

skills

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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New role of leaders

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New role of HR

HR as business partner

Wijs wants to make the Web better

Wijs want to make top talent better.With great attention to the customer (customer intimacy)

Top talents Growth Wage Recruit

Opinion leaders Promotions/Mutations Comparatio Leadtime to fillvacancy

Who is the customer?

Who is the customerof the customer?

From HR manager to CNO(= Chief Networking Officer)

4. Steering on output

‣ Profitable turnover ‣ Earned value

Break down the wall between sales and production

5. Transparancy in management

Eerst vormen wij de omgeving. Daarna vormt de omgeving ons.

‣ activity-based workspace ‣ gevormd voor beweging, niet plaats ‣ nadenken in termen van ‚stadsontwikkeling’ ‣ lok ‘chance encounters’ uit

Omgeving

6. Clear growth paths and coaching

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/ .../

7. Strategic compensation

"best product"

product leadership

operational excellence"best total cost"

customer intimacy"best total solution"

operationalcompetence

productdifferentiation

customerresponsive

Model of Michael Treacy en Fred Wiersema (1997)

Customer Intimacy Operational excellence Product leadership

FocusBehaviorResults

Basic salaryBroad bandingMarkt conformity

Variable salaryAverageTargets: customer focussed

BenefitsMarket conformity

Market conformityExternal

FocusControle

Basic salaryWage scale or narrow bandingBased of job and years of experience

Variable salaryLowTargets: operational results, profit…

BenefitsAbove the market

Market conformityInternalBased on hierarchy

FocusBehaviorLong term resultsFlexibility

Basic salaryBroad bandingBased on competentiesBased on the teamAbove the markt

Variable salaryhighTargets: profit and turnover new

productsBenefits

Below the marketMarket conformiteit

Extern

Model of Attentia

Salary + Extra legal benefits + Non-financials

fix bonus based on seniority(jr ≠ Adv ≠ Sr)

8. Continuous innovation

‣ play ‣ learn ‣ do ‣ network

Innovation nights

7 guerillia tips

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1. A vacancy?

Do not post an adbut write a blogpost.

(even better; let one of the team write it)

2. A vacancy?

Don’t do a selection interview but go have a coffee.

3. Learning need?

Don’t organise a trainingbut a safari.

4. Measure satisfaction?

Don’t send a satisfaction enquiry but size the degree passion,

enthousiasm and pride.

5. Somebody is leaving?

Don’t do an exit interviewbut have a best-of-luck talk.

6. Manager is leaving?

Do not replace him/her! Rethink the responsibility in roles.

7. Teambuilding plans?

Don’t go rating in the Ardennes! But organise a hackathon.

Meanwhile…

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Wrap up

Change is here

Make the creative economy nowwith more and more millenials

Start now

Every day is an opportunity to start small and build towards the bigger goal

Get in the driver seat

As HR/leader you are in a unique position.Do you dare?

Thx and good luck bringing the soul to work(with good results!)

Contacteer ons Voorhavenlaan 31/39000 Gent

http://wijs.beinfo@wijs.be +32 9 335 22 80BE 0473.071.275

Vragen? ilse.jansoone@wijs.be twitter.com/jansoone