1. Sustainable employability is
not only about keeping the
« over 55 years old » at work.

2. It’s about all of us.

3. Next slides: click on the
to auto-tweet.

4. Sustainable employability is not only the
responsability of the employees.

5. Management
HR
Employees
Society
The unions
All are involved.

6. Sustainable employability should not only be
an issue when the employee indicates he or
she wants to do something else.

7. kIts
One should
continuously
safeguard the
connection
between people’s
strenghts and the
strategic
objectives of the
organisation.

8. Do hierarchical structures promote sustainable employability ?

9.  No room for flexibility
 Boundaries between functions
 No room for the person
 One size fits all

10. kIts
Is this a sustainable
approach
to deal with
people’s energy?

11. kIts
What if employees are treated
like children that have to be
punished and rewarded?

12. Sustainable employability
presupposes
a culture

13. • flexible culture
• with attention to everybody’s specific demands
• adult working relationship
• strong feedback and feedforward culture

14. It will be difficult in this kind of organization to make sustainable
employability a success.

15. klavertheklaIts
It might be easier to make it a succes in the fluid organization
- networks with strong and weak ties
- changeable teams

16. klavertheklaIts
An organisation that
wants to make
sustainable
employability a success
should focus on 4
domains.

17. What about HR
and the creation of
a stimulating learning
environment ?

18. Its
The knowledge worker in the drivers’ seat of his learning.
just-in-time
just-enough
self-directed

19. 19

20. L&D should set up initiatives so that people
are stimulated to go in search of the
answers of their learning needs
themselves.

21. Klaverthe
klaIts
Pull approach:
- Promote social media
- Set up a social network
- Promote knowledge sharing

22. Managers should stimulate knowledge sharing and networking.

23. Client’s requirements and
the nature of our
competitors change
quickly.

24. All of us should be
learning agile.
Being learning
agile is easier
than it used to
be before
because of the
presence of
social media.

25. Social media are a window to the world.
 Venster op de wereld
25

26. Customisation or individualisation of employment

27. Customisation or individualisation of employment
 Flexible contracts
 CYOD
 Mobility budget
 Future Proof Working

28. klavertheklaIts
An organisation that
wants to make
sustainable
employability a success
should focus on 4
domains.

29. What about HR
and the sustainable approach to energy?

30.  HR should provide tools so that people can discover what gives them
energy (talents).
 HR should set up a strong feedback and feedforward culture: other people
give us a lot of information on what our talents are.
 Stimulate people to think about the rest of their careers.

31. Philips has guided people towards their job of the future,
even if this is not with Philips.
Frank Klockaerts - Philips

32. Is it the task of the
manager to talk
about talents ?

33. It definitely is!
 Managers are connectors: they should continuously safeguard the
connection between people’s strenghts and the strategic objectives of
the organization.
 Managers are sense-makers: they give the work meaning by
highlighting the added value of a person for the organisation.
 Included in a leadership track @Kluwer

34. Research on Engagement - 2011 (update in 2013)
http://www.bs-muc.de/aktdoku/report.pdf

35. Most engaged people are those who can use their talents working
on tasks that contribute to the achievement of the companies’
objectives.

36. How to prevent stress & burn-out?

37. Corporate responsibility
Information sessions
Resilience toolkit
Training
Openness

38. In conclusion

39. Create a stimulating learning environment
 Stimulate social learning.
 Stimulate your management to stimulate knowledge sharing.
 Stimulate people to share what they have learned when then went to a
training, when they read a book, when they went to an event ...
 Ensure that your employees are learning agile.
 Stimulate the use of social media.

40. Customise or individualise employment
 Don’t be afraid to differentiate. One size no longer fits all.
 Keep your employees close: ask people what they want. You might be
surprised.

41. Deal with people’s energy on a sustainable
basis
 Make sure that people know what gives them energy: provide tools questionnaires.
 Make sure that people think – not only about their job – but more
broadly, about their career. Even if sometimes people will leave as a
consequence.
 Establish a culture in which people can talk about “I don’t like doing
that anymore”.
 Establish a strong feedback and feedforward culture.

42. Prevent stress & burn-out
 Encourage openness on stress.
 HR can play an important role.

43. Hongerig naar meer?
 Opleidingen over jobcrafting bij Kluwer Opleidingen
Ontdek hier het programma voor medewerkers
Ontdek hier het programma voor leidinggevenden
 Het aanbod HR opleidingen bij Kluwer Opleidingen
 http://www.duurzameinzetbaarheid.nl/

44. Hongerig naar meer?
 Toolbox om zelf op zoek te gaan naar je talenten
Ik kies voor mijn talent - Toolbox van Luk Dewulf en Peter Beschuyt
 Lees de presentaties na van ons Congres Over Het Nieuwe Werken
op 17.12.2013.
Warm aanbevolen:
o Talentvolle relaties - werken met goesting.
o Recipe for disaster (over Future Proof Leadership).
http://opleidingen.kluwer.be/event/heniwnb/presentaties.html

45. Follow us !
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Follow on Twitter @AnnBoelaert
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