Op 21/3 gaf ik een gastcollege aan de postgraduaat studenten van de richting HR van de Artevelde Hogeschool in Gent. In deze presentatie krijg je een blik achter de schermen van HR bij Wijs. Voor vragen of bijkomende info kan je altijd contact opnemen met ilse.jansoone@wijs.be.

1. De Wijs Case
Ilse Jansoone — CNO
Gastcollege Artevelde Hogeschool, Postgraduaat HR
Van HR naar CNO
7/3/2017

2. Agenda
Wijs - Digital Agency
With 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
2

3. Wijs
Digital agency
Setting the scene
3

4. Hi! I’m Ilse.
Psychologist, passionate
about innovation and
growth of creative
people
Entrepreneur
People manager
CNO
4

5. 5
My partners in crime since 2006

7. 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

8. Online strategie
8

9. Klanten
9
We mikken langdurige
partnerships.

10. 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. 11

12. 12

13. DISCUSSIEVRAAG
13
Wat is de impact van
die context op HR?

14. 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%

15. High
High
Low
Challengelevel
Skill level
Flow
Flow
Control
Relaxation
Boredom
Apathy
Worry
Anxiety
Arousal
Flow model van
Mihaly Csikszentmihalyi (1990)
HR Challenge:
The Wijs sweet spot

19. 8 building blocks
of the Wijs sweet spot
19

20. Model of Simon Sinek (2009)
https://www.youtube.com/watch?v=sioZd3AxmnE
1. Clear vision and values

21. –Mission Wijs
Make the Web better!

22. A “meaningful"
organisation
Colleagues Society
create value
in a balanced way
Make a the Web better
Customers
Company

23. 2. Flat structure, multidisciplinary customer
teams

24. ‣ multidisciplinaire klantenteams
‣ verantwoordelijkheden, geen taken
‣ rollen, geen functies
‣ output, geen input
‣ regelcapaciteit op juiste niveau
Nodig om snel te kunnen blijven bewegen.

25. Demand Control (DC) model van
Karasek (1979)
Model sustainable work
low
tention
actief
high
tention
passive
low high
high
low
challenge
controle options 4
3
1
2
active
The Wijs sweet spot

26. Anno 2011

27. Account team Delivery team Creation team Service team
Turnover (closed won)
Project profitability
Efficiency & effectivity
Wijs profitability
Quality
Personal profitability
Continuous service
Team profitability
Team
AMs
PMOs
S&M coord.
Team
Portfolio Mgr
PMs
Finance
Team
IA's
Des
Devs
OM's
Team
Service 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

28. DISCUSSIEVRAAG
28
Hoe zou jij de
organisatie verder
kantelen?

29. Anno 2017

31. ‣Developer
‣Developer‣Designer
‣Copywriter
‣Digital marketeer
‣Social media
‣Front-end

32. 3. New roles in teams

33. Coworkers
33

34. 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

35. Team developmentselfsteeringskills
time
bundle
individuals
group
team
open team
coaching skills
craftsmanship
&
knowledge
organisation
skills
independency
collaborative
skills
self-correcting
skills
entrepreneur-
ship
self-cleaning
skills
Model of Flanders Synergy

37. 37
Leaders

39. “een leider heeft autoriteit over
iemand anders op grond van een
externe grond waar beiden in
geloven en zich dus vrijwillig aan
onderwerpen”

40. Anno 2011:
10+ leidinggevenden/45

41. Account team Delivery team Creation team Service team
Turnover (closed won)
Project profitability
Efficiency & effectivity
Wijs profitability
Quality
Personal profitability
Continuous service
Team profitability
Team
AMs
PMOs
S&M coord.
Team
Portfolio Mgr
PMs
Finance
Team
IA's
Des
Devs
OM's
Team
Service 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

42. Anno 2017: 4 leidinggevenden/70

43. ‣ meer ondersteunend
‣ meer toekomstgericht
‣ meer extern gericht
‣ meer outputgericht
‣ meer regelcapaciteit op juiste niveau
Nodig om snel te kunnen blijven bewegen.

44. DISCUSSIEVRAAG
44
Hoe merk jij de
wijziging in deze
leiderschapsrol in je
omgeving?

45. Demand Control (DC) model van
Karasek (1979)
Model sustainable work
low
tention
actief
high
tention
passive
low high
high
low
challenge
controle options 4
3
1
2
active
The Wijs sweet spot

46. 46
HR

47. Anno 2011

48. Anno 2017

53. From HR manager to CNO

54. 4. Steering on output

55. • 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

56. 5. Transparency in management

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

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

62. Sharing
‣ Whitepapers
‣ Trend reports
‣ Mobile report
‣ Blog posts
‣ …

63. Design experiences to be shareable

64. Design
experiences to
be shareable

65. Design experiences to be shareable

66. Design experiences to be shareable

67. Design experiences to be shareable

68. Moedig aan om te delen

69. DISCUSSIEVRAAG
69
Ken je bedrijven met
een goeie employer
branding?

71. Recruitment funnel 2016
• # sollicitaties
• # rechtstreekse sollicitaties
• # interviews
• # aanwervingen
• # shares, retweets,…
71
2000 (= 100%)
700 (= 35%)
200 (= 29%)
18 (= 9%)
…
Bezoeker
Conversies
Awareness
Consideration
decision
Action

72. 6. Clear growth paths and coaching

73. Anno 2012

74. 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

75. Anno 2017: extra groeipaden

76. ‣ 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!!

77. ‣ 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

78. DISCUSSIEVRAAG
78
Wat denk je dat het
verschil is tussen het
werken met een POP
of met een TOP?
Wat verkies je?

79. 7. Strategic compensation

80. Salary + Extra legal benefits + Non-financials

81. 8. Continuously level up

84. ‣ play
‣ learn
‣ do
‣ network
Innovation nights

85. ‣ 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…

86. 86
Wrap up

87. Change is here
Make the creative economy now
with more and more millenials

88. Start now
Every day is an opportunity to start small
and build towards the bigger goal

89. Get in the driver seat
As HR/leader you are in a unique position.
Are you willing to take that risk?

91. 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