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maX BNL
Proactivein times of change
2
The time when management assistants
focused solely on typing letters, managing
the diary and booking business travel has
long gone. This job is evolving and creating
the future proof assistant. This development
is being supported very much by the
developments in our society. Globalization,
workplace innovation and advances in
technology are changing the face of this
discipline, and the new management assistant
is an all-round professional who is increasingly
taking on the role of co-manager. This change
is exciting but it also presents new challenges.
Assistants are going to have to use their unique
talents to the full if they want to remain
employable. It is only by delivering their best
that they will continue to be an asset to any
organization.
And that’s where we want to help them.
In 2014 we worked together with the group
of assistants to examine how all these
developments are affecting the role of the
management assistant and how we can
respond most effectively. The maX BNL
event 2013, which was attended by over
400 assistants, was a helpful starting point
in this respect. As a result of this event, we set
up three workgroups to help us gain a better
insight into the dynamic context in which
assistants operate today. These workgroups
also examined what needs the assistants have
and how they can help themselves to function
most effectively in a world and a work
environment that are constantly changing.
Proud This flyer outlines all of the activities we have
organized and the results we have achieved.
We are proud of the enthusiasm and the
energy with which our assistants have set
about making themselves future proof. We no
longer have any doubt that these strong
women will continue to drive Philips forwards!
assistants, but it is also clear that our world is
changing at a rapid rate. This means assistants
need to develop new competencies if they want
to continue to be employable and irreplaceable.
Fortunately, everyone has their own, unique talents.
The key is knowing how to display these talents in
a way that benefits both yourself and the business.
We are going to help our assistants to do this. It is
not so long ago that there were 350,000 assistants
in the Netherlands. Over the coming years this
number will shrink to 150,000. It may not look
very hopeful, but I am convinced that they can
all continue to be employable, if they are just
brave enough to change, evolve and innovate
in their field.”
Introduction
Sara van Broekhoven, business development manager Adecco Top Secretaries“It is clear that the world cannot manage without
3
Brave enough to change, evolve and innovate”
Introduction
4
Mobility workgroup• Jorkia Timmerman (chairperson)
• Margreet Bouwman
• Mariejanne van den Broek
• Marion Nolet
• Marjolein Pronk
• Danielle van Roest
• Judith van der Velden
With the support of experts
• Ralph Roels (Talent Acquisition)
• Nicole van Waes (Briks Inzetbaarheid)
WPI/HNW workgroup• Jacqueline Le Doux (chairperson)
• Jolanda van den Born
• Davina van Duinen (until 1 March 2015)
• Ankie Egelmeers (as of 1 March 2015)
• Naomi Gilchrist
• Sandra Goudriaan
• Jet van Happen (until 1 March 2015)
• Cecile Hoppenbrouwers
• Ine Lazaroms
• Danielle van Roest (as of 1 March 2015)
• Nicole Schoones
• Dorien Senders
• Mirjam Simons
With the support of experts
• Hilco van Maanen (PPS)
• Nico Orie (HR Digital)
• Eric Soenens & Peter de Winter
(WPI Office/Real Estate)
• Francel Vos (TNO)
maX BNL Council
Overview of workgroup members
Development workgroup• Paula Luitingh
(chairperson as of 1 March 2015)
• Anique van Waardt
(chairperson until 1 March 2015)
• Ankie Egelmeers
• Annemarie Hagen
• Monique Terhoeve
• Patricia van der Velden
• Adri Vermeulen
• Leentje Willems
With the support of experts
• Kristel Ponjé (Philips University)
• Jean in ’t Panhuis (Philips University)
• Penny Scholl (Schoevers)
Communications workgroup• Anique van Waardt
(chairperson as of 1 March 2015)
• Nettie Boonstra
(chairperson until 1 March 2015)
• Angela Mutsers
• Cecile Hoppenbrouwers
Above from left to right: Jacqueline Le Doux,
Jorkia Timmerman, Victorine van Huet, Anique van Waardt,
Paula Luitingh, Angela Mutsers, Jessica Steenwinkel.
Below from left to right: Dorien Senders, Gerie Lamphen,
Nettie Boonstra, Gaby Vandewalle.
5
Hans DijkmanHead of HR Benelux
The world is changing. That in itself is no
great surprise, because it’s been doing that
for years. However, it does have implications
for us. It means we have to change with it,
grow with it, and make sure we don’t stagnate.
I’ve been at Philips for quite some time.
In the early 80s we were still using typewriters,
the internet was an invention in the distant
future and nobody had ever heard of e-mail.
Our assistants were known as ‘secretaries’.
The change in jargon says it all, really.
It shows we have come to expect different
things from our assistants. And our expectations
are continuing to change. So it is time we did
something about it!
One of the main areas of change is information
technology. These days we are able to achieve
more with fewer people. That is why it is
important to stay one step ahead of
technology, to find something in yourself
that a computer is not able to do. If you don’t
do that, there is a risk that your work will be
taken over by computers. My assistant draws
my attention to important matters, she also
reads my mail and, in so doing, she picks up
on a lot of things herself. To be able to do this
she needs to have a clear understanding of
what is going on in the organization in our
field. She complements me and supports
me in a constructive way.
And all assistants are going to have to make
this change. That is why it is so important for
them to have a platform where they can share
knowledge and experiences, work on their
own development and learn from one
another through best practices. MaX BNL has
demonstrated that it fulfills a gaping need.
When I see the enthusiasm with which all of
the activities are being developed, I am proud
to be involved as a sponsor. The project not
only deals with the changes that are taking
place in this field, it also aims to empower
the assistants. It is a very worthwhile program
for the years that lie ahead.
After all, in years to come the world is going
to continue changing and updating, and there
will of course be ever-faster developments in
technology. Bear that in mind, take steps to
advance your own development and invest
in yourself. That is the best advice I can give
you. The relationship between assistant,
manager and department will continue to
exist, of that I am sure. The assistant’s role
– like the glue that binds everything together –
is a very worthwhile one and we are not just
going to give up on it easily. But we are going
to have to keep working on it, so that in the
years ahead we can continue to be assured
of a strong partnership that will help to drive
our success!
Advance your own development and invest in yourself”
6
It is the same for us all, if you stay in the same place and perform the same job for too long you will get stuck in a rut. You will be less inclined to continue developing and your creative potential will diminish. Through the Mobility workgroup we aim to encourage and promote internal and external mobility among assistants. Why? To enable them to take that horizontal or vertical step faster so that they can increase their knowledge of the organization, improve their flexibility and expand their network. Whether you can remain employable for the long term will, after all, depend on your personal and professional development!
Mobility
With this in mind, in 2014 we organized a
number of activities, including five maXimize Yourself pilots in the Netherlands and Belgium.
Through this interactive workshop we aimed
to make assistants think about their future,
about what kind of work and career they want
and what their specific talents are, in an effort
to make them aware that they are responsible
for their own employability. Talent Acquisition
helped the participants by giving advice on
how to apply for a job and showing them how
to improve their CV as well as their LinkedIn
and Taleo profile. In total, sixty assistants took
part and all of the interim evaluations showed
that they were very pleased with both the
content of the program and the learning points
they had formulated for themselves to help
them achieve their ambitions. This workshop
is going to be offered in 2015 as part of the
E-miles portfolio.
NetworkingWhat else have we done? We set up LinkedIn sessions, with deep dive sessions, in which
over a hundred assistants took part. We also
organized a network event at which role
models talked about the changes in their work,
recruiters from Talent Acquisition shared tips
& tricks, and the participants were given style
advice to help ensure they make a good first
impression. As part of the AEX coaching program, where AEX stands for ‘Assistants’
EXchange’, some 25 coaches were trained to
coach other colleagues. Coaching provides
an opportunity for the assistants to support
each other and to learn from one another,
for example in the field of networking skills,
division of work and work/life balance. It is
also a good opportunity for both parties to
expand their network. The training course was
provided by InContext. All of these activities
help to ensure that assistants gain a clear
understanding of their own competencies
and qualities. Once they have a clear picture
of what they are capable of in the future, they
can then visit the Philips Community to look
for interesting job vacancies. Since last year
these vacancies have been posted on this
platform specifically for this target group.
7
Jorkia Timmerman, chairperson of the Mobility workgroup and author of the article entitled ‘Why change jobs?’, talks about promoting mobility among assistants:“Get out of your comfort zone! That is easier
said than done, as I know only too well.
Nevertheless, you will discover that outside
your comfort zone there are pleasant surprises
awaiting you and that you are capable of
much more than you think. I have always
been incredibly quiet and reserved, and
when I tell people now that I am naturally
extremely introverted, they simply don’t
believe me. If you ask me, that shows just
how far I have come. If you don’t know how
to go about this, try writing down everything
you are good at. And whilst you are doing
that, also think about the pitfalls and the
challenges associated with these key qualities.
Here at Philips there are coaches who can help
you with this. Believe me, it will open up a
world of new opportunities!”
What did the assistants think of it?About maXimize Yourself• “ My manager has noticed a change in my
behavior since this workshop. He says I am
more open and more self-assured.”
About the networking event• “ You are responsible for taking steps yourself
and your career is in your own hands.”
• “ It is inspiring and interesting to hear how
others have developed their career.”
• “ It’s good to be reminded just how important
it is to have a strong network.”
Get out of your comfort zone!”
My personal learning experience…
Five reasons why a new job is good for you!• More work experience means greater added
value, especially if this experience extends
into another sector.
• By stepping out of your comfort zone and
pushing your boundaries you will learn to
adapt more quickly to new situations.
• New experiences give you a completely new mindset, and this in turn boosts your creativity
and teaches you to think out of the box.
• Experience, flexibility and knowledge all
increase your chances of a long-lasting career, whether it is inside or outside Philips.
• A new job gives you an opportunity to expand
your network, competencies and skills: you really
can’t let a challenge like that pass you by!
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DevelopmentA change in culture ultimately depends on an internal transformation. That is why the Development workgroup is devoting considerable attention to internalizing the requirements that are made on assistants.
The focus is clear. Since the workgroup was set up at the end of 2013,
the members have been working hard to update the very outdated
competency profile of management assistants and to set up the
corresponding learning paths. There has been a lot of focus on the new
method of working and the changing role of management assistants
within Philips. During coffee-corner meetings everyone had a chance
to have their say and to give their input on the further development of
the future-proof assistant. It is in the interests of both the assistants and
the organization to have a clear idea of what it takes to be a future-proof
assistant. If you know what is expected of you, you are better able to fulfill
those expectations. And you will be more inclined to take advantage of
extra tuition or coaching in order to develop your skills further.
In today’s international work environment we are seeing a rise in the
importance of social skills: assertiveness and the ability to network and
maintain contacts. Employees are also being required to deliver more
in terms of content, so that they can serve as a well-matched sparring
partner for their manager. Together with LTL and Schoevers we developed
six competencies and for each competency we have defined what can
be expected at each of three different levels – ‘apply’, ‘guide’ and ‘shape’.
We then looked at possible learning paths to see which ones could be
linked to these various levels. In so doing, we focused on the 10-20-70
learning model, whereby ‘10’ relates to formal training courses with which
the desired level of competency can be attained, ‘20’ relates to the things
you can learn from your peers through coaching or mentoring, and ‘70’
relates to everything to do with the knowledge, skills and behavior you can
acquire through daily tasks. Together with the Philips University we then
charted learning solutions for the competency profiles we had developed.
The assistants will be linked automatically to the appropriate website in a
practical and efficient way via their chosen learning solution, which means
they will no longer have to search in a number of different systems.
9
“If you ask me, it is not possible to sum up assistants on the basis of a single core quality. I firmly believe
that what really matters is how they perform their duties: proactively, with a smile and on time, delivering quality and always striving to be more efficient and effective.” Frans van Houten
Anique van Waardt, chairperson of the Development workgroup:“What really inspires me is working together with enthusiastic
and passionate people, going for it together and continuing
to believe in something that others view with a certain amount
of skepticism. I find it really motivating when we succeed and
people see that what we are doing is worthwhile, and this also
really boosts my personal development. I would therefore
recommend to anyone that they step out of their everyday
role and go – with an open mind – to do something completely
different. It opens your eyes and forces you to approach things in
a different way in order to achieve the targets that have been set.
You also really gain a lot because you build up such a massive
network in such a short time. It adds an extra dimension to work
satisfaction and to your interaction with colleagues. I have also
been really inspired by the sponsorship from a number
of enthusiastic supporters, like Yvonne van den Berg
(Director Social Innovation@Philips)!”
Going for it together and continuing to believe”
My personal learning experience…
“In my opinion the core quality of an assistant is the way they inspire others by setting a good example.
The modern assistant is like a spider in a web, continuously seeking out connections for her manager, making use of new and modern communication resources and always being alert to changes in the work environment. In effect, she manages her manager... with a smile!” Hans de Jong
10
Breaking through work patterns and encouraging personal leadership among assistants, that is what Workplace Innovation / The New Way of Working aims to achieve. All of the changes within the work domain require more professional development in terms of organizational knowledge, new tools and closer cooperation between different parties, but they also require personal development. Assistants have to embrace the transformation away from their task-driven and supporting role and towards that of an all-round, proactive co-manager. And in this changing work environment they have to demonstrate personal leadership.
Workplace innovation The New Way of Working
Together with the workgroup we explored
ways to encourage this changing mindset.
It became clear from workshops that assistants
were quick to accept the hardware of the
work environment, such as digitalization and
IT solutions. They were, however, afraid that
their role would disappear or become less
visible within the organization. Work/life
balance was also a cause for concern for
assistants at an international level. This is
why we focused our activities on how to
take personal leadership so that assistants
would learn to be more assertive, to be
more mobile within the organization,
and to stay up to date with the latest
developments.
In concrete terms this means that we charted
the implications of the new way of working
and then defined guidelines in conjunction
with the WPI Office/Real Estate. We also
organized Workday Webcasts and Philips Community Webinars, in which we looked in
greater depth at the role of the assistant in
relation to the new PPS support model and
the ways in which assistants can improve
themselves continuously. In the webinars we
made the assistants social-media-proof and
examined how social media can be used to
improve communication and cooperation
within teams. Another digital resource is
Wikipedia for assistants, a database
containing all of the necessary tools of the
trade. These include, for example, tools for
recording meetings (BCD), reserving facilities
(Johnson Control), declaring expenses (Concur)
and ordering office materials (Lyreco).
11
Jacqueline Le Doux, chairperson of the WPI/HNW workgroup:“Looking back on the past year, I can see
there were a number of learning points.
If you want to go on a change journey
together, you have to first of all be aware
of the group dynamics. You then have to
set clear aims and split the changes up
into small steps so that they can be
worked out together with the assistants.
This helps those assistants who are not
yet entirely comfortable with all the
changes to embrace them once and for
all. It is very important to check regularly
that everyone is still on board, just as it
is important to realize that all of the
elements in a process like this are linked
to one another and strengthen one
another. You need to set clear aims, take
small steps, choose the right timing and,
above all, never give up. The reward will
come by itself, and it is amazing to see
how we motivate one another to take
control!”
What did the assistants think of it?• “ We keep working away, but we
hardly ever stop and ask ourselves:
‘What are my competencies?
What am I really good at?
What do I enjoy doing?”
• “ Our work is changing much
faster than we think.”
• “ Don’t lose sight of yourself and
make sure you are visible. Use your
creativity, that’s something I learned
from the sessions.”
Enhanced longer employment@lighting
What is the benefit of essential professional expertise?Productive and healthy, valued
and widely employable: essential
professional expertise creates well-
balanced employees who create
a positive team spirit, have a broad
knowledge and extensive expertise
and who are always able to fulfill
the requirements in their work!
It is not only a specific mindset or
behavior that is required to bring about
a change in culture, it is also critical
that you work on your essential
professional expertise. That is why,
in conjunction with the WPI/HNW
workgroup and with the support
of the management at Lighting
Headquarters, the Essential
Professional Expertise@Lighting
(‘Verrijkt doorwerken@Lighting’)
pilot was introduced at Lighting.
In mid 2014 we started mind-mapping
sessions and charted what exactly
essential professional expertise entails,
how we can help to make the role of
an assistant more professional and
what the advantages of essential
professional expertise are for the
organization and the employee
themselves. Research bureau TNO
then carried out a survey among the
assistants and their managers at
Lighting, following which the results
were translated into a number of
specific steps. One of these steps is
‘Empower Yourself’, a program with
Adecco Top Secretaries which devotes
specific attention to personal
leadership, breaking old habits,
banishing restrictive beliefs, and
learning new behavior. The inspiring
program kick-off is followed by three
modules, each lasting half a day, plus
homework assignments and a final
group assignment, the results of
which the participants present to their
management. Participants develop a
‘smart’ personal plan, including a ‘WHY
mission statement’ and they gain an
insight into the customer satisfaction
model and the principles of host
woman ship. All Lighting assistants are
given the opportunity to take part in
the program and after the effect of it
has been measured by TNO in mid
2015 a decision will then be made
as to whether the program will be
rolled out Philips-wide via the Philips
University or the E-miles program.
...above all, never give up”My personal learning experience…
12
• Mobility: we are busy investigating how we
can introduce one central point of contact
for assistants. This will be somewhere
assistants can seek career advice and
we will coordinate supply and demand.
We will also draw attention to interesting
job vacancies for assistants in adjacent
functional areas via the Philips Community.
This will also enable assistants to consider
stepping outside the role of assistant.
• Development: in conjunction with the
Job Grading Department, we plan to
use the new competency profiles and
corresponding learning paths as input to
re-write the job description for assistants.
We will be rolling out these competencies
and learning paths among assistants and
their managers and we want them to be
included in the PPM/Midyear guide.
We are investigating whether we can
purchase an assessment program to check
what level the assistants’ competencies are
at. We are also going to investigate whether
it is possible to formulate a single shared
aim – one that applies for all assistants
in the Benelux – as part of the annual
goal-setting process.
Next steps 2015• WPI/HNW: we want to contribute to the
Workday Phase III project (in particular by
improving the new recruitment procedure),
to update the toolkit we developed with
essential links for assistants and to further
expand and follow up on the results of the
Essential Professional Expertise@Lighting
(‘Verrijkt doorwerken@Lighting’) pilot.
• Communication: communication will also
play an important role over the coming
period. The main challenge will be how
to involve the workforce – in particular the
managers, but also the assistants who work
at different places in the Benelux and are
not always able to attend central meetings
in Amsterdam or Eindhoven. It is for this
reason that we intend to make greater
use of webcasts and webinars to transfer
knowledge. We will make use of one
communication channel – MAC – to
inform our target audience.
Involve all colleagues
13
You will find local assistant councils at various
places within Philips Nederland: Lighting,
Consumer Lifestyle, Healthcare, Research,
IT and the headquarters in Amsterdam.
These assistant councils are coordinated and
supported by the maX BNL Management
Assistant Council (MAC), which aims to
empower assistants, both as individuals and
as a group. The local councils all send one
Objectives • To ensure that the job of the management assistant is recognized.
• To react pro-actively to developments in the work domain.
• To organize workshops and communicate relevant information in order
to support and facilitate the process of personal development.
• To bring assistants together to help them to expand their internal network.
• To create a platform where assistants can share knowledge, dilemmas,
solutions and tools to promote professional and personal development.
• To inspire and support all assistants so that they continue to be future proof!
delegate to the MAC, which also includes
the chairpersons of the three workgroups.
The MAC is also supported by two executive
sponsors, Hans de Jong (Market Leader
Benelux) and Hans Dijkman (Head of HR
Benelux), who recognize and promote the
importance of our activities, both on a
business and on a personal level. In the
event of any hiccoughs, they come to our
Angela Mutsers, chairperson of MAC:“My personal ambition as chairperson of MAC is to link up
all of the management assistants at Philips Benelux so that
we can work together to ensure that our job continues to be
relevant, progressive and quite simply indispensible in our
organization!”
My personal ambition…
aid and are a great support in helping us
to realize our aims. So what are these aims?
We want to raise awareness of the rapidly
changing work environment of management
assistants and gain an understanding of the
needs of both the management and the
assistant in order to form a basis from which
to create the best-performing future-proof
assistants!
Connect all assistants”
Management Assistant Council maX BNL (MAC)
14
What does maX BNL stand for? What is our key message? Who are the major stakeholders? What are the communication aims? What communication resources are we using, and for which target group?
Communication
These are all relevant questions which we are recording, together with
the Communications workgroup, in a detailed communications plan
in order to help drive the change process forwards. The workgroup
aims to use the maX BNL Group in the Philips Community, its own
SharePoint environment and e-newsletters to bring assistants
together so they can share their successes and experiences with
one another.
The ‘maX BNL Group’ in the Philips Community is THE communication
channel for future e-newsletters, publishing interesting vacancies,
announcements on activities, information and facts w.r.t. our profession
(e.g. IT, Travel, P-card, HR and Workday). The maX BNL Group can also
be used to ask each other for help, or to share interesting articles.
We invite all assistants to join the maX BNL Group.
Next to this we have set up a special SharePoint environment where
details of all the topics of discussion, minutes/reports and presentations
from the various workgroups can be downloaded.
Besides the e-newsletters, Community posts and the information
on SharePoint all assistants can expect following activities this year:
• Walk in/talk in lunches and coffee corner sessions
• Catch-up information & learning sessions per site
• Survey/polls
• Webcasts.
Our Communication will not be done from the separate workstreams,
but via one communication channel, the maX BNL Council (MAC).
15
Silvie Klerx, executive service coordinator at Global Talent Acquisition (former project officer for Social Innovation@Philips)“I am pleased I had a chance to help with
maX BNL. As part of my role, I was closely
involved in starting up the workgroups and
the Management Assistant Council, and I
always tried to ensure the right connections
between all the various parties. I was also
actively involved in the communications
workgroup and regularly provided interesting
articles or presentations to be shared with
the workforce. It was great to see how the
workgroups were helping the assistants to
be more aware of what competencies they
already have and the changes that lie ahead
of them. ‘Take ownership’ is a phrase I heard
a lot, and I have no doubt that the assistants
and the members of the workgroups are
going to be working really hard over the
coming period. The commitment is there, and
during these months I watched it really grow!”
Take ownership!”My personal learning experience…
Register for the maX BNL Group
in the Philips Community via
https://philips. socialcast. com/home
© 2015 Koninklijke Philips N.V. All rights reserved. This project was made possible in part by:Program Office Social Innovation@Philips, HR Benelux.
For further information contact: Chairperson of the maX BNL Management Assistant Council: Angela Mutsers ([email protected])Chairperson of the Communications workgroup: Anique van Waardt ([email protected])