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Putting IHW 2.0 into practice

Process diagram of IHW 2.0 model

Vraag- aanbod verkenning Exploring supply and demand

For this stage, preparatory information is gathered and exploratory conversations are held within the organisation. The business consultant explores the supply of people searching for jobs, their characteristics and the national and local legislation regarding possible arrangements for employing people from certain target groups. Moreover, the consultant explores the opportunities and threats in the (regional) labour market. During this preparatory stage, a variety of sources may be consulted, such as the internet, annual reports, other available company documents and documentation on customer relationship management. Next, the professional speaks to key figures within the board, the management and HR-management to map out the organisation’s questions and needs. This exploration provides insight into the organisation’s needs and bottlenecks regarding their personnel. Questions that may arise, are: ‘How do I find employees?’ or ‘How do I keep my employees employable in a healthy and sustainable way?’ The exploration of supply and demand leads to a specific query made by the employer. The consultant then provides a broad scale of possible approaches for dealing with issues regarding employability and/or staffing.

Commitment Commitment to executing a work analysis

The organisation’s management makes a decision about the approach and commits to the plan of action in order to execute a work analysis. In doing so, the management facilitates the execution of the work analysis and enables the consultant or analyst to have interviews with employees and plan company visits to the involved departments or business units.

Communicatie Communication about executing a work analysis

Communication is crucial in gaining support and commitment. It is important to inform current employees about the goal of the work analysis, its added value, the way in which it is executed, and what implications it has for them. Special attention should be paid to managing mutual expectations and the conditions for creating a solid support base. During the process, it is important to communicate with employees as often and in as many ways as possible.

Arbeidsanalyse Work analysis                  

During a work analysis, company documents, observations and interviews from each business unit are used to analyse the work processes. In addition, every single task is mapped out, along with what kind of task they are, their scope, complexity and the knowledge and capacities required to execute them. The wishes, needs and bottlenecks current employees have and experience regarding their work, workload and quality of work are also taken into account. The characteristics of each department, organisational climate and the extent of support are explored. Afterwards, the consultant seeks out the tasks most suitable for a reorganisation of work with regard for the company’s specific query. Queries may relate to a variety of needs experienced by the employer, such as quality improvement, workload reduction, sustainable employability and/or inclusion of people searching for jobs.

Part. herontwerp Participative redesign

The organisation verifies the results of the work analysis. Now the time has come to explore the possibilities of reorganising work, in order to answer the organisation’s query in the best possible way. In consultation with the people involved, the consultant explores the tasks that may be executed by somebody else, potentially at another time, in another way and/or in another place. Keeping in mind the requirements for coordination and the quality of service or the production process, the conditions for the changes are determined. When rearranging tasks, the requirements regarding the ‘person-job fit’ and the quality of work for current and new employees are taken into account.

Commitment Commitment to implementation

Based on the business advice, the management decides whether one of the scenarios will be implemented. The management also commits to the conditions noted in the business advice and to facilitating the preparation of a plan of implementation.

Communicatie Communication about implementation

The organisation’s management takes responsibility to inform its employees about the goal, added value, and expected consequences of this redesign of work, and the expectations regarding integration of possible new employees.

                  

 

Incl. HRM Inclusive HRM                                

An inclusive HRM-policy is necessary for the inclusion and preservation of new and current employees broadcasting a wide variety of capacities and talents.

 

Monitoring Monitoring development and sustainable employability

The redesign of work as proposed in the business advice should pay special attention to the quality of work of both current and new employees. Work may be redesigned to decrease workload, which in turn decreases workload-related absence and increases sustainable employability of current employees. As for new or re-integrating employees who are (once more) able to fully participate in the work force, this redesign creates work for them. The fit between a person and their job is not a constant; this goes for all employees. Both they and their jobs change over time. Recurring evaluations and the monitoring of the ‘person-job fit’ are therefore recommended. The Maastricht Work Capacity Monitor (MW©M) may be helpful, particularly to monitor employees’ professional development.

Evaluatie Evaluation and monitoring

Once the organisation has become inclusive, it is important to evaluate the process of change with all stakeholders. If necessary, these changes can be adjusted and improvements may be translated into regular policy.

Consolidation                          

The final step in the process is consolidating the new labour division. The possibility of expanding workplace inclusion to other parts of the organisation may also be explored at this time.