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Training Staff & Organisation

Making the most of your employees ' capabilities will lead to better performance of your Organization. In order to ensure the personal and professional development of your personnel, A clear approach is indispensable. For example, how do you ensure that your working conditions are attractive enough? And how do you select the right people? You will learn it in our P&O trainings.

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How you get your colleagues to come along after the 'umpteenth' reorganization

As a manager, you are often in a difficult position when it comes to changes and reorganisations. The changes usually come from above and it's up to you to take your team with you. On Thursday 14 November, in a free webinar, trainer Anna Maria from Learnit will give you tips on how best to tackle this. In this blog she will give you a hint.

Developing world

It is impossible to imagine changes within organisations without them'', says Anna Maria. "We live in a rapidly developing world, where we are not only constantly confronted with new developments, but also ask for them.

We find this development quite normal in our private lives. Every year and a half a new phone, with which we have to learn to work all over again: we don't turn our back on it. Or maybe a bit, but then we think it's worth it to spend the time and energy on it.

But during the work, the trainer argues, the situation is different. "Why? Much has been written about that. An important element in my experience is influence. If we have influence ourselves - we choose for the change ourselves - then we go for it too. But if the change is imposed on us, then it's different. Especially if we don't see them coming. So when we are managers or employees in a changing organization, we behave very differently than at home.

Vicious circle

Organizations should take that into account, according to Anna Maria. But that doesn't happen enough. Therefore, the majority of the change processes still get stuck prematurely or at least do not achieve the desired result. And that's another reason why it's hard to get your employees on board for the next change. The trainer speaks of a 'vicious circle'.

So it's time for a different approach. Anna Maria: Change is an integral part of working in an organisation. Make sure that employees and managers - at all levels of the organisation - are used to it, prepare themselves, and perhaps even be proactive. Turn your company into a learning, dynamic organisation. From content to process. From structure to culture. "Change is just.

Free webinar

Would you like to know more about this subject? In the webinar of 14 November Anna Maria discussed the issue of 'dealing with reorganisations'. Look it back here for free.

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This is how you increase your job satisfaction

The National Working Conditions Survey (NEA) shows that 18.1 percent of women and 16.4 percent of men experience burnout symptoms at work in 2018. More and more employees seem to suffer from stress, are overworked or, in the worst case, are sitting at home on the couch with a burnout.

Absence from work

These complaints are at the expense of the job satisfaction of employees, but they also cost employers an enormous amount of money. More than 35 percent of the employees indicated that work-related stress is also the main cause of work-related absenteeism.

"Employees are becoming increasingly critical about where they want to work.

Both employers and employees are increasingly asking the question: how can you increase happiness at work? Workplace happiness is not only a way to prevent stress and burnout symptoms, it also increases productivity and is also a good way to attract and retain employees.

Workplace happiness relates to the well-being of employees, making them more motivated and, as a result, more productive," says Learnit trainer Roeli.

Employees are becoming increasingly critical about where they want to work," says the trainer. She's prosecuting: The labour market is tight and employees no longer just look at their contract terms. Employers must do everything in their power to attract and retain people."

Psychological capital

In her webinar, Roeli discusses how psychological capital can contribute to less stress and anxiety, increased performance and, of course, more happiness at work. Psychological capital consists of four characteristics that everyone already possesses to some extent. You can increase these characteristics and this will help you to experience more job satisfaction.

Do you want to know what these properties are and how you can enlarge them? Register here for the course: Increase Workgroup Happiness.

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Situational management: how to offer tailor-made solutions for all your colleagues

What's the best way to lead? How do you get the most out of your employees? These are questions to which many of those in positions of leadership want an answer. When you search for a book about leadership on sales website Bol.com, you will get 39,336 results. Not surprising that many people with this abundance of information through the trees can no longer see the forest.

Adapting to the situation

In her webinar on situational leadership, Learnit-trainer Sandra created clarity about the different leadership styles and how to apply them. What exactly is situational leadership? Situational leadership is flexibly adapting your leadership style to someone else's situation and needs," says Sandra.

The four leadership styles

During the webinar Sandra explained the four leadership styles using the model of Blanchard. This model is based on task maturity, which means that employees have a certain degree of independence.

The leadership styles of the Blanchard model are: instructing, guiding, supporting and delegating. In addition, depending on the situation, you can act in a task- or relationship-oriented manner. Which leadership style is used depends on the personality characteristics of the manager, that of the employee and the specific situation'', explains the trainer.

"Every human being is unique.

Sandra emphasizes that each individual deserves his or her own treatment. Every human being is unique and by acting in the right way in a specific situation, you bring out the best in your employees and give them confidence that they can do it. In the end, you want them to be able to work independently on what they were hired to do."

Webinar

In her webinar Sandra explained step by step how you can get the best out of your employees through situational leadership. This free interactive session took place on the 27th of August. Look it back here!

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Why your company should have a mission and vision

A business strategy is more important than ever. The mission and vision are preceded by a strategy. The mission and vision are the compass of a company, according to Learnit-trainer Saar. For the company itself it is important to know what it stands for and what it wants to do, but also to attract new staff and the current team. Because of course you want new and existing staff to work according to the mission and vision of the company.

Greeshma and Vision

Mission and vision are often used interconnected. But what exactly is it? A mission is the foundation of the Organization. It is the norms and values of the organization, its identity. The underlying question is: what do we stand for? For the employees this is the deeper motivation to work with the company as well. When drafting a vision, the underlying question is: Where do we go for? So what do you want to achieve as an organisation.

' Without mission and vision, a company is Steerless '

Without a good mission and vision, a company is out of control'', says Saar. "The mission creates connection within an organization, is the basis of the corporate culture and the compass of the company.

,, Important in drafting a vision is that it distinguishes, inspires, is concrete and creative to the future. The vision is more flexible than a mission, the vision can change over the years, if the goals change as well. ' '

Woolly language

According to the trainer, the vision and mission of a company are often written in 'woolly' language. As a result, it is not clear to other parties what the company stands for and where it wants to go, but it is also not clear to the company itself. If this is not clear to the top of an organisation, it will seep through to the rest of the company. Which means the employees don't know why they're doing what they're doing. The company is then, as it were, a steerless ship,' says the trainer.

So formulate your mission and vision as concretely as possible, be distinctive and inspire your employees, Saar gives you a tip.

Webinar

Saar explained the mission and vision in her Webinar 'Mission and vision'. This webinar took place on Thursday April 11th at 13:00. During this interactive training she explained how you can formulate your mission and vision and translate it into practice. Look it back here!

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How to deal with resistance and conflicts in your team

Stress at work is occupational disease number one in the Netherlands. TNO's research from 2015 reveals that over a million people are at risk of burnout or other work-related mental illness.

36% of the work-related ziekteveruim is due to stress in the workplace. It is striking that mostly young people suffer from burn-out complaints: that is, 17% of employees between 25 and 35 years of age.

Work stress

This stress sickness absence costs the employers a lot of money: preferably 1.8 billion per year. Employees cite five causes for the development of work stress:

  • 44% has little autonomy at work
  • 38% has to do with high task requirements
  • 23% are victims of unwanted behaviour from outside the organisation
  • 16% are victims of unwanted behaviour within the organisation
  • 8% is bullied at work

Trainer Anna Maria of Learnit goes deeper into the causes. Many employees are still given a managerial position without having been trained to do so. When people are good at their job, they get promoted. And all of a sudden they have to control colleagues.

' Leadership is another subject '

"That's really another profession, it's sometimes underestimated", says Anna Maria. Employees even have to 'put up with' it a lot. Then you miss knowledge, but also time and energy to recognize and acknowledge any resistance and conflicts.

That's where things often go wrong, says the trainer. Managers choose to ignore the conflict, or act harshly, using their power. Both solutions are rarely good, says Anna Maria. Especially if the choice is not based on a consciously chosen strategy, but on frustration, irritation or a feeling of powerlessness.

Office Gardens

According to the trainer, the fact that workspaces are increasingly being converted into open-plan offices does not help either. Employees are used to being able to retire to a smaller room, alone or in a small group. Now that this is no longer possible due to the switch to an office garden, this causes extra stress, Anna Maria regularly attends training sessions.

The introduction of flexi-places also means that by no means everyone has a fixed place anymore. Looking for a workplace with your files under your arm has a stress-increasing effect, Anna Maria notices. "That leads to frustration. "These annoyances increase the likelihood of resistance and conflict.

Webinar

Anna Maria explains in a free webinar how to deal with resistance and conflicts in your team. During the interactive online presentation the trainer goes deeper into the causes and consequences and gives tips to reach a solution. Watch the session here back

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The modern leader is a coaching leader

A leader who does not consult, determines everything and keeps everything under strict control: is that still this time? We don't think so. Bottom-up communication is valued and employees want to feel that they are somewhat involved in the policy. The good leader may not exist, but in this blog we mention a number of concrete tips that can bring you closer leadership!

Shared Vision

It is important that this vision is shared by the employees and that your noses get the same way, however clichés may sound. In this way, there is a common commitment and an optimal team spirit. Furthermore, a good leader has a pick for finding the right people and putting them on the spot where they are best come to their right. A good leader leaves his employees free to a large extent in what they do and does not check or adjust them all the time. Of course you set a vision and an end goal, but then you let the employees do their job as they can best.

Freedom

It is important to set a clear goal and then trust your employees to get the job done independently and at their own discretion. When you are constantly on top of it, you block all creativity, own initiative and work pleasure of an employee. As a result, an employee can never improve or grow in a particular field. Good employees will leave the organization earlier because they feel inhibited, unappreciated or suffocated. Your task as a good leader is above all to create a situation and provide resources for an employee to do his or her work optimally.

Employee and Human

The person behind the employee is essential. If, for whatever reason, an employee is not well placed in his skin, his or her performance is affected and thus also the company. Therefore, it is important to be in continuous conversation with him or her at a certain height. It is important to know how someone is going, to applaud good performances or initiatives. The inlife should not be confused with a personal relationship building up. That is not your task in the setting of a company either. But you do interest for an employee. Make them enthusiastic about your vision and your ultimate goal and support them wherever needed.

Concrete Tips for Leaders

Perhaps it is somewhat obsolete to talk about the good leader, but there are certainly some concrete tips that reflect the basics of leadership:

  • Giving attention to emotions. Take employees seriously; This reduces the resistance.
  • Give yourself a good example, because why would employees otherwise show the desired behaviour?
  • Ask what is going on in the head of employees. This increases the sense of engagement and encourages policy development.
  • Take care of inner motivation so that everyone has ' sense ' in the change.
The above aspects are the basis of leadership and when you master the skills required, this makes you a lot more suitable.

Discover the leader in yourself

Do you find the tips handy, but are you looking for more floor and want to develop your skills? Do you want to know what leader you are and how you can hone your leadership skills to become a modern, coaching leader? Our training Coaching leadership may be a good training for you! If you are still looking for another training, you can feel free to scroll through our complete course overview to see which training suits you.

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Resistance in a reorganization: 5 tips for controlling change

The word ' reorganisation ' evokes negative associations with many employees, which is not always entirely unjustified. A reorganization is often the result of economic shrinkage, a merger or takeover. Redundancy, the merging of functions, relocation to another workplace and an increase in workload can be the result. Sometimes, however, a company's rapid growth is a reason to reorganize. Employees are often given challenging tasks and responsibilities, may welcome new colleagues on the work floor and have the opportunity to acquire new knowledge and skills. Workers generally experience this as a positive change.

Most people find changes scary. Whether a reorganization has positive or negative consequences for employees: it will always be accompanied by (some) resistance. Resistance is a normal psychological reaction: You say goodbye to the old situation and that is accompanied by feelings of fear, anger, sadness or uncertainty. Resistance can be expressed in various ways to employees: inactivity, lack of initiative, procrastination, indifferent attitude, emotionality or open hostility. How do you do this as a manager or a supervisor? We give you five tips!

1. Understand why workers oppose change

Some adventurers excepted, most people attach great value to routine, safety and comfort. A reorganization entails a lot of uncertainty. Employees are afraid to lose their jobs, not to be able to change and get a burnout, losing their current position in the organization or fear that the relationships with colleagues €™ s will come under pressure when people are out. Also, anxiety is a cause of resistance. Some employees love to start a new challenge, but other employees are afraid to fall through the basket.

2. Keep communicating

Being knowledgeable, gives people a sense of control. Therefore, employees who are dealing with a reorganization are happy with every piece of information. Give this information, even if you think it's only an insignificant detail. If you do not do this, there is a danger that employees will speculate. There are wild stories that create more turmoil.

3. Offer emotional and practical support

Communicating is not only doing communications, but also listening to others. Workers often feel that management is not interested in their concerns. That's why it's good to talk to every employee about what the organization means for him or her. In addition to the opportunity for employees to express their emotions, these conversations provide useful information to manage the reorganisation. Reassure employees about imminent redundancies and ensure that everything will be settled well. Help them in finding a new job. If employees are to perform a new position in the organisation, they will prepare them step by step, for example by following a course or coaching.

4. Be open to feedback

It is unfortunate if the management dislikes employees ' resistance as an obstacle to achieving organizational goals. Resistance and criticism can lead to new insights and creative solutions. Remember, employees are specialists. They can identify bottlenecks and provide solutions that management does not think about.

5. Brand Change readiness on

Too large a focus on resistance can lead to deadlocks. Therefore focuses on the change readiness of employees. Some employees have no difficulty with changes and will actively contribute to the process of change. These ' champions in Veranderin' play an important role in the demonstration. Also take stock of employees who show a lot of resistance to the talents they have in their homes to contribute positively to the reorganization. Point them to their potential: that will work motivating!

Training resistance in reorganisation: controlling change

In our two-day training resistance to reorganization: control of Change, together with an experienced trainer, you will be able to work with resistance in a reorganization. After following this training, you will manage to keep your employees motivated. You work together on a new beginning for the company, with new plans for new successes. Learn More

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Step-by-step plan to de-escalate aggression

When dealing with aggressive people it is important to know that aggression provokes aggression. Sometimes a way of looking, saying something or a certain posture can already provoke aggression. Interest can be interpreted as meddling ("Hey, what are you looking at?" Do I have something for you? "), while that is not meant at all. It is important to pay attention to your own way of communicating, because your behavior can be just those drop that the bucket is doing to someone else.

Non-Verbal and verbal communication play an important role in dealing with aggressive people. Of course there is a big difference between someone who is just angry and for example a robber. Sometimes it is good to let someone out raging, sometimes to show understanding and sometimes to run as hard as possible. Every situation requires good judgement. To help you get going, we'll share a global roadmap to deal with different forms of aggression:

1. Approach the other with an open posture

Aggression is often a reaction to a person or a situation. When you have an aggressive person in front of you, it is often your first reaction to react aggressively too. However, it is better to stay calm and to take an open attitude towards the other. If you react aggressively, the other will be worse and more aggressive with all the consequences.

2. Let the other express his or her anger by listening

It's best to get a piece of ' call ' in what the aggressive person has to say. If he can lose his story, he will be quieter. He feels heard and understood. Sometimes it helps the simple sentence: "I see that you are evil" already.

3. Summarizing and asking questions

Make an estimation of what kind of aggression you are dealing with To determine the continuation of the call:

In emotional aggression/frustration aggression:

Emotional aggression is often the result of an accumulation of frustrations. Take the problem seriously and let the other express his or her anger. For emotional aggression, do the following:

4. Understanding Show

Not for the aggressive behaviour, but for the situation. In the eyes of an aggressive person, he or she is wronged. Do not argue, but show understanding. One who feels understood, makes less stennis.

5. Giving Information

Explain why the situation is as he is. Tell calmly what exactly is going on and ask for understanding.

6. Offer solution

Try to find a solution together or yourself, or if this is possible an alternative. Offer a solution and link it to concrete agreements, as far as you are able to do so. If you are not the one who can or cannot agree on things, then get the person who can and should.

7. Positive closure

The best thing is if you can end the conversation in a positive way. A friendly word or a cup of coffee does wonders. Always close positively. And beware of sarcasm. Unfortunately, it will not always be possible for the other to make a positive move. But make sure you close the conversation positively.

For instrumental/Targeted aggression:

In instrumental aggression people use aggression on purpose. They demand something and because they think they don't get it for each other, they have the idea to get it through aggression. This is why you have to draw your limits before. If it is needed pretty soon though after step 1.

4. Setting limits

Border control is very important in dealing with aggression. This to be a professional To be able to respond properly. For example, say (kindly but decide) that you want to listen and talk, but not if they behave like that.

5. Offer solution/Choice

Give the angry person the options that are there. In The waiting room of the infirmary: "You can choose: you are going to sit quietly, you will be helped immediately. Or you are not going to sit, but then I call the surveillance now. "

6. Exit

If the solutions given are not sufficient, please indicate clearly that there is no other option than the choice to work or stop. Be very positive here.

Follow Training

Aggression is at least more manageable and brings less suffering when you get more instruments to recognize violent behavior early, to de-escalate, and to obtain a clear picture of your own behaviour in the situation. With the help of professional actors, these skills are fully developed and rediscovered in our training Dealing with aggression and (verbal) violence and the specialized variant Aggression Training for Boas. Link

Use and necessity of aggression training

Violence in the public area is increasing. We are increasingly reading headlines like "Steekwerend Vest in Haagse trams", "conductor to hospital after abuse" and "security victims often victim of violence". A behavioural and cultural change is undoubtedly necessary, but the impact of aggression can be reduced by thorough training.

For Boas, security guards, conductors, desk staff, agents, bailiffs, teachers or other professionals working in the public space, we have therefore developed two aggression trainings. These trainings provide tools to:

  • To better understand the physical and mental effects of aggression;
  • To recognize aggressive behaviour early;
  • To be able to anticipate this behaviour quickly;
  • De-Escalating to act;
  • Assertiveness further develop and
  • Mapping your own behaviour through video analysis.

We do this by working with professional actors, a proven program and by offering the training very tailor-made. As a student you always have a connection with your own work situations, because we take this as a starting point when developing practice exercises.

We offer two training variants:

After following one of our aggression trainings you will stay (better) in balance and you Are (DER) in difficult situations. Please contact us via info@learnit.nl or call one of our training advisors to discuss the possibilities (020 6369179). [link]

Nomination Professional Award Trainer of the Year!

The Dutch order of professional trainers (NOBTRA) has announced the nominees for the election of ' Trainer of the Year '. ' Trainer of the Year ' is the prize for the person who, according to colleagues and clients, is the best trainer in the Dutch language area. This professional award introduced the NOBTRA in 2011. On the 25th of September the jury will be making a effort during the ' Day of the Trainer '! In Bussum we know who can call themselves the next year ' Trainer of the Year '.

We are very honored to have been nominated for this title by the head of our communications and Management department.

What do you think is the meaning and value of a professional award as the title ' Trainer of the year '?

The NOBTRA aims to recognise, test and develop professional trainers, inspire and bind and defend the profession ' professional trainer '. According to the NOBTRA, an ideal trainer is a trainer who:

  • Has a bachelor's degree and working level;
  • has a relevant and accredited trainee training, and therefore has a broad theoretical knowledge in the field of learning and behaviour, communication, didactics, group dynamics and work and organizational science;
  • Two years of work experience;
  • Can show a professional basic attitude;
  • Reflects on its own work and development;
  • durably professionalizes;
  • can develop and implement a training proposal that fits the client's demand and has the skills to guide learning processes in a motivating and clear manner.

As a result, such a professional award also gives our customers an idea where the quality is. Due to the presence of professional awards, the development of our trainers and qualitative didactic ideas is stimulated even further. It is a kind of hallmark for our customers and gives confidence towards our participants and the organizations we train. It is an honor to be nominated for this. It gives recognition to the training business. That which I do with all my being and in which I believe in is also appreciated by our clients and participants. Beautiful as it meets!

What do you think is a ' Trainer of the year '?

General: recognition of quality and an exemplary function for others. Someone who approaches a path for others in the rapidly changing training jungle.

Specifically what is the essence of training for me: Reflecting and developing are two concepts where my passion is for years, in the widest sense of the word. With customers this results in beautiful, insightful advice interviews, coaching, training and (team) coaching. To increase insight into own ability and to investigate which beliefs may hinder the other to take a next step. By listening carefully what is (not) said, a mirror to hold and to join the customer. I want to put people on the move from contact and connection and from the conviction that each participant knows best what is needed, but sometimes it needs a push in the right direction. In particular, my approach is to create a safe environment to go out of your comfort zone, experience action-oriented exercises that can be confrontational, but where laughter is certainly not lacking. Each training, group and individual is different, and therefore always customization. I find that fun and instructive! For me, the Trainersvak means continuous reflection and self-growth.

I am doing my work with great enthusiasm and I am not even a long-time teacher. Since last year I work alongside my job at Learnit Training as trainer at ' The School for Coaching ' where I take care of the ' Learning course Coaching for Professionals '. An incredibly beautiful new step in my need for deepening and development. The transformation that participants are through is beautiful and gives an even deeper meaning to the role of supervisor.

My vision for our department at Learnit Training: In our trainings and during coaching and advising we work from (COM) passion with our customers. We believe that a good connection with our customers is crucial for good cooperation. We naturally continue to develop and challenge ourselves. Joining the customer's practice and integrating it into every program is self-evident. Confronting the customer occasionally, pointing out possible effects and keeping the result in mind makes us a pleasant partner for organizations and also frequently ask for them. So I also think this is what a trainer should have in the house.

What does this nomination mean to you?

A beautiful recognition, and at the same time it is also stimulating to develop myself. On the other hand, this makes it more familiar to organizations and customers for Learnit Training. I am also proud of our company and my colleagues that it has managed to put down what we are now in trainers land and that I have been part of it for 12 years. That I am the trainer I am now is also thanks to Learnit Training, where growth and development are always stimulated.

How would you like to give the title if you can bear it?

Anand : I've ever started training psychology students in college. Where the first years in particular was about training above the water surface, concrete behaviour and becoming more effective in your actions, I transformed as a trainer by going more and more into what is happening under that water surface. By giving confidence, actually listening to what the participant is telling and investigating there, it became possible to accept for the participant how it really was and possible behavior to adjust if desired. In recent years, now that I advise and train with large companies, my interest has expanded to the systemic work, the context that influences and give recognition for undercurrents that are of great influence. Training is certainly not at all the answer. I hope that I will be able to expand and develop this more in the coming years. Increasing the visibility of companies that a quick fix does not exist and that deepening, being connected to your employees and being really interested in each other in addition to taking into account the business results, is a golden combination. And that occasionally a training can be very effective and valuable (if this is inspired and given enough reflection!) but not the answer is on everything. I want to do more with it, with or without the title.

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Criterion-oriented interviewing using STAR

Behavior in the past is a good predictor for future behavior. To be able to find out who you are in front of and what the person has in his march, it is important to know how the applicant acted in practice. The STAR-question methodology can be useful to test your selection criteria and determine whether the candidate fits within the specified job profile.

STAR stands for Situation, task, action and response. It is an interview technique in which questions are posed according to a certain pattern, based on a concrete situation from the applicant's work history. STAR stands for:

  • Situation: The situation in which the candidate was located.
  • Task: What was the job of the candidate? What was expected of the candidate in this situation? Where was the candidate responsible?
  • Action: What has the candidate actually said or done (or failed to do)?
  • Result: What was the effect of the action or actions? Did this result meet the expectations (Task)?

If you want to find out whether the candidate has the right competencies during the interview, you can ask questions about this by using the STAR-question method. For example, suppose one of the desired competencies is result-oriented, you could ask the following questions:

  • When do you unfinished matters? Let's give an example of this. What was the effect of this? What action have you taken afterwards?
  • Can you give an example in tenacity with achieving your goals?
  • How do you make appointments about the result you want? How did you do that in a previous project? How did you get these results?

In Our training star conversations, you are going to practice with criterion-oriented questions, based ON the star methodology.

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The job profile and selection criteria

The Job profile

Finding the right candidate begins with the mapping of tasks, requirements and desired competencies; These together form the function profile. A function profile gives guidance and can serve as a basis for the vacancy. A job profile describes:

  • Which tasks the new employee will start executing;
  • The position of the function within the organisation;
  • What responsibilities and competences the employee receives;
  • Regarding the employment (number of hours, form of the contract, pay) and
  • What are the working conditions.

When creating a job profile, it is important to map environmental factors in addition to the above points:

  • Where does the new employee work?
  • How is leadership given?
  • What is the average age?
  • How is the atmosphere in the department?
  • How is the atmosphere in the department?
  • How are new employees taken care of?
  • Is there a working period?

Because you have a clear picture of the environmental factors, you can write a focused job profile and a clear vacancy text. Take the time here, because incomplete or general descriptions result (CAN) respond to applicants who are not appropriate and on the other hand leave the new employee early because the function is in reality different than expected.

Keep critically looking at desired and minimal requirements for the function. If you set too high demands you increase the likelihood that your suitable employees are going down, but if you have too low demands you will probably get (too) many reactions. Therefore, discuss the job profile with the direct manager of the new employee, or other employees who have a good view of the function. They may have good input.

Selection criteria

After you have created a job profile, you can start thinking about the selection criteria, in other words: what knowledge, experience and competences should the new employee have? To map the selection criteria, you can take the following questions as a starting point:

  • What is the required and/or desired training background?
  • What competencies should the new employee have?
  • How much work experience should the new employee have (in the Work field?)

After you have set up the job profile and selection criteria, you can bring the vacancy out through various media. From the entered reactions, you select, the relevant manager or HR a number of candidates and invite them to a conversation. A number of candidates are finally selected and invited to a conversation. For this first selection of letters, use the job profile and the pre-established selection criteria. You can then test the selection criteria with the applicant by asking criteria-based questions during the interview, starting with the STAR-question methodology.

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Drawing up a development and improvement plan

The preparation and the interview

In order to be able to conduct a constructive conversation with employees about their development and improvement, it is important that the supervisor actively engages the employee in the interview. Prior to this, both the manager and the employee can prepare themselves by answering the following questions:

  • How do you find that it is currently going?
  • What's going well? What are you happy about? What competencies are you satisfied with?
  • What could be better? Where do you run into? What competencies should you develop (further)?
  • What do you want to achieve? What goals have you set for yourself?
  • What steps should you take? Who or what do you need?

Please make sure that more than two weeks prior to the call are sent to the employee, including explanations and purpose. The employee sends the questions before the call returns to the manager or can take them to the interview. By being clear about this towards the employee, the employee knows what is expected of him. By also challenging and inviting the employee to think along, the employee's ownership is increased. This prevents the supervisor from devising anything or having to come up with solutions. The setting of open questions and silences is a promotion of the employee's thinking process.

Elaboration of the improvement or development plan

Let the employee develop the improvement or development plan. In this way, it will also be the employee's own plan, rather than being imposed by the supervisor. An improvement or development plan might look like this:

  • What are the short-term development or improvement goals (0-1 years)?
  • What are the medium-term development or improvement goals (1-3 years)?
  • What is the prioritization of these goals?

For each goal, answer the following questions:

  • What action or actions should I take?
  • What action (s) is/are required to achieve this goal?
  • What does the timetable for this purpose look like? (Including bi-weekly alignment with manager)
  • What challenges or problems do you expect?
  • What is the result if this action is completed?

Do not leave the conversation report in the LA and make appointments in the improvement or development plan as concrete as possible, for example by setting SMART targets.

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Benefits of improvement and development plans

Pay attention to the development of employees, has dozens of advantages for both the employee, the manager and the organization. A top 3 of these benefits are explained below:

The benefits for the organization

Smaller absence and expiration

Employees who are supervised in their work and receive attention from their supervisor and from the organisation are more satisfied with their work. This is because they feel they are doing it. This is characterised by the less complaining, the absence is less and the gradient is also smaller. Employees who are satisfied with their workplace remain with the organization and prefer to grow instead of moving to another organisation. Growing within its own organisation, it expresses recruitment and selection costs.

Employees have affiliation with organisational objectives

Being aware of the level of development and the development potential of your people ensures that you can better connect with your team or department to organisational objectives or at least know what is needed to join. Organisational objectives can be translated into departmental or team goals; They are then translated into individual goals of employees. By focusing on these different goals, you can make them more closely connected. This will ensure that your employees do the right things for the right reasons.

Distinctive character as organisation/attractive employer/remaining

Organisations that give attention to the development of their people are more attractive employers. Employees see these organizations as organizations that care about their people. As mentioned earlier, time and attention is crucial for employees. Attention to the development of employees ensures that you will distinguish yourself as an organisation.

The benefits for the executive

More binding, less surprises

By giving attention to employees as a manager, the relationship of trust is increased. Executives who are in good contact with their employees are quicker when something is going on or when an employee is underperforming. Continuous conversation will prevent surprises. If they do occur, the supervisor is in time to adjust when necessary. More attention will also be paid to your employees for a higher level of motivation.

Time saving

On time to see when to be adjusted is achieved by staying in touch with your employees or by having view of others. When it goes less well, it can be spotted early on, so that you can prepare an improvement plan in time, rather than running behind the facts. The timely mapping of what needs to happen or what is going on makes it easier to intervene. This provides long-term time and effort.

More widely deployable employees

Developing employees and viewing what they can, gives opportunities for the team or the department. The talents and ambitions of your employees are of crucial importance. After all, you know who is good at and where the person wants to go. Also by letting your employees walk with each other, you make sure that they are used more widely. This will strengthen the value of your employees. By being in contact with your employees, you will also get more on unused talents.

The benefits for the employee

Moment of attention

Because the pressure is being boosted in many companies, attention is often paid to staff. But that is precisely where employees have a lot of need at those times; That they are being listened to and that they have the feeling of doing so. Engaging in conversation with employees is a form of attention. It strengthens the bond between employee, manager and organisation, which can contribute to greater employee satisfaction.

(By growth) possibilities to another function

By making it possible to discuss the possibilities within the organisation and to adapt it to the ambitions or wishes of the employee, opportunities can be created for both parties. By continuously talking to each other about this, you can be well sent here. An adaptation or increase of work, or the walk-in with a colleague, is often a first step needed to grow to another function. This makes the talents of the employee optimally used and also prevents them from being rusted.

More varied work or more specialised work

Developing skills in the breadth or specializing in depth depends on the possibilities and needs of the organization, employee and manager. Development is not only promotion, training or salary increase; In particular, it has to do with the development of talents. In this way, employees are given the opportunity to develop their talents and become better in their profession.

Learnit Training offers training for organizations, executives and employees in the field of communication, management and personal development. Please contact One of our training advisors for advice or a free quote.

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The improvement and development plan

Employees often feel most valued when the supervisor listens to them. Attention to (your) employees is therefore of great importance. The Performance Management Cycle offers handles to develop and supervise staff throughout the year. An improvement plan is drawn up when there is a reason to make improvements in the work. A development plan is about growth and development, even when there is no direct reason to improve. Both plans can result from the same conversation. Depending on the content and purpose of the conversation, it becomes a development or an improvement call.

The goal of a development discussion is that employees can grow and develop, with the starting point that we work with pleasure and enthusiasm to achieve the organisational objectives. A development interview forms the basis for an open working environment between employee and manager.

A development call focuses on:

  • The improvement, deepening or widening of the exercise of the present position;
  • The ambitions and talents of the employee: what are the ambitions and talents and how does the employee put them in the best possible way?

A development interview takes place at the beginning of the year. Together with the employee, we determine what ambitions-and what goals-the employee has and what needs to be done to achieve these goals. These can be both short-and long-term goals. During the appraisal interview in the middle of the year, the extent to which the employee is on the right track and what else can be done to stimulate development can be looked at. It also looks at how someone works in his current work. Characteristic in this conversation is that it is two-way traffic. The manager is less at the word than the employee.

At the end of the year, an assessment will be carried out on the functioning and the objectives already achieved. If someone stagnates or has achieved insufficient results, an improvement plan can be drawn up. In an improvement plan, goals are set and made concrete to which the employee must work in order to get a positive assessment again. It is closely monitored to achieve these goals by going to the table at least once every two weeks and discussing progress. The employee is expected to take initiative and demonstrates his development and thus improvements. The goal of an improvement conversation is that the employee will be working well during his next performance interview and his development is progressing.

What should an improvement or development call meet?

There are several forms that can be used for both the development and improvement conversation. In our trainigen we go deeper into this and we look at which questions are best suited for your organisation. It is important that the employee is activated to think about his own development and improvement. You can stimulate this as a manager by asking open questions, dropping silence and stimulating the input by actively listening.

Question Techniques

To give a picture, here are some interesting questions that you can use in a development interview:

Current situation

  • Is the employee currently satisfied with his current job?
  • Does the job fit in with his knowledge, experience, talents and ambitions?
  • Does the employee wish to update tasks within his current position? (Think, for example, a widening of tasks, deepening of tasks (specialisation), a coordinating role, no more exercising tasks etc.)
  • What improvements do the employee and the supervisor see in the current work? (Think, for example, new tasks, working more efficiently, gaining new knowledge and putting them into practice, sharing knowledge with colleagues etc.)
  • What does it take to achieve the above points and what does the employee and the manager do about this?

Ambitions

  • Does the employee want to change function within two years? (Think of promotion, horizontal by growth or a function with fewer responsibilities etc.)
  • What ambitions does the employee have in the longer term?
  • What is needed to achieve the stated ambitions of the employee within the two-year period and what can be agreed between the employee and the supervisor?
  • Is it clear to the employee and manager what career opportunities there are within the company?

Talents

  • Which talents does the employee have, which make him stand out and he can do well?
  • Are there any talents that the employee has and who are not (yet) not or insufficiently deployed in the work?

Are you a manager and would like to be supported in carrying out the different conversations from the conversation cycle? Or are you an employee and would you like to get started with your development points? Please contact One of our training advisors for advice or a free quote.

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5 tips for steering on development

Tackling appraisal interviews in an inspiring and results-oriented way? Use this conversation as a motivating control tool. We have compiled 5 tips for you:

1. Put a 360 degree feedback tool in

The 360 degree Feedback tool is a tool to analyze the functioning of an employee on an individual level, using multiple evaluators. By combining different observations, a complete picture of the assessed employee is created and competencies can be measured. In Many cases colleagues are asked of equal level, but also (other) executives and even customers can be asked in their opinion. The goal of the 360 degree feedback tool is to outline the widest possible picture of current behavior in a work situation. In this way, both the employee and the manager get more insight into what they can do. Read more about 360 degree feedback here.

2. Make use of core quadrants

A core quadrant assumes positive traits that the employee has already had from childhood and that they are so own that they form the "core" of the employee. Too much of such a trait is too much of a good and is a trap: The employee can shoot through and others can get annoyed with the employee. Because the employee is so familiar with the quality the trap is often a blind spot. The employee can work on his or her pitfalls by looking for something that is positive about that: a trait that can compensate for the trap, or: a challenge. Too much of the challenge (so too much of a good one) is negative again: an allergy. Read More about core quadrants and how this can be used. The purpose of using the core quadrant is to create insight into its own effective and ineffective behaviour, whether or not in collaboration with others. Let the employee think about his or her core quadrants, with the model below as a starting point (source: Daniel Hara):

3. Provide conditions that motivate the employee

When employees deliver a good job, executives usually conclude that they are well-motivated. Usually, however, motivation patterns relate to things that go beyond the function or certain tasks. People get motivated by things like value of work, expertise, creativity, affiliation with the group, autonomy, security, status, personal development and material rewards. Getting satisfaction from the work is very important: as a manager you cannot motivate the employee, only the employee himself can indicate that he or she becomes motivated. However, you can take care of circumstances that work motivating. Asking questions to the employee is crucial. Together with the employee you can find a new balance between the expectations of the employee and what your organisation can offer. This can be discussed during a performance interview, after which new appointments are made.

4. Involve the employee actively in the process

During the appraisal interview it is important that the employee is central: let the employee prepare the conversation himself, with the supervisor supporting it by contributing a list of topics. The supervisor can make some subjects obligatory and let the employee choose some subjects. The employee will send the preparation to the manager prior to the call, so that the supervisor can prepare for the interview as well. After the interview, let the employee write a report. By putting the appraisal in this way, the responsibility and ownership of the employee is increased. The employee is also responsible for his or her development process, which can provide increased motivation (see tip 3).

5. Do not let the conversation report disappear in the LA: "BE SMART"

A performance interview only makes sense if it leads to concrete actions and measurable results. Intentions that are well formulated are easier to make. By setting goals and realising the results in this way, there is more clarity. The "BE SMART" method can help:

  • B = Animated "Believe in what you do, and do what you believe in"
  • E = Energy Put energy on it, it doesn't go by itself
  • S = specific Make the intentions specific. What, where, when, how much, with whom? In which situations do, in which not?
  • M = measurable Please specify that progress and the final result can be measured
  • A = acceptable for the employee and for others Consider what is possible for the employee and others
  • R = realistic and relevant Know the possibilities and constraints of the employee and make a good estimation of reality. Know what kind of employee (and his or her environment) it is important if this intention is realised
  • T = Traceable Is it in time to follow? Is it clear when it is "off"?
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The difference between performance and assessment interviews

In practice, the appraisal interview is regularly confused with the interview. Both discussions are about assessing and operating the employee. The difference is in the interpretation and approach of the conversations:

Assessment Interviews

  • One-way: The supervisor gives an analysis on the functioning of the employee
  • Character: Judging
  • Executive role: Evaluator
  • Focus on: Performance of the employee whose result is fixed
  • Purpose: To make decisions based on measurable results
  • Key question: What results have been achieved?
  • Timetable: the Past
  • Method: Assessment Form
  • Frequency: Occasional
  • Relationship: Hierarchical
  • Subject: The employee
  • Speaking time distribution: The leader is the most speaking
  • Result: can be linked to promotion and/or discussion of salary increase, may give rise to a change of tasks or functions (possibly dismissal)

Appraisal interviews

  • Two-way traffic: Both sides can insert points
  • Character: Problem solving and accompanying
  • Executive role: Coach, facilitator
  • Focus on: The development of the employee by aligning the goals of the employee and the organisation
  • Purpose: To enter into the conversation
  • Key questions: Where should adjustment be made? What are the possibilities of the employee/organisation?
  • Timetable: the future
  • Method: Motivating Conversation
  • Frequency: Periodic
  • Relationship: equivalent: There should be no great power distance between the employee and the (direct) Manager
  • Subject: The employee and the manager
  • Speaking time distribution: The employee is the most speaking
  • Result: can lead to adjustment, training or training in the context of further development and other responsibilities.


  • In our training performance and assessment interviews , you will learn to conduct performance and assessment interviews in a professional manner. You will gain insight into the usefulness of the different forms of conversations and you will learn when you bet. We train you extensively in different conversation techniques, so that the conversations are smooth and especially fruitful. Negative assessments and awkward (emotional) situations are also addressed. At the end of the training you will know how to prepare yourself well and what steps you need to take to ensure that the conversations work effectively and motivating.

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    Support for Learnit Training

    Making the most of the capabilities of your employees or yourself leads to better performance in your organization. Learnit Training supports the proper conduct of personal and professional development. We are specialists in the field of communication and conversation techniques and help you to make the right nuance in the conversations you carry out. Whether you are a manager or an employee. The learning and development needs of yourself and your organisation are our starting and ending points.

    Translating organizational goals through departmental goals to individual results are steps that are required to make results-oriented appointments per employee. It is often difficult to achieve these goals as concretely as possible. Because of our extensive experience in a wide range of organisations, we know where organisations run. It is precisely the clear envisioning of the different goals and the results associated with it is what someone can do from the outside. What is needed to achieve organizational goals is a question that we translate into a concrete level, for all layers within an organization. In order to achieve this as concretely as possible, the desired behaviour and competences are also mapped.

    In order to get a complete picture of the learning objectives and expectations, an intake will be taken by the trainer prior to the training, with the contact person of the training and (single) participants. During the training we work with practical examples, questionnaires, short theoretical documents and discussions, so that the participants get knowledge and insight in varied ways. At the end of the training the participants will receive a certificate and the training is evaluated in writing. If there is a need for additional support or gain and more knowledge, deepening is possible through a refresh, individual training or personal/team coaching.

    Interested? Please contact One of our training advisors for advice or to Request a free quote .

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    Benefits of an efficient conversation cycle

    By systematically getting started with the conversations from the PMC this saves time. The structure of the conversations also yields more efficiency, making this time. The advantages of the PMC are not only for the organization, but also for the team and employees themselves.

    Benefits for the organization:

    • If one knows what is feasible, then the expectations are clear and one knows where one can appeal to each other
    • If the management achieves measurable targets and the employees continue to develop, the organisation will continue to run and it will be ready for the future

    Benefits for the team:

    • Good results and personal development is visible and measurable
    • The manager of the team can manage, monitor and coach
    • A manager who achieves his goals knows that he or she is steering the team well

    Benefits for the employee:

    • The employee can check and adjust themselves in the interim
    • The employee knows what the competencies are and the results that need to be achieved, which increases the motivation to further develop and achieve new results.
    • No one can do without attention, everyone needs it. Through the PMC everyone gets attention, all year round.
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    Cyclic leadership: Giving direction to behavior to achieve results

    The new work will ensure that a new way of dealing with tasks and responsibilities is found. Employees are (increasingly) given more freedom to set up the work in their own way, but also more responsibility for their own results and development. Results are becoming increasingly important. The Performance Management Cycle (PMC) is a cycle that helps and gives direction to behaviour that is needed to achieve those results.

    Cyclic management is characterised by three conversations during the year. It focuses on working with objectives and results to be achieved. The three conversations involved are the planning interview, the progress meeting (also called Performance interview) and the assessment interview:

    • Scheduling conversation: In The planning interview, appointments are made between employee and manager about results and development. This conversation is about the coming period.
    • Progress Meeting: The progress meeting looks at the results achieved so far, in line with the agreements made. Also this interview focuses on the further development of the coworker in the future.
    • Assessment Interview: The assessment interview will eventually assess whether the agreements made have been achieved on results and development. On the basis of this reward, or not a reward will follow.

    The three calls from the conversation cycle connect to each other. By evaluating the good and improvement points of the last period in an objective, respectful way, the progress of these conversations is optimised. In addition to these conversations, feedback interviews also take place. No new facts may be on the table during the progress or assessment interview. These facts have already been noticed before and are discussed in a feedback interview. The aim is to keep finger on the wrist and adjust it where necessary.

    By targeting the development of employees throughout the year, this provides benefits and results for both the organization, the team and the employees themselves.

    Training Management

    As a manager you have the goal to achieve results. You do this not only, but together with your employees. How do you make sure you get people motivated to work and act decisively to achieve organizational goals? Leadership is not always easy, but is certainly good to train. Therefore we work in our management trainings on different skills, so that you are firmly in your role as a manager.

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    2015: The year of the Performance Management Cycle (PMC)

    It is probably not to be lost: 2015 is a year in which changes in law are changing for both employer and employee. In order to ensure that both sides do not disassemble, but rather come closer together, a well thought-out discussion cycle is of great importance. That is why the Performance Management Cycle (PMC) is central to the communication and Management Department of Learnit Training this year. Both employer and employee benefit from a consistent way of managing results and development. We Notice that there is an increasing need for an insightful way to do this and Learnit Training will gladly support you here.

    The PMC is an acclaimed way to bring more consistency in policy, guidance and the development of yourself or your employees, so that both employer and employee can consistently focus on results throughout the year. The conversations between employer and employee are linked throughout the year and are no longer limited to twice a year. In addition to performance and assessment interviews, the PMC also pays attention to progress, development and planning interviews. In 2015 you will therefore receive newsletters, tips, advice, (free) webinars and inspiration from us on (among other things) the following topics:

    • The PMC explained (February)
    • Progress Interviews (April)
    • Develop conversations and improve plans (June)
    • Perform job interviews and recruitment conversations (September)
    • Conducting assessment Interviews (October)
    • Make planning calls (December)

    Do you already know where you (r team) want(s) to grow in this year? Perform one of the following actions to indicate which questions you have or want to receive more information or advice about. Our trainers, consultants and planners are happy to think along with you.

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    Meet two communication and Management trainers

    Learnit Training consists of a number of enthusiastic trainers. Get to know both the people of the team and Leah, who are responsible for developing our communication and management trainings. What do they think is important? And what drives them to develop and give these workouts?

    Carlijn

    Growth and development: these are the two concepts where my passion has been for years, in the widest sense of the word. With customers this results in beautiful, insightful advice interviews, coaching, training and (team) coaching. To increase insight into own ability and investigate what hinders the other to take a next step. By listening carefully to what is said (not), to keep a respectful mirror and always to join the customer. I want to put people on the move from contact and connection and from the conviction that each participant knows best what is needed, but only a little push in the right direction. My approach: In a safe environment, experience action-oriented exercises that can be confrontational, but where laughter is certainly not lacking. Each training, group and individual is different, and therefore always customization. And what is that fun and instructive!

    Leah

    Achieving a eyeopener in people is my goal. How that goes is different every time. After all, there are several roads leading to Rome. This also applies to training and change projects. These are different every time, with other people and new goals. Every time the depth is in, every time knowledge on it. Deepening and widening: that keeps it exciting! The challenge is to stimulate people to take full advantage of their capacities. Always a step further, always a little better, so as to achieve the best result. Every step counts, both for students and for me. Also a small step is a move forward. Because how can you be bigger tomorrow than today, if you dare not grow today?

    Learn more about our trainers. Keep a close eye on our newsletters and website.

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    4 Tips for Leadership

    The modern manager is proficient in many disciplines. Things like a firmly entrenched structure, transparent and clear communication and an inspiring vision are absolute conditions for the team to achieve an optimal result. Our trainers give you four essential tips for contemporary leadership:

    1. Coach your employees: by listening carefully, asking questions and jointly examining where the need lies, your employee is motivated to take responsibility for his work.
    2. Immerse yourself in the group dynamics within your team: This lets you know what's going on, increase your involvement and better coach your team on (organizational) goals.
    3. Also give attention to the undercurrent: what feelings and emotions live in your team? Keep yourself informed and respond if necessary.
    4. Keep an eye out for the bigger picture: focus on details, but always bring it in relation to the higher goal for which your department or team is responsible.
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    The power of the team coach

    Reorganizing: The magic word in times of crisis. Far-reaching changes for organizations, teams and individuals are daily costs-many people have to make themselves or through their environment with reorganizations. A reorganization can be associated with renewal, improvement and a chance to clean up the ship. But not all the consequences of a reorganization are equally rosy.

    In addition to the fact that jobs are often lost, workers have to get used to the new situations in which they end up. The ' survivors ' must say goodbye to colleagues and old, familiar methods and protocols. Because fewer people are employed, the workload increases. New teams and socio-hierarchical links are created. This combination of factors can cause stress, irritation and uncertainty: things that do not benefit the productivity of both individual and (new) team, while that is precisely the purpose of the reorganization. How can companies ensure that a reorganization has the desired effect?

    Coaching can play an essential role in successful reorganizing. Individual coaching can be of value when a specific employee is not functioning properly and has mental and/or physical complaints. In time to draw the bubble is of great importance, so that someone in an individual trajectory can be supported, for example, to get used to changes in position or team.

    But it could also be that a team as a whole is not functioning well and here comes team coaching around the corner look. Team coaching is a powerful tool to get the utmost out of a team, even (or: right) under the difficult and changing circumstances that entail reorganizations. Sometimes teams or departments are consciously or unconsciously maintaining patterns, beliefs, and behaviors that no longer fit into the new work context. Team coaching focuses on the team as a whole, creating a new way of thinking and working. A team is more than the sum of its parts; A change can be a real success when worn and lived by the whole team.

    Team coaching assists teams in finding and finding thresholds, but also has a preventive effect when new teams are set up. Important here is the complete external role of the team coach, which is completely outside the system and therefore can operate freely and openly. One of the core lessons that the coaches are trying to bring about is learning to realize that the heterogeneity of a team-the differences between the members causing conflicts so often-is precisely the strength of the team. Attempts by both executives and team members to homogenise employees lead, more often and more intensely than the actual differences, to an unpleasant and non-productive working atmosphere.

    Coaching a team is the way to maintain a healthy mirror for failed teams or even to prevent this from being needed. More (together) work pleasure, reduction of absenteeism and increase in productivity are the positive consequences of this.

    Want to discover what team coaching can do for your team? Read more information about team coaching on our website request a free quote or plan a conversation with one of our specialists via 020 6369179 or info@learnit.nl

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    Increase public violence: what to do?

    Verbal or physical violence against professionals in the public space has taken off in recent years. Conductors, municipal desk clerks, bailiffs, parking attendants and BOA's: the emancipated citizen is increasingly taking his or her grams and this is increasingly accompanied by all kinds of violence. Even people who have the best interests at heart, such as social workers, become victims. The national SIRE campaign that has been putting the increasing violence against the police, ambulance and fire brigade on the map for several years now is fresh in everyone's memory and seems to be bearing fruit.

    But as mentioned earlier, other public officials are also increasingly confronted with various forms of violence, such as private security guards. Two-thirds of them, in a sample of 800 people, indicated a few months ago that they had been victims of (sexual) harassment, discrimination and physical and verbal aggression - the latter form being the most common. In addition, a quarter of this group reported that they suffered greatly from these confrontations - from stress, insomnia and less pleasure at work to psychological and physical complaints.

    Of course, there is no justification for this increasing victimisation. A renewed relationship between citizen and public professional is needed and this behavioural change is at the heart of, for example, the aforementioned SIRE campaign.

    But that does not alter the fact that the government has drawn up a number of guidelines to reduce violence and aggression against professionals in the public domain. One of those points in the Safe Public Duty programme is the guideline for organisations to train staff in preventing and dealing with aggression and violence. However, only just over half of, for example, private security officers have received such training, although it should be noted that a large majority believe they know how to act through practical experience, for example.

    Nevertheless, there are always possibilities to improve this action considerably. At the very least, violence becomes more manageable and inflicts less suffering when professionals are given more tools to recognise violent behaviour at an early stage, to de-escalate it and to obtain a clear picture of their own behaviour in the situation. These skills are, with the help of professional actors, fully developed and rediscovered in the training Dealing with aggression and (verbal) violence and the specialised variant for BOA's, both developed and taught by Learnit B.V.

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    The webshop: Chance or threat?

    Recently, it became clear that the Dutch placed no less than 88 million online orders in 2012 - an increase of 13 percent compared to 2011. It also became the year in which web giant Amazon purchased a robot system that, to put it simply, enabled same-day delivery: you order the product in the morning and receive it in the afternoon.

    But in addition to this growth and technological development of online activities, it was also the year in which the 'offline' retail sector in the Netherlands suffered heavy blows and consumer confidence was lower than ever. The Voor de goede zaak project, initiated by Dagblad van het Noorden, brings together expertise and small and medium-sized businesses to boost local retail. Learnit also thinks along: what can the retailer do to turn the tide?

    In fact, there are two options. First of all, the shopkeeper can take full advantage of intensifying customer contact and making the most of that one important ' offline property ': Making personal contact with the customer. Make a correct assessment of his wishes and possibilities. Achieve customer loyalty. But also a host – to present the shop as a hospitable, pleasant establishment where all the expertise around a product or service comes together. With training as customer-focused work and sales skills face-to-face for shop staff , this option is largely to realize.

    Secondly, the motto 'If you can't beat them, join them' can apply to the retailer: build your own webshop, be optimally accessible online and give the customer the opportunity to arrange everything via the internet. The customer potential expands enormously, of course, and by offering shipments, the retailer is no longer solely dependent on the local economy. Here, too, Learnit meets with the training course Webshop building with Joomla! and VirtueMart, in which people without programming knowledge are enabled to design their own custom-made webshop.

    But a combination of customer-oriented work and expanding online activities is of course the most desirable. When the shop is easily accessible both online and offline, exudes expertise and offers reliable services such as fast dispatch and complaint handling, the principle of a webshop becomes more and more likely rather than a threat. An opportunity that Learnit is happy to help seize!

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    Applying during the crisis is what you do!

    Are you, like so many Dutch people, looking for work and want it not to be smooth? Are you getting one after another rejection or you still have a job, but threatening you get rid of it by coming cuts? A ' bright spot ': You're not the only one. In no six years ' time, unemployment in the Netherlands has been as high as it is at present. In April, 24,000 persons were unemployed, representing a total of 489,000 jobless. In may, that figure remained unchanged. Do not mourn too long, but with optimism suit this challenge. Those who want to find work must now do their best to stand out in the masses.

    Convincing applications

    Of course, you can deposit as a doll on all possible vacancies and assume that it should be a hit anyway. Convincingly applying for a job that you really have little to do, however, is a daunting task. It is much more effective to let your enthusiasm and qualities work and only apply to those functions that really suit you. This makes it easier to express your enthusiasm during the interview. Whether the job is written on the body or not: Many people continue to look against a job interview. Not strange, because it depends a lot. This makes the call extra laden. By preparing yourself well and by adopting the right, convincing attitude, you can reduce your nerves. How? Below we give you 7 tips to make your job interview a success.

    Seven tips to apply successfully

    1. Prepare yourself well for the conversation. Check which properties are important for the job and see what you have to do about it. Show this with concrete examples, for example via the STAR method.
    2. Practice The interview with a good acquaintance. During the conversation, give your strengths and weaknesses and try to answer clearly and concretely the questions that are asked. Evaluate what can be better afterwards.
    3. Pay attention to your looks. Adapt your clothing to the prevailing corporate culture. Doubt you? You can better dress up neatly than too informal. Also pay attention to neat shoes, bag and make sure you don't wear too much jewelry or make up. Make sure you smell fresh, but don't spray too much perfume.
    4. Stay calm during the conversation and don't let the tent lure you. For example, the interviewer says to you that you have little experience working with computers. Don't say Plompverloren: "No, that's not right." If you have computer experience you can say: "It may not be enough from my CV, but I do have computer experience (example)." If it's true that you have little experience with computers, it's a good idea to give it a fair deal. "It's true, but I'm doing a computer course."
    5. Almost everyone is nervous during a job application. Accept the fact that you are tense! Employers often find it a good sign that you are somewhat tense: This shows that the job is important to you.
    6. Ask yourself questions too. This way you can show that you are interested and that you have also prepared yourself well. Do not ask questions on which you could have known the answer yourself. So it is wise not to ask about the number of employees. It is assumed that you have searched this in advance. Do not start with the salary or working conditions at the first interview. This will be discussed during the second call.
    7. Spread your chances! Employers often look beyond the pile of cover letters on their desk. Create a LinkedIn profile, put your CV on different network websites or send an open application.

    These tips already give you a good starting point to help you during a job interview. To apply for the two-day training successfully you can put the dots on the I. From writing a good cover letter and an adequate discussion preparation to a convincing presentation, everything is discussed. The trainings of Learnit are tailored to your needs, both content and location, time and group size. During the training, role games, feedback and discussions are alternated with theory. This way you are assured that the training fits in with your practical situation.

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    The Performance Management cycle: From development call to assessment interview

    Jason F

    One of the largest installation companies in the Netherlands has as its mission that its motivated, inspired and involved employees provide added value to the products of the organization. To comply with this, the organisation offers development paths for its employees, with a professionalisation battle in the HR field: a Performance Management cycle (PMC) was developed.

    Performance Management Cycle

    The PMC of the Organization has an eye for a cyclic style of leadership. Here is a rating tool attached to it, which has been put into use by all managers and executives. By getting more attunement between all the offices and the head office, more equality is created in taakomscrhijving and pay, leading to greater transparency and clarity.

    In order to get the employees acquainted with the PMC, to give instructions on the new Assessment tool, the development interview and improvement plans, Learnit Training in 2012, 2013 and 2014 together with the organisation has a trajectory ' assessment interviews and Development interviews ' organized for all executives. During this course, the employees are trained in cyclical leadership and in conversation in assessing and developing.

    Training Course

    An intensive consultation with the HR manager for the tuning of the programme, the inventory of the learning objectives and the design of the evaluation tool formed the guiding principle of the project. There have been intakes with a number of executives and directors from different locations to create a complete picture. A meeting is organised with all HR Advisors per branch to make the programme fully customised. The HR advisors acted during the training as a co-trainer, so that the scholar and any questions could be answered directly or taken internally. The programs were characterised by a lot of exercises and the experience of the effect of different techniques in difficult practical situations. During the course we paid attention to the following topics:

    • Cyclic leadership: All year round
    • Judging beforehand and the pitfalls (dos and don'ts)
    • The assessment interview itself: giving bad news conversations and feedback
    • Coping with possible emotions and resistance
    • Development and development-oriented leadership
    • Difficult and challenging situations
    • Make appointments and lock them

    The exchange between the different locations was a positive incident for the project. The route was concluded with the making of appointments for the future. We are still closely involved in the organisation and implementation of the PMC.

    Experience of the Employees

    "Good trainer! It was good to be refreshed in a new environment in the systematics of our organisation. The design and interaction between the trainer and the participants were good for each other. "

    "Through this training I learned how to look at an assessment red. The trainer was clearly in the conveyance of the fabric and in the role play could put various roles well. "

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    Coaching Leadership for Managers

    During the training recruitment and selection for the management team of a steamer company A deeper problem was identified: the organization wanted from a relatively closed organization to a more open communicating organization culture Go. In order to achieve this, more attention can be paid to unwell-functioning employees and to the possibility to discuss conflicts in the workplace. This implies that executives are asked to give more direct feedback, to conduct appraisal interviews constructively and to make their staff motivated and enthusiastic by rewarding more and openly.

    Training Course

    To achieve this, Learnit Training has developed a special training course, adapted to the organisation and the prevailing culture. Five members of the board and Ten middle management members followed for a year the coaching leadership for managers with an individual coach trajectory of five sessions. The following year the middle management followed the same route. In addition, every year come back days were organised for both groups and there were joint meetings. The Learnit-Trainer worked together in close consultation with the management and created the awareness among employees that the proper functioning of employees is not self-evident, but depends to a large extent on effective management.

    Open Working atmosphere

    To create a more open working atmosphere, attention has been given to coaching leadership and motivating employees by actively listening and asking open questions. Also, effectively dealing with tensions between employees and with emotions on the work floor was an important place in the training. Years after the training, Learnit Training is still closely involved in the organization and we support the employees in all sorts of areas with training and coaching.

    Experience of the Employees

    "As usual, we are again extremely satisfied with the content of the training and the professional manner in which it was provided by the trainer."

    "The trainer knows our company and our people and makes use of it in an excellent way to maximize the efficiency of the training courses."

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    Leading changes after reorganisation at a printing company

    Due to a reorganization at a printing company, many executives of this business have to deal with resistance among the staff. This is because the job package of many employees has changed considerably, which ensures friction within the teams. In order to reduce the resistance, Learnit Training trained 21 executives of the company in leadership of changes. This three-day training was mainly used to motivate and inspire the teams, so that more group binding would arise. With the main goal: motivated employees and a good working atmosphere.

    Practice

    During the training a lot of practice is practised. Video footage of the role-playing games has been made so that the scholar can be watched directly during the role play. In the beginning some people were hesitant about this, but over time everyone experienced that this way of reflection is very useful and valuable. This way of training has paid off. The employees have gained new ideas to motivate and inspire their employees.

    Experience of the Employees

    "Very spontaneous and clear."

    "Good organization, certainly come back at other trainings."

    "I found the training very instructive and clear"

    Link

    Resistance to reorganisation: controlling change in a public authority

    A reorganization within an organization often calls for confusion among employees. With as a result ambiguity about the roles, because it is not always clear for the employees what is expected of them within a new function. This problem also occurred with a temporary public authority. As a result, Learnit Training was asked to provide tailor-made training for the 71 employees of different departments. The aim of the training was, in addition to better advice and discussion techniques with internal and external customers, to gain more understanding for each other's way of working and the large-scale reorganization. As a result, better collaboration between employees and with more motivation to work.

    Custom

    After a personal intake with all employees, two Learnit trainers have mapped out the biggest bottlenecks and concerns within the organization. With this knowledge, Learnit Training has a tailor -made Training resistance to reorganization: Leading changesdesigned, tailored to the challenges and opportunities within the organization. Besides the ambiguity about the roles, attention has been paid to improving the cooperation between different departments. A few of the more general skills that have been discussed are:

    • Voice conversation and listening skills;
    • advising from the Partnerrol;
    • criticize and receive;
    • Assertiveness
    • Presenting proposals and
    • Make bad news calls.

    All exercises took into account the work situations of the employees, so that the scholar is directly applicable in practice. Prior to this, all executives were trained to ensure the security and support.

    Experiences of the Employees

    "A lot has been shared, discussed and practiced. The resistance that lived among the employees is well spoken and reversed prior to and during the training. Because of this the general atmosphere was eager to learn. "

    "Because Learnit Training has already provided several trainings within the company, the teachers can respond well to the need."

    Link

    Changing the culture of the municipality of Hoorn

    For eleven trainees at the municipality of Hoorn, Learnit Training organised an extensive course in changing the culture of the meeting, the trainees of which in turn could pass on the most important points to colleagues. After the municipality of Hoorn took eleven traineess on several departments, these brand new colleagues found out after a few weeks that the congregational culture could not be called very efficient. So people came too late, the agenda was almost not consulted and the meetings served mainly as a social hour.

    More effective = more pleasant

    To provide this meeting culture with a more energetic and effective twist, the municipality of Hoorn sought a training meeting: Efficient and result-oriented for the eleven trainees. The trainees could then, in turn, as real meeting experts, provide colleagues with new meeting techniques. By means of playful actions, such as the dissemination of photographs and tickets prior to or followed by a meeting, these techniques could be brought to the attention of the trainees. When colleagues showed interest in the effective meeting techniques, the trainees could coach them in this. It was important that the trainees would clearly emerge in the coaching of their colleagues, to avoid misunderstandings and (major) differences in understanding. In short: Creating unambiguousness about how to meet in a pleasant way.

    Mix

    Learnit Training developed a mix of training sessions for the trainees : efficient and result-oriented, train the trainer, intervene resistance and give Feedback. These trainings were the keys to a strong understanding of effective meetings, how to pass this understanding on to others and how a meeting culture can be changed slowly but surely. The trainees, in hindsight, stated that the training was "well attuned to our wishes and situation", the discussed substance "very applicable in practice" turned out and the trainer "went deep enough on the fabric and left ample room for questions and clarifications".

    Link

    Leadership trajectory for Maritime Organisation

    An organisation from the shipping industry is engaged in a professionalisation battle. The starting point is the initiation of a more relationship-oriented organisational culture, in which the results and task objective are paramount.

    Situation description

    The organisation is in motion with the objective of shifting the closed organisation to a more open, communicating organizational culture. The characteristic of an open culture is coaching leadership and giving clear feedback. In order for such a change to permeate all layers of the organization, it is important that the management team and management team show the correct example behaviour to follow. This also demands a great change from themselves.

    It goes without saying that change does not arise from employees who have been associated with the organisation for many years. Clear communication about this and recognition of resistance to change is important to make this change of direction a success. Because there are still very old members of these employees, it is important that the executives pay careful attention to the relational side of the leadership.

    The trajectory

    This leadership trajectory focuses on the "soft side" of change, such as motivation, competences, culture and skills. This choice has been made because human behavior is ultimately the core of a change process. After all, results are achieved by people, and human action consists of knowledge, skills, behaviour and attitude. And so is the circle around. Learnit Training has designed this multi in close consultation with the management team and through support in the field of training, coaching, advice and in the role of facilitator. The result is that employees now themselves take more ownership of their actions, there is less of a gossip culture and employees are more directly engaged and provided with positive and constructive feedback.

    Link

    Dealing with aggression and verbal violence for a housing corporation

    In a housing corporation, a large number of desk employees have to be more or less involved with aggression and verbal violence. This is in line with research by the Labour Inspectorate, which shows that almost half of the employees of housing corporations are dealing with aggression, intimidation and violence. The desk staff, working at the secretariats, have a lot of direct customer contact. It belongs to their daily work to bring bad news about, for example, leaving the house, an increase in costs or delays in repairs. This was increasingly accompanied by verbal aggression from their customers, which was experienced by many employees as very unpleasant.

    To cope with aggression better and safer, Learnit Training for the Housing corporation has organized the training of aggression and (verbal) violence . By taking intake interviews with the 18 participants, the trainer has gained insight into which forms of aggression often occur with these employees and how they deal with this. The training was further anticipated. In order to give everyone sufficient individual attention, the participants are divided into two groups.

    Forms of aggression

    In the training, participants have learned to distinguish between different forms of aggression occurring on the work floor. It was then practised on the basis of their own practice situations and an actor. By practicing with de-escalating call techniques, receiving feedback and learning from mistakes, the desk staff went in a constructive way with aggression and verbal violence. The participants also gained insight into their own primary way of responding to emotions, aggression and conflict situations. In the training It was discussed whether this way of responding was constructive and if no which way works better. Finally, the participants discussed each other how best to support and absorb each other after an aggression incident, which was perceived as very valuable.

    Experiences

    The participants found "the content of the training to be fully in line with the practice" and found that the trainer "The program has compiled very well on the wishes of the organization. The trainer has well anticipated the group by exchanging theory and practice well. " The training included "good exercises, which you can certainly do with!" Especially learning to deal with certain circumstances, but also getting to know yourself was very interesting ". Both the trainer and the participants have completed the training with a good feeling.

    Link

    Dealing with aggression and communicating effectively for enforcers of city surveillance

    Enforcers of urban surveillance are increasingly faced with aggression during their work. To be able to respond effectively and adequately, good communicative skills are indispensable. Conflict and stress handling are also very important. A large municipality in the Netherlands has used Learnit Training to put together an academy of enforcers, so that all city guards can be BOA certified. To make these enforcers well prepared to work, Learnit Training provided a five-to ten training session to 350 employees of the municipality. The BOA training took a total of six months.

    Custom

    Spanning 2.5 years, 350 enforcers have the parts of conversation techniques, dealing with aggression, conflict and stress handling followed, for which sixteen Learnit trainers were deployed. In order to ensure that the route is properly connected to daily practice, the trainers with different departments have walked in the streets, conversations with executives and intake interviews with the enforcers. In this way, the Learnit trainers were well aware of the daily working situation of the enforcers and managed to find out where the biggest bottlenecks and challenges were. In order to practice the learned techniques directly, actors were used to simulate the situations as realistic as possible.

    Key

    The BOA route was completed with an aptitude test. In addition to a role play, the enforcers also made a substantive test to see how well the scholar was recorded. In this way, the enforcers can exercise their work with sufficient skills. By ensuring that the situation does not escalate, the hand-keeper ensures that there is no unsafe situation. This is where both the municipality, the enforcer and the offender benefit. Learnit Training is happy to be here!

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    Motivating appraisal and appraisal interviews

    W. van Dam

    Both executives and employees often look against the (usually obligatory) performance and assessment interviews. With the help of the book ' Motivating appraisal and assessment interviews ' you will learn to influence the motivation of your employee.

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    Better functioning and assessing

    G. h

    In the book ' Better functioning and assessing ', Hans (experienced manager) Heleen (beginning Management) and Adriaan (employee) coaches in the conduct of appraisal and assessment interviews. How can you inform your employees about their performance in the right way? And how do you guide employees in their development? The book gives tips and insights. In Our training performance and assessment interviewsWe make use of this book.

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    Effective two interviews

    M. van den Berg

    Communicating clearly and to the point ensures that people know where they are. To get control over a conversation, you need to be able to give correct information and find out. With the help of the book ' Effective Two conversations ' you can discover what your (specific) pitfalls and points of interest are. In addition, the book offers directly applicable tips. In Our training discussion techniquesWe make use of this book.

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    Steering on results and development (2009)

    T. Banes and L. van den Broek

    The basic idea of the Performance Management Cycle is that concrete and measurable agreements can be made about (to develop) competencies and desired results. In the book ' Steering on results and development ', the conversation cycle is explained in a practical way, so that you can work with it directly in practice.

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    Performance Management. All about: Assessing, competencies, appraisal interviews, rewarding and 360 *-Feedback (2000)

    L. van den Broek, E. van der Giessen and A. van Vink-van Dorst

    The book ' Performance Management ' shows in a practical way the differences and similarities between performance and assessment interviews. The book covers the 360 * feedback tool, goes into forms and provides practical handles for conducting conversations.

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    Ten influencing skills

    J. Bagus

    In order to exert maximum influence on others, you can use compliments, sketch attractive situations and present good arguments. The book 'Ten Influencing Skills' describes ten influencing skills that you can make your own and learn to apply in your practical situation(s). The training 'Influencing skills and persuasiveness' includes the use of this book.

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    Conflicts in Organizations (2011)

    Y.H. Gramsbergen-Hoogland, H. Blom and H.T. van der Molen

    Conflicts arise within each organization: they are often perceived as troublesome and uncomfortable, while conflicts can also provide opportunities. Solving a conflict can lead to a situation where both parties are ultimately better off than before. In the book ' Conflicts in organizations ', theoretical frameworks are interspersed with practical advice and specific applications. In the training conflict handling We make use of this book.