Het realiseren van inclusief HRM dat kwetsbare groepen op de arbeidsmarkt betere kansen biedt op waardig werk is voor veel organisaties een doorlopend leerproces. Een groep lectoren verenigd in het Breed Platform Arbeid heeft uitkomsten van een groot aantal eigen onderzoeken naar dit leerproces op een rij gezet in een kennissynthese, die een voorlopig inzicht biedt in de vorm van aandachtspunten voor succesvol inclusief HRM. In een drietal artikelen delen we centrale inzichten uit deze kennissynthese. Dit inleidende artikel schetst allereerst kort het belang van inclusief HRM in relatie tot ontwikkelingen op de arbeidsmarkt en in beleid. Vervolgens presenteren we op hoofdlijnen de uitkomsten van onze kennissynthese en verbinden we daaraan een aantal praktische implicaties voor inclusief HRM. De volgende twee artikelen verdiepen dit algemene beeld door in te gaan op HRM-uitdagingen met betrekking tot twee specifieke groepen werknemers: jongvolwassenen met psychische problemen en statushouders. We sluiten dit artikel af met een korte introductie van deze twee artikelen.
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Ontwikkelingen op de arbeidsmarkt Generatie Einstein ICT ontwikkelingen en de effecten hiervan op de arbeidsrelatie en organisatieconfiguratie Ontwikkelingen in de volksgezondheid Ontwikkelingen in het HRM werk Dilemma’s en uitdagingen voor HRM
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Hogescholen staan voor een grote uitdaging. Volgens de Referentieraming 2010 van het ministerie van OCW zal het aantal HBO studenten de komende jaren fors groeien. Dit gaat gepaard met een toename in vraag naar arbeid (docenten). Daarnaast moet een vervanging van arbeid gerealiseerd worden als gevolg van de uitstroom van oudere werknemers uit het HBO (Zestor, 2009). Bovendien maken hogescholen een transitie door van onderwijsorganisatie naar een kennisorganisatie. Dit alles heeft grote gevolgen voor het HRM-beleid van de komende jaren. Een van de grootste uitdagingen is het opbouwen van een personeelsbestand met voldoende gekwalificeerde medewerkers. In dit kader heeft het lectoraat Organisatieconfiguraties en Arbeidsrelaties van de HU in samenwerking met Bureau Talent (het loopbaan - en professionaliseringsbureau van de Hogeschool Utrecht) een inventariserend kwalitatief onderzoek uitgevoerd onder docenten in de leeftijd van 45 jaar en ouder.
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As labour is becoming more and more knowledge controlled, it also getting closer to the individual person. We sometimes seem to forget this. To an increasing extent it is becoming a part of oneself and therefore of the personal identity. The increasing humanization of labour asks for an HRM-policy and an organizational context in which the individual is able to identify with the organization, colleagues, customers/clients and product. Heterononimous or abstract organizations, organizations in which the employees and civilians have been reduced to numbers and in which there is no real consideration for the individual differences, have to make way for organizational structures in which the individual feels (self) responsible again. The future lies with personal, tribally inspired organizations in which managers will be leaders and where employees and managers can show social commitment. Images like that of: the egocentric boss who by making swift career moves avoids responsibility for employee/co-worker and customer/client; of colleagues taking the day off without consultation or who are putting their phone through to someone else without saying so beforehand, meeting rooms which are not being cleaned up after use and the image of a Xerox machine not being refilled up with paper by anyone, are all too frequently dismissed as not being part of productivity.
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Op vrijdag 14 mei 2004 heeft de Haagse Hogeschool/TH Rijswijk een internationaal symposium over 'Leiderschap en Diversiteit' georganiseerd. Het symposium handelde over de dynamiek van gender, nationale cultuur en etniciteit in moderne organisaties. Door de diversiteit van medewerkers, klanten en afzetmarkten worden nieuwe eisen gesteld aan de leidinggevende en is de bedrijfscultuur blijvend veranderd. Veel bedrijfsactiviteiten strekken zich uit tot buiten de landsgrenzen. Leidinggeven in of in samenwerking met bijvoorbeeld vestigingen in Zuid-Amerika of Aziatische landen vergt een andere leiderschapsstijl. Kennis van elkaars achtergronden, ofwel transcultureel inzicht, is nodig om optimaal te kunnen samenwerken. Internationaal gerenommeerde sprekers zijn ingegaan op: leiderschap in de Arabische wereld. leiderschap, gender en etniciteit. leiderschap en culturele dynamiek in organisaties. leiderschap en nationaliteit. Na de inleidingen van de gastsprekers werd in vier werkgroepen over deze thema's verder met de gastsprekers van gedachten gewisseld. Het symposium werd afgesloten met een gezamenlijke forumdiscussie en een borrel. Dit verslag is tevens het startsein voor verdere studie over het thema leiderschap en diversiteit binnen het HRM lectoraat. De leden van de HRM Kenniskring gaan verder onderzoek doen en hun kennis over dit thema overdragen in de dagelijkse onderwijspraktijk aan de Haagse Hogeschool/TH Rijswijk.
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Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
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At the end of January 2015 I was given a research assignment formulated and sponsored by two professors of professorships (hereafter lectoraten) associated with the Academy for Social Studies (SASS), and the manager of Professionals and Bedrijven (hereafter P&B). At a later stage, the research was expanded by the sponsorship of the educational managers of the bachelor and master studies of SPH and MWD. It is a complex assignment with several research perspectives and aims. The main goal was to find out how to make better use of the products of the lectoraten for educational purposes. This umbrella goal included many subordinate aims. One aim concerned identifying the products and prioritizing them according to the educational demands of clients in the field and of teachers of the SASS educational programmes. Another aim was to demonstrate which skills the teachers who develop educational materials need to have and to identify steps necessary to adapt the products. Yet another aim consisted of finding better ways for knowledge to circulate between the lectoraten and the teaching staff of SASS. Finally advising the staff of P & B on marketing and communications in relation to the products of the lectoraten was aimed at. Overview of the reportAs stated, there are multiple assignment-givers (hereafter sponsors). In the first section the general societal context which triggered the assignment has been sketched but contextual aspects related to each of the sponsors have also been identified (in Appendix 1). The individual contexts of sponsors were important because, although they agreed on the broad aims of the assignment, they naturally have specific expectations of the results based on their particular situations. After the background sketch, seven sub-tasks given by the sponsors have been turned into subordinate - research and consultation questions. The second section describes the methods used and measures taken to obtain findings. This includes an identification of the inventory structure, actors involved both intramurally and extramurally (the stakeholders). Next, a Delphi method for developing a profile of learner needs and a list of topics of products is described.In the third section, findings are set out in relation to the 7 sub-research and consultation questions. Some discussion and concluding remarks are given for most of the seven questions. The findings are written in English but most of the quotations from respondents have not been translated so they appear in Dutch. Section four summarises these findings in a compact manner since there were conclusions throughout the findings. Section five offers recommendations in Dutch. Attention is given to the different emphases of the sponsors in the details of recommendations. Please note that many end notes and appendices are offered for further reading since some of the approaches mentioned in the text may be unfamiliar to some readers. A word about terms Both Dutch and English employ a variety of terms to identify the provision (aanbod) of learning for adults in working environments and to identify the learning activities or programmes. This can be confusing but is, unfortunately, unavoidable. In Dutch, the terms ‘deskundigheidsbevordering, nascholing, bijscholing’ and ‘trainingsaanbod’ or occasionally ‘professionalisering’ are all used to indicate what in English is called ‘professional development’ (often abbreviated to PD) or ‘staff development’ or, recently, ‘professionalisation’ The typical Dutch use of the term ‘training’ for almost all stypes of learning activities has a somewhat more restricted meaning in English. Educational activities are often referred to as ‘learning trajectories’; ‘ learning opportunities’ or ‘interventions’ as well as, less commonly, ‘training sessions’ or ‘workshops’. All of the English terms are employed throughout this report. The most commonly used are ‘professionalisation’ or ‘PD’ for the provision and ‘interventions’ to indicate specific educational programmes or activities.
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EuroSonic NoorderSlag (ESNS) actively engages with around 130 festivals across Europe as part of the ESNS Exchange program. As a leading partner in this initiative, ESNS aims to transition into a fully sustainable festival in the coming years. It recognizes its role in spearheading the sustainability aspect of the ESNS Exchange and the industry at large. However, the current lack of information regarding the industry's sustainability practices poses a challenge, leaving ESNS uncertain about the necessary steps to improve the market as a whole. The NHL Stenden Professorship Transformational Media, ESNS and the minor Music Management are collaborating on a joint project to address this issue. The project aims to assess the current state of sustainable practices in European Music Festivals and analyse how these festivals communicate their initiatives. Additionally, students in the Music minor program will create and test a prototype to encourage festivals to communicate about their sustainability activities.
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