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İnsan Kaynakları Yönetimi

Waarom goed niet goed genoeg is. Een niet tijdrovende werkwijze brengt kwaliteitszorg dichterbij

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HRM Cd-ROM

De cd-rom HRM biedt een compleet en actueel overzicht van het totale HRM-gebied. Het bevat een unieke verzameling informatie over personeelsmanagement en sociaal beleid. Deze cd-rom geeft richtlijnen, maatregelen en handige tips op het gebied van personeelsmanagement. Het is samen met het zakboek de vraagbaak bij HRM-vraagstukken

De Internet agenda in de zorg (deel 2)

1e alinea column: Hoofdpijn of een wondermiddel? Organisatie van zorg. Dit is deel 2 van een blog over internet in de zorg. Internet zal niet alleen de interactie met de patiënt veranderen. Internet zal ook de organisatiestructuren, manier van verzekeren en financiering beïnvloeden. We zitten aan het begin van dit proces.

Een data-analyse-protocol voor de mkb-accountant

De mkb-accountant heeft moeite bij te blijven op het gebied van automatisering, digitalisering en data-analyse. Na inventarisatie van knelpunten hebben onderzoekers van drie hogescholen twee tools ontwikkeldom zulke uitdagingen op te lossen. Presentatie van een tool die mkb-accountants kan helpen stappen te zettenop het gebied van digitale dienstverlening.

Advisering van het midden- en kleinbedrijf. Wie wil voelen zal niet luisteren.

This relationship between external knowledge providers, e.g. consultants and academic institutions, and small and medium enterprises (SMEs) is a difficult one. SME entrepreneurs think external advice is expensive, not required and/or not useful. In this paper these arguments are explored against the specific characteristics of SMEs. The argument of price probably tells more about the consultants’ inability to quantify the returns on their advice than about the cost of their services. Support policies enable free consults for SMEs on numerous topics, but the use of these facilities is relatively low. The suggestion that SME entrepreneurs do not need external knowledge is contradicted by their own assessment of their qualities. Typically the entrepreneurs lack expertise in supporting business functions like HR, IT, Finance and Legal. In SMEs these ‘blank spots’ are not compensated by specialist staff members because the of the scale of the organization. The argument that the advice of an external consultant is generally not useful raises the question whether the insights gained in several business sciences only apply to large companies. This seems unlikely. Given the characteristics of SMEs the difference is probably more the context in which the insights are applied than the content of the insights itself. From the analysis of the characteristics of SMEs the dominant influence of the person of the owner/director, together with the absence of specialist staff, appeared as two of the most significant differences between SMEs and large companies. Given the personal profiles of these owners/directors as studied by Blom (Blom, 2001), the external knowledge providers should realize the ‘three ways’ in consulting. The first ‘way’ is the way of thinking. For this way it was stated already that the content of business sciences is not likely to differ for SMEs. The second ‘way’, the way of working, represents for the way information is gathered and the entrepreneur and his staff is involved in the process of developing the advice. In this ‘way’ the consultant should allow for interaction and should make it fun for the participants. In this aspect, the process approach of consulting shows promising. The third ‘way’, the way of communicating, represents the way the knowledge is transferred from the advisor to the entrepreneur. In this ‘way’ it is crucial to acknowledge the different personal profiles of SME entrepreneurs and consultants and to adjust the communication accordingly. Taking the ‘three ways’ into account, the conclusion could be that the transfer of knowledge should be more the ‘sharing of experiences’. The Chair of Management Consulting will adjust her activities to explore this insight further.