Teamwerk zweden feb 2006
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The document discusses the reorganization of the user services division of an organization to improve customer service and work efficiency. Key changes included: 1) Implementing multi-functional "wide range" job roles for employees to handle different tasks. 2) Structuring employees into teams that rotated between different work functions on a set schedule to gain experience. 3) Shifting management's focus from direct oversight to coaching and monitoring employee teams. The reorganization achieved its goals of enhanced customer service, improved work flexibility, increased employee development and job satisfaction, and gains in efficiency.
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Teamwerk zweden feb 2006
- 1. Working in teams User Services Division The Hague, february 3rd 2006
- 2. Functions in 2002: 1 division Employee DD* Allround Employee DD Senior Employee DD 2004: Employee DD in 3 levels/scales *DD: user services division Background 1
- 3. Central concept reorganisation employees are customer-oriented one counter for all services wide range flexible jobs emphasis on competences synergy-gain and rise in efficiency enhanced professionalism optimized teamwork Background 2 objectives
- 4. Wide range jobs 1 Advantages of wide range jobs Better chances of realising one counter vision Flexible efforts employees leads to better handling of height and low Enhanced jobvariaty and scope of devellopment Increased level and exchange of ideas A coherent culture in the division Disadvantages of wide range jobs Risk of loss of professionalism More management attention Expensive employees on relatively simple jobs
- 5. Wide range jobs 2 Duties employee DD Reception and registration of customers Instruction how to operate Personal Computers Lending of documents Inter Library Loans(national and international) Information and reference center - incl. library science and profession administration collections reading rooms
- 6. Initial approach 1 or 2 experts per workstation teamleaders divide ‘pain’ of busy workstations teamleaders heavily regulating and problemsolving collective training and instructions Schema of training rather ‘administrative’ approach Showing the ropes 1
- 7. Evaluation year 1 (bottlenecks) Turbulent atmosphere Teamleaders burdened to heavily Complicated devolutions Delay in autonomous acting Experts not circulating Diminishment of quality due tot diversity Showing of the ropes 2
- 8. Solving bottlenecks: Structuring teams Set up three teams: 1. Information and reception 2. Lending, including reading rooms 3. Interlibrary loans (national and international) Setting of team terms (initialy 4 month) Changing of teams following roof tile structure Maximum of two terms in one team Teamgoals 1st year: 1. getting shown the ropes 2. learning how to work as a team Wide range jobs 2nd approach (1)
- 9. Roof tile structure 36 peter 36 peter 36 peter 36 peter 36 peter 32 renee 32 renee 32 renee 32 renee 32 renee 20 jan 20 jan 20 jan 20 jan 20 jan 32 aleid 32 aleid 32 aleid 32 aleid 32 aleid 32 tineke 32 tineke 32 tineke 32 tineke 32 tineke 36 jannie 36 jannie 36 jannie 36 jannie 36 jannie 20 maria 20 maria 20 maria 20 maria 20 maria 16 dennis 16 dennis 16 dennis 16 dennis 16 dennis may april march february January
- 10. Basic principals Wide range jobs philosophy continued Management assigns employees Management indicates ‘range of control’ Teams are responsible for the results Teamleaders focused on coaching and distant monitoring Wide range functions 2nd approach (2)
- 11. Implementation team lays down rules for discussion of progress team takes care of rosters team takes care of continuity at devolutions (guidelines, methods, intranet) team composes last will and testament for the benefit of the successors Working in teams 1
- 12. Working in teams 2 Proven advantages varied, but also familiar Employee can build up experience Employee has more latitude Equal chances for all employees Unsuspected talents noticed much easier
- 13. Working in teams 3 Advancement in expertise external trainingsession ‘working as a team’ Peer teaching on the job selfevident Organisation deals in a flexible way with absence due to training and education more confidence in regard to knowledge sharing
- 14. Working in teams 4 Results Employees react positively Employees substantiate wide range jobs Disappearance of tribal behaviour Enhanced stability with employees and management Improvement of quality of services
- 15. DD caries on Teamperiod reduced 1 or 2 month specialisation teamleaders one function with 3 levels/scales realised No set formation per salaryscale Integration front-office Public Services and Special Collections Acceptance and reproduction of the philosophy in the organisation: HVP (Acquisitions Dept.) and Staff Balance 1.1.2005
- 16. Customer benefit One counter concept 85% realized efficiency-gain: 4 hours per week increase in opening hours employees ‘translate’ customer signals into actions much faster And the customer ?