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Topsector Water Strategienota HCA
Topsector Water Strategienota HCAWater, wereldwerk!
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Voor u ligt de vernieuwde strategienota Water Werkt!. En die is nodig! We staan, niet alleen in Nederland, maar wereldwijd voor grote maatschappelijke uitdagingen. Water heeft een cruciale rol in veel con icten, zoals bijvoorbeeld in het Midden-Oosten.
Daarnaast willen we voorop (blijven) lopen in de internationa- le concurrentiestrijd en wereldwijd h辿t gidsland blijven dat ondersteunt en assisteert bij watervraagstukken. Dit vraagt een toereikend personeelsbestand. Een bestand, dat is uitgerust voor een toekomst vol van groei en verandering. Een toekomst waarin niet alleen kennis, maar ook innovatief vermogen en wendbaarheid belangrijke criteria zijn.Launching customer bij de waterschappen 2016
Launching customer bij de waterschappen 2016UnieVanWaterschappen
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Presentatie 'Launching customer bij de waterschappen' die op 17-11-2016 is gehouden op de Waterinnovatiemarkt. Stork Webinar: "Klaar voor waterstof?!"
Stork Webinar: "Klaar voor waterstof?!"Stork
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In dit derde webinar in deze serie over waterstof staan we stil bij de consequenties van de introductie van waterstof voor jou als asset manager en voor jouw organisatie.
Bram Hes en Martijn Holt gaan in dit webinar onder meer in op de volgende vragen:
- Wat zijn de voornaamste uitdagingen bij de introductie van waterstof, afhankelijk van de positie in de waardeketen?
- Wat is het tijdspad en wanneer moet je beginnen?
- Hoe bereid je je voor op de introductie van waterstof? Waar moet je aan denken?
- Hoe ziet een roadmap voor jouw type organisatie eruit? Bezoek verkeersdispuut tu delft 24 nov 2016 - kg
Bezoek verkeersdispuut tu delft 24 nov 2016 - kgKoos Gloudemans
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Bezoek van het Verkeersdispuut TU Delft aan Royal HaskoningDHV te Amersfoort03 h rseminar_war_for_talent_cindycanoot_ageas
03 h rseminar_war_for_talent_cindycanoot_ageasHRmagazine
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1. The "War for Talent" refers to the challenge of attracting, developing, and retaining skilled employees in a competitive labor market.
2. To win the "War for Talent", companies must embed a culture of continuous learning throughout the employee journey from attracting candidates to retaining top performers.
3. The right tools are needed to support a continuous learning mindset, such as a unified talent management system that provides learning experiences, gamification, and content from multiple sources.2019_HRDesign_RalfCaers
2019_HRDesign_RalfCaersHRmagazine
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1) The document discusses mental hygiene and provides lessons to improve mental well-being. It emphasizes taking ownership of your own well-being and not relying on external validation.
2) One lesson is to disconnect from work at times and set boundaries between work and personal life. Mental hygiene is important both at and away from the workplace.
3) Another lesson is to focus your energy on tasks and career goals that have real impact. Think about the person you want to become and career you want to have by age 67.
4) Proper breathing can help reduce stress on the nerves and lead to lower stress peaks and faster recovery. The document recommends breathing techniques.2019_HRDesign_LaurentTaskinHRmagazine
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Le document met en 辿vidence les d辿rives d'un management bas辿 sur la mesure, qui contribue au mal-棚tre des travailleurs et la d辿shumanisation des relations au travail. Il souligne l'辿mergence de mouvements alternatifs visant valoriser le facteur humain et encourager un management plus humain et participatif. Les recherches r辿centes se concentrent sur la r辿-humanisation du travail et la reconnaissance en tant qu'辿l辿ment central du management.2019_HRDesign_DenisPennel
2019_HRDesign_DenisPennelHRmagazine
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The document discusses the rise of the on-demand economy and its impact on the world of work. It notes that work is becoming more flexible, with individuals taking on a variety of work forms like freelancing, contracting, crowdsourcing, etc. Companies are increasingly using alternative workers to gain flexibility and access top talent around the world. This represents a shift from the traditional employment relationship to shorter term and more diverse work arrangements. HR must adapt to this new reality by taking a strategic role in managing the total workforce, whether permanent or alternative arrangements.2019_HRDesign_XavierBaeten
2019_HRDesign_XavierBaetenHRmagazine
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1) The document discusses a study on employee perceptions of occupational disability risks and the role of guaranteed income insurance. The study surveyed over 1,000 employees across different job levels and found high appreciation for guaranteed income insurance.
2) Employees overestimated the financial benefits they would receive from social security in the event of occupational disability, especially higher-income employees. Guaranteed income insurance was seen as supplementing social security benefits.
3) Good communication from employers was found to increase employees' perception of organizational support. Customizing guaranteed income insurance and communicating its benefits was seen as a strategic reward that improves perceptions of employer care.01 HRseminar_Talent Development_Goele Goris
01 HRseminar_Talent Development_Goele GorisHRmagazine
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This document describes Agfa HealthCare's 6th Gear Sales Talent development and transformation program. The goals of the program are to increase personal sales impact through better understanding individual customer profiles and buying cycles. The program includes sales reflex audits, blended learning like workshops and coaching, and knowledge reinforcement through "snackable learning." Progress is monitored through dashboards and coaching. The program is governed through regular steering committee meetings and aims to improve business impact by linking competency development to improved pipeline conversion ratios.02 HRseminar_Talent_Development_Annelore De Potter
02 HRseminar_Talent_Development_Annelore De PotterHRmagazine
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The document discusses talent management at Telenet, including supporting employees to take ownership of their career paths. It provides an overview of Telenet as a company with 2.5 billion in annual revenue and over 6,800 employees across Belgium. The document then outlines a proposed multi-level approach to career support, including self-assessment tools to help employees explore opportunities based on their profile, matching employees to jobs based on skills and experience, and developing employees through internal mobility and training. The goal is to empower employees to own their careers through exploration, assessment, matching opportunities and development.Michel duchateau convidenciaHRmagazine
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Le document pr辿sente les hackathons comme un outil innovant pour le recrutement et le d辿veloppement de projets. Il d辿crit divers types de hackathons, leurs objectifs, et fournit des exemples de r辿ussite dans des contextes vari辿s. Enfin, il souligne l'importance de l'exp辿rience des participants et de la communication pour le succ竪s d'un hackathon.War for talent sncb christian smets 20-06-2019
War for talent sncb christian smets 20-06-2019HRmagazine
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The document discusses the challenges of talent recruitment and staffing needs at Belgian railways. It notes the aging workforce and increasing technical complexity of trains. It also outlines the various recruitment channels used, including job fairs, social media, partnerships with schools and job training organizations. The document concludes by recognizing opportunities to better predict workforce needs, increase channel efficiency, and continuously innovate recruitment strategies and processes.03 serge peeters_proximus
03 serge peeters_proximusHRmagazine
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This document discusses HR digitization at Proximus. It outlines the company's history and context with over 1,300 employees, 2,000 pages of internal policies, and operations across Belgium and other countries. The presentation evaluates options for an HR platform, including a hybrid model with 80% software as a service and 20% platform as a service. It also discusses the importance of user experience, personalization, and using tools like an AI assistant named Spencer to improve the employee experience through features such as on-boarding, learning, and performance management. Data is highlighted as a key factor for success.03_Peggy_De_Prins_AMS_HRseminar_SocialeVerkiezingen
03_Peggy_De_Prins_AMS_HRseminar_SocialeVerkiezingenHRmagazine
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HRseminar Sociale Verkiezingen 23 MEI 201902 _Tony _Verlinden_Elco_HRseminar_SocialeVerkiezingen
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HRseminar Sociale Verkiezingen 23 MEI 201901_Olivier_Wouters_Claeys&Engels_HRseminar_SocialeVerkiezingen
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HRseminar Sociale Verkiezingen 23 MEI 201904_Luc_Steensels_Randstad_HRseminar_SocialeVerkiezingen
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03 h rseminar_war_for_talent_cindycanoot_ageas
03 h rseminar_war_for_talent_cindycanoot_ageasHRmagazine
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1. The "War for Talent" refers to the challenge of attracting, developing, and retaining skilled employees in a competitive labor market.
2. To win the "War for Talent", companies must embed a culture of continuous learning throughout the employee journey from attracting candidates to retaining top performers.
3. The right tools are needed to support a continuous learning mindset, such as a unified talent management system that provides learning experiences, gamification, and content from multiple sources.2019_HRDesign_RalfCaers
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1) The document discusses mental hygiene and provides lessons to improve mental well-being. It emphasizes taking ownership of your own well-being and not relying on external validation.
2) One lesson is to disconnect from work at times and set boundaries between work and personal life. Mental hygiene is important both at and away from the workplace.
3) Another lesson is to focus your energy on tasks and career goals that have real impact. Think about the person you want to become and career you want to have by age 67.
4) Proper breathing can help reduce stress on the nerves and lead to lower stress peaks and faster recovery. The document recommends breathing techniques.2019_HRDesign_LaurentTaskinHRmagazine
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Le document met en 辿vidence les d辿rives d'un management bas辿 sur la mesure, qui contribue au mal-棚tre des travailleurs et la d辿shumanisation des relations au travail. Il souligne l'辿mergence de mouvements alternatifs visant valoriser le facteur humain et encourager un management plus humain et participatif. Les recherches r辿centes se concentrent sur la r辿-humanisation du travail et la reconnaissance en tant qu'辿l辿ment central du management.2019_HRDesign_DenisPennel
2019_HRDesign_DenisPennelHRmagazine
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The document discusses the rise of the on-demand economy and its impact on the world of work. It notes that work is becoming more flexible, with individuals taking on a variety of work forms like freelancing, contracting, crowdsourcing, etc. Companies are increasingly using alternative workers to gain flexibility and access top talent around the world. This represents a shift from the traditional employment relationship to shorter term and more diverse work arrangements. HR must adapt to this new reality by taking a strategic role in managing the total workforce, whether permanent or alternative arrangements.2019_HRDesign_XavierBaeten
2019_HRDesign_XavierBaetenHRmagazine
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1) The document discusses a study on employee perceptions of occupational disability risks and the role of guaranteed income insurance. The study surveyed over 1,000 employees across different job levels and found high appreciation for guaranteed income insurance.
2) Employees overestimated the financial benefits they would receive from social security in the event of occupational disability, especially higher-income employees. Guaranteed income insurance was seen as supplementing social security benefits.
3) Good communication from employers was found to increase employees' perception of organizational support. Customizing guaranteed income insurance and communicating its benefits was seen as a strategic reward that improves perceptions of employer care.01 HRseminar_Talent Development_Goele Goris
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This document describes Agfa HealthCare's 6th Gear Sales Talent development and transformation program. The goals of the program are to increase personal sales impact through better understanding individual customer profiles and buying cycles. The program includes sales reflex audits, blended learning like workshops and coaching, and knowledge reinforcement through "snackable learning." Progress is monitored through dashboards and coaching. The program is governed through regular steering committee meetings and aims to improve business impact by linking competency development to improved pipeline conversion ratios.02 HRseminar_Talent_Development_Annelore De Potter
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The document discusses talent management at Telenet, including supporting employees to take ownership of their career paths. It provides an overview of Telenet as a company with 2.5 billion in annual revenue and over 6,800 employees across Belgium. The document then outlines a proposed multi-level approach to career support, including self-assessment tools to help employees explore opportunities based on their profile, matching employees to jobs based on skills and experience, and developing employees through internal mobility and training. The goal is to empower employees to own their careers through exploration, assessment, matching opportunities and development.Michel duchateau convidenciaHRmagazine
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Le document pr辿sente les hackathons comme un outil innovant pour le recrutement et le d辿veloppement de projets. Il d辿crit divers types de hackathons, leurs objectifs, et fournit des exemples de r辿ussite dans des contextes vari辿s. Enfin, il souligne l'importance de l'exp辿rience des participants et de la communication pour le succ竪s d'un hackathon.War for talent sncb christian smets 20-06-2019
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The document discusses the challenges of talent recruitment and staffing needs at Belgian railways. It notes the aging workforce and increasing technical complexity of trains. It also outlines the various recruitment channels used, including job fairs, social media, partnerships with schools and job training organizations. The document concludes by recognizing opportunities to better predict workforce needs, increase channel efficiency, and continuously innovate recruitment strategies and processes.03 serge peeters_proximus
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This document discusses HR digitization at Proximus. It outlines the company's history and context with over 1,300 employees, 2,000 pages of internal policies, and operations across Belgium and other countries. The presentation evaluates options for an HR platform, including a hybrid model with 80% software as a service and 20% platform as a service. It also discusses the importance of user experience, personalization, and using tools like an AI assistant named Spencer to improve the employee experience through features such as on-boarding, learning, and performance management. Data is highlighted as a key factor for success.03_Peggy_De_Prins_AMS_HRseminar_SocialeVerkiezingen
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- 2. 9/12/2019 Waasland Passie voor menselijke relaties, geschiedenis & politiek ; lezen & sporten Antwerpse balie tot 2012 met specialisatie in bacair & fin.recht Bijberoep
- 3. 3
- 7. 7 minder water Bronnen minder beschikbaar l eis van sustainability Meer vraag naar water: 7 m3/s voor water-link van de 15 m3/s die beschikbaar is bij droogte vraag stijgt tekort In het hoog impact klimaatsscenario is er een tekort van 2 m3/sec in de zomer wegens langdurige droogte. uitdagingen voor de toekomst politiek Herstructurering nutssector, klimaat, prijzen, bedrijfsvoering Van commodityleverancier naar dienstverlener
- 8. 8
- 10. 10 Eind 2020 zijn we de trendsetter in het nieuwe waterlandschap. Voortdurend innoveren Eind 2020 zijn we de voorkeurspartner in het nieuwe waterlandschap. Investeren in slimme partnerships Eind 2020 zijn we de voorkeurswerkgever in het nieuwe waterlandschap. Bouwen aan het team van de toekomst
- 12. set the basics right organisatiestructuur leiderschapscultuur leiderschapsmodel & coaching arbeidsreglement & rechtspositie contractuele aanwervingen functiebeschrijvingen functieclassifciatiesysteem nieuw verloningssysteem flexibel verloningsplan pensioenfonds hospitalisatieplan groepsverzekering opleidingsbudget Water-link academie VCA** Pensioenfonds
- 13. 13
- 14. 149/12/2019
- 15. 159/12/2019
- 16. 16
- 18. 18
- 19. 19 AI en machine learning Chatbots robotics Big data tech and innovation
- 21. 21relatie werkgever werknemer
- 24. 249/12/2019 Roles for HR
- 25. 259/12/2019 There is no HR strategy but HR must be strategic