Introduction to Dr. Marcel van Oosterhout

Transcription

1 Introduction to Dr. Marcel van Oosterhout

2 Research Team Interdisciplinary team from the departments of Decision & Information Sciences, Personnel & Organization, and Marketing Management Team members (from left to right): - Prof. Dr. Ir. Eric van Heck - Dr. Peter van Baalen - Dr. Marcel van Oosterhout - Dr. Michaela Schippers - Prof. Dr. Frank Go - Drs. Nick van der Meulen Currently ten students with varying backgrounds (HR, IT, Strategy) 2

3 Background Approached late 2006 by Microsoft Extended since 2008 to include other partners (Rabobank, de Unie, Sogeti, Essent, TNT etc.) Approximately 6,500 knowledge workers participated thus far Approach: Scientifically validated perception measurement instrument (survey) Pre- and post measurements; longitudinal research Employee and managers perceptions Case studies; Main focus is how work(place) innovation contributes to improvement of the Triple Bottom Line : People (employee satisfaction, work-life balance) Profit (flexibility, productivity, innovativeness) Planet (sustainable travel and behavior) 3

4 Collaboration & Co-Creation Research Partners Implementation Partners Business Partners Network Partners

5 5 Research Themes

6 Activities RSM Tools RSM has developed measurement tools which can help management to track the effects of new work concepts on People (job satisfaction,work-life balance), Profit (knowledge worker productivity, flexibility, innovation), and Planet (mobility, ecological behavior) dimensions in time. This includes self-perception surveys and peer ratings, if possible combined with objective measurements. RSM Research RSM can set up a tailor-made research project, in line with five research themes. Research projects can be designed ranging from a five month research internship to a four year PhD study. RSM Speakers We can provide you with one of our faculty to participate in your corporate event and discuss the latest research on new ways of working and the relevance and application for your organization. RSM Workshop If you want to find out more about new ways of working and what it means for your organization, we offer a oneday workshop. You will explore a variety of aspects including ICT, Culture, Marketing, Finance, and Employee Engagement, and will develop insight and work toward developing your own business case for the 'New Ways of Work' for your organization. RSM Leadership Programme What new leaderships are required to build trust and allow people to perform in the new culture? How will managers and professionals be able to adopt greater freedom and responsibility? How will we take care that the existing culture will be transformed? If you are interested in developing your managers and leaders, then RSM can provide your with a customized Leadership Programme that will facilitate the change that is needed to make 'New Ways of Work' really work in your organization. 6

7 Tools New Worlds of Work Measurement Work Arrangements Leadership Control-Trust-Empowerment Place / physical Space / virtual Performance Outcomes HRM Governance Work Characteristics Typology of work Time- and location boundedness Work System Operations / Work Flow Information sharing & Cooperation People Profit Customers Social Capital Personal Characteristics Work Style Motivation Reflexivity Planet

8 New Worlds of Work Measurement dimensions 8 Work Arrangements Place / physical Workplace differentiators (Distraction, Control, Satisfaction ); Mobility and Mobile (tele) Work; Task-location fit Space / Virtual Virtuality (use of IT, Media Richness, media use, digital mobility); Task-technology fit HRM/Governance Result orientation Career Influence Transparency Work Characteristics Typology of Knowledge Work (Interdependence, Work Variety / Complexity) Time and location boundedness Personal characteristics Motivations for flexible working Intrinsic & Extrinsic motivation Reflection on work location, work time and media choice Mobility Work System Information Sharing & Cooperation; Social Cohesion (Trust, Relationships, Togetherness); Leadership Transformational leadership Motivation and Empowerment; Control Trust Performance Indicators People (employee satisfaction, work engagement, work-life balance) Profit (flexibility, productivity, innovative behavior) Planet (sustainable travel and sustainable behavior)

9 Results Motivations for flexible working Motivations 9,1 Travel time 8,7 8,6 Possibility to work more efficiently Work/life balance 8,3 Travel distance 8,3 Possibility to plan the day yourself 8,1 Family or partner 6,0 6,6 7,6 7,9 Increased workingpleasure Overwork Company policy Impact on the environment Highly Unimportant Neutral Highly important 9

10 Results Analysis of tasks - locations Activities performed at the Office Internal meetings (with colleagues) Communicate Create documents, reports and presentation (with colleagues) Training and following presentations (in a group) Training and following presentations (alone) Search and gather information Store and publich information Create documents, reports and presentation (alone) External meetings (with clients/partners) Read and analyse information 94,50% 93,70% 88,30% 87,70% 84,20% 83,10% 77,00% 75,40% 70,80% 63,40% Activities performed at home 10 Create documents, reports and presentation (alone) Communicate Read and analyse information Search and gather information Store and publich information Internal meetings (with colleagues) Create documents, reports and presentation (with colleagues) Training and following presentations (alone) External meetings (with clients/partners) Training and following presentations (in a group) 21,30% 27,60% 46,20% 57,70% 56,30% 93,40% 91,00% 89,30% 86,60% 79,80%

11 Results Analysis of media usage How often do you communicate with your colleagues? 1% 6% 3% Less than 1x a month 1 to 4x a month 1x per week 27% Several times per week Dailly 63% How do you communicate with your colleagues? 1% 8% 4% 26% Face-to-face Telephone 16% Chat / Instant Messaging 15% Videoconferencing or live meeting 30% Virtual workspace (eg. Sharepoint) Different 11

12 Results Analysis perception on work location characteristics Perception of work location Spaciousness Ergonomics Satisfaction Facilities Office Home Lack of distraction Control

13 Results Perception on work dimensions Result-oriented reward system Satisfaction with the office workplace Control over the office workplace Relationship w/ colleagues Transparancy Relationship w/ manager 4,5 4 3,5 3 2,5 2 1,5 1 Intrinsic job motivation Extrinsic job motivation Empowerment meaning (Lack of) Distraction at the office workplace Empowerment competence Trust in colleagues Trust in management Empowerment impact Empowerment self-determination 13

14 Results Perception on Performance Performance is a composed of 8 performance indicators: (as perceived by the employees and their manager*) Flexibility Work Engagement Employee (Job) satisfaction Work-Life Balance Performance Indicators Sustainable Travel Sustainable behaviour All performance indicators are measured independently Innovative work behaviour* 14 Productivity*

15 Results Perception on Performance Innovative behaviour 6,2 6,8 7,3 Work Flexibility 6,7 6,5 7,9 Work-life Balance Productivity (5 items) 7,3 7,6 6,9 7,5 7,7 7,5 CBG Company X Top Performer Average of similar partners Employee satisfaction 6,9 7,6 8, Neutral 15

16 Results Effects of work dimensions on performance Work Dimensions Satisfaction Workplace Performance Indicators Relationship and Trust: Colleagues Relationship and Trust: Manager Employee Satisfaction Empowerment Productivity Technology: Application Variety Intrinsic Job Motivation Extrinsic Job Motivation 16

17 Effect Measurement Approach (1/3) 1 Goals Objectives 2 What do we want to measure 3 How will we measure? 4 Scope and Level(s) of analysis? Can we measure the effects in time of implementing a new work concept? How can we improve employee satisfaction? What are the effects of moving to a new work concept on information sharing between departments? e.g. effects on worklife balance and productivity Surveys a) Measurements based on perceptions of employees b) Measurements based on perceptions of peers Diary Studies Collecting Objective Data Measurement based on objective data, e.g. - Data from - RFID batches - Etc. Scope - Subgroups - Timing Etc. Level of analysis a) Individual b) Team c) Organization d) Business network 17 Etc.

18 Effect Measurement Approach (2/3) Idee / Visie Planvorming Doelen Statusbepaling Detaillering Interventies Implementatie Interventies Meting Effecten Implementatie Interventies Meting Effecten NWoW Meting T-0 NWoW Meting T-1 NWoW Meting T-2 Rapportage Terugkoppeling Bespreking Rapportage Terugkoppeling Bespreking Rapportage Terugkoppeling Bespreking Timing? What changes between T0 and T1? What between T1 and T2? Which interventions (measures) are foreseen? 18

19 Effect Measurement Approach (3/3) Stap 1 Doelstelling Meetstrategie Stap 2 Detaillering Onderzoek Stap 3 Uitvoering Onderzoek 1. Bespreken van de beoogde doelstellingen en centrale vraagstelling 2. Detailleren van meetstrategie (niveau van analyse, wijze van meten perceptie vs objectief) 1. Bepalen focus onderzoek (selectie deelmodules). 2. Bepalen van de doelgroep(en) die de bijbehorende vragenlijst zal invullen. 3. Creëren van draagvlak, nut en noodzaak aangeven. 4. Keuze maken m.b.t. de manier waarop medewerkers benaderd worden. 5. Afstemmen startmoment en doorlooptijd. 1. Vragenlijsten aanpassen 2. Pretesten online survey 3. Vooraankondiging van het onderzoek door (team)leiders / management. 4. Uitsturen van de vragenlijst door RSM of door Case organisatie. 5. Online invullen van de vragenlijst. 6. Voortgangscontrole, per afdeling bijsturen indien nodig (evt. reminders). Stap 4 Analyse Stap 5 Rapportage 1. Statistische analyses 2. Analyseren van de resultaten. 1. Rapportage (in sheetvorm en eventueel korte rapportage) 2. Bespreking en discussie resultaten in workshop vorm met Professors RSM 3. Optioneel: Bepalen van vervolgstappen en moment(en) vervolgmeting(en). 19

20 More Information Dr. Marcel van Oosterhout Project manager / Senior Scientific Researcher Department Decision & Information Sciences Rotterdam School of Management Erasmus University Rotterdam moosterhout@rsm.nl 20