Strategic Workforce Planning in Dutch Healthcare organizations

Maat: px
Weergave met pagina beginnen:

Download "Strategic Workforce Planning in Dutch Healthcare organizations"

Transcriptie

1 Strategic Workforce Planning in Dutch Healthcare organizations Name: Romy Marell ANR: Address: Arendhorst 45, 6043RR Roermond Supervisor: dr. M. Verhagen 2 nd Reader: dr. C. Freese Project Period: Jan-Jan Project Theme: HR Metrics

2 Index 1. Introduction Theoretical framework Strategic Workforce Planning Strategic Workforce Planning process Workforce segmentation Workforce segmentation implemented in the Strategic workforce planning process Contingency factors in the Healthcare sector External factors Internal factors Methodology Research design Research Sample Instruments Document analysis Interviews Procedure Data Analysis Results Description of the cases Strategic workforce planning process Workforce segmentation Workforce segmentation implemented in the Strategic workforce planning process Contextual factors External factors Internal factors Conclusion Discussion Discussion The perceived need for implementing SWP Limitations Theoretical implications and future research Practical implications References Appendix A Interview Questions Appendix B Example Transcript

3 Abstract According to labor market predictions (AZW, 2013) labor shortages in the Dutch healthcare sector will occur. Organizations need to determine their current personnel demands and their future personnel needs. HR tools that can contribute are strategic workforce planning and workforce segmentation implemented in strategic workforce planning. The goal of this research is to investigate which contingency factors influence the strategic workforce planning process in the Dutch healthcare sector and whether workforce segmentation is used in the strategic workforce planning process. In order to investigate these relationships semi structured interviews were held with seven Dutch healthcare organizations. The interviews were aimed at gaining a deeper insight in the strategic workforce planning process and the process of workforce segmentation, In addition, the interviews tried to reveal which contingency factors have an influence on the strategic workforce planning process. Eventually 21 interviews were conducted with Senior Managers, HR managers and Line Managers in seven organizations. It became apparent that only one healthcare organization implemented an actual strategic workforce planning process and none of the organizations used workforce segmentation in the strategic workforce planning process. Several organizations mentioned that they are currently implementing strategic workforce planning and some of the organizations do not recognize the necessity. Therefore, continuous research about these topics in the next few years will probably provide a deeper understanding of these practices. In addition, the results show that four of the contextual factors; available resources, collective bargaining agreements, segmentation of the healthcare sector and size might have an influence on the strategic workforce planning process. However, the organizations mentioned and research shows that the underpinning principle of strategic workforce planning is universally applicable. Therefore, although research confirms these propositions, future research should investigate the influence of these contextual factors in practice. Keywords: Strategic workforce planning, Workforce Segmentation, Contingency Theory, Best-fit Approach, Dutch healthcare sector 3

4 4

5 1. Introduction Since the economic crisis, the unemployment rate in the Dutch labor market has increased each year (CPB, 2013). However, in last decade there is one sector that was characterized by an increase in employment, namely the healthcare sector. In this sector, the total amount of employment showed a growth of jobs in the past ten years (CBS, 2011). In the nearby future, nevertheless, the healthcare sector will have to deal with shortages of suitable personnel. These future shortages in the healthcare sector are caused by the ageing of the Dutch workforce, resulting in a higher outflow of skilled personnel. In addition, there is an increasing scarcity of qualified personnel supply and fewer people will enter the labor market. Furthermore, research indicates that the demand for personnel in the next few years will increase with minimal 140 thousand extra jobs (AZW, 2013). This all, will lead to a discrepancy between the increasing demand for care and qualified personnel supply in the healthcare sector. Therefore, for healthcare organizations it is important to make optimal use of the current personnel and retain the personnel in the organization. In this context, of future personnel shortages, organizations need to determine the current workforce and the future personnel needs. A tool that can contribute is strategic workforce planning, since it is a data driven process that maps current workforce demands and future personnel needs (Giehl & Moss, 2009). In essence, workforce planning is preparing, designing and implementing of strategic policy in terms of inflow, through-flow and outflow of personnel (Evers & Verhoeven, 1999 p.15). Operationally this means, achieving the business objectives in the most efficient way by getting the right people with the right skills, in the right job at the right time (Anderson, 2004; Cotton, 2007). Scientific literature identified that the basic of every strategic workforce planning model is closing the gap between current demand and future supply of labor (Evers & Verhoeven, 1999; Anderson, 2004; Cotton, 2007). During this gap analysis phase in the SWP model, workforce segmentation can play an important role (Lavelle, 2007). Workforce segmentation is described as a way in which organizations differentiate between roles and skill sets and to determine how essential they are to meet business objectives (Lavelle, 2007). 5

6 Even though workforce segmentation is not often implemented in the SWP model, Lavelle (2007) argues that segmentation is destined to play an important role in workforce planning. The aim of SWP as mentioned earlier is putting the right people in the right job at the right time. Workforce segmentation can contribute by identifying strategic positions, support positions and eliminate jobs that do not add value (Huselid, Beatty & Becker, 2005). Segmentation provides organizations insight in their entire workforce and creates an overview of which type of employees organizations need to attract, retain and develop in order to achieve business objectives (Evers & Verhoeven, 1999). Although several researches argue that there are general success factors that determine strategic workforce planning (Anderson, 2004; Cotton, 2007), Evers and Verhoeven (1999) state that the strategic workforce planning process differs in every organization and that no one best way is applicable. In addition, organizations are influenced by several internal and external factors that might cause differentiation in the SWP process. This statement assumes a contingency-based approach; which argues that organizations are influenced by contextual factors. Organizations need to adjust to these factors in order to perform (Donaldson, 2001). Thus, this theory suggest that it might be, that the applicability of a SWP model in the healthcare sector is different, due to contextual factors, than in other sectors in the Dutch labor market. With regard to these developments the following research question is formulated: Which contingency factors influence the strategic workforce planning process in the Dutch healthcare sector and does workforce segmentation play a role in the strategic workforce planning process? This paper contributes to the scientific research in this area in the following ways. First of all, this study provides new insights about the possible contribution of workforce segmentation in the strategic workforce planning process. Secondly, this study provides scientific insight about the application of strategic workforce planning process in the Dutch healthcare sector and provides insight in which contingency factors influence this process. Organizations might benefit from these findings, because this study might provide them a practical guideline for implementing the strategic workforce planning process and/or workforce segmentation in the healthcare sector. Furthermore this study provides organizations with a more 6

7 planned and focused approach to attracting, developing and retaining employees, which will lead to more organizational efficiency. Because SWP is a long-term oriented and ongoing process, healthcare organizations will be able to anticipate on future labor shortages or surpluses. In addition, new insights in which contingency factors influence the strategic workforce planning process will lead to the development of more customized applications. In other words, the SWP process can be better aligned with organizational needs in their specific context. This paper will continue with the theoretical framework, methods, results and finally the conclusion and discussion. 7

8 8

9 2. Theoretical framework This part of the research discusses the central concepts, Strategic Workforce Planning, Workforce Segmentation and the Contingency Factors, and investigates their relationship with each other. 2.1 Strategic Workforce Planning In the literature about Strategic workforce planning, different definitions are used (Evers & Verhoeven, 1999; Anderson, 2004: Freyens, 2010). In the early 90 s, workforce planning was defined as the assessment of future human capital needs and determining and implementing actions necessary to meet the required demands (Ripley, 1995). Since then, there has been a shift from the purely technical aspects of workforce planning towards the inclusion of strategic management, evaluation processes and turnover management (Idris and Eldrigde, 1998). In the past decade, the definition of strategic workforce planning is further elaborated and Cotton (2007) argues that nowadays most definitions include the same general elements. Firstly, strategic workforce planning needs to be aligned with the business objectives of the organization. Secondly, the identification of which people and what kind of skills are needed to achieve goals. Thirdly, the human capital of the organization needs to be aligned with the business direction. Lastly, the required human capital will be continuously available and the strategic workforce planning process will be adapted when needed. However, there is one important issue that has to be added, namely that SWP is not a static system but an ongoing process (IPMA, 2002). This is essential because implementing strategic workforce planning and interpreting the results are essential parts of the business operations. SWP is not effective when managers only use the strategic workforce planning process at one moment in time (IPMA, 2002). To have an overall definition of strategic workforce planning in this research that refers to all elements described above, several definitions are combined which results in the following definition: Strategic workforce planning is an ongoing process of human capital planning, which is aligned with the overall business strategy of the organization. It is a data driven process, which analyzes the current workforce and identifies future workforce needs. Based on this information, organizations are able to identify gaps and develop and implement gap-closing strategies in order 9

10 to achieve organizational missions, goals and objectives (Evers & Verhoeven, 1999; IPMA, 2002, Cotton, 2007; Bechet, 2008) Strategic Workforce Planning process According to several researchers (Evers & Verhoeven, 1999; Choudhury, 2007; Giehl & Moss, 2009) there is no one best way of strategic workforce planning due to contextual factors that influences this process. However several researchers state that every SWP process is based on the same overall starting framework (Nkomo, 1988; Anderson, 2004; Cotton, 2007; Freyens, 2010). In other words, the strategic workforce planning models developed over time are almost all extensions of the basic workforce-planning model of Anderson (2004). This research will outline the basic model of Anderson (2004) and, in addition, will include adaptations made by other authors. First of all, the workforce planning process begins by defining the organizations strategic direction (Cotton, 2007). An inevitable part of defining the business strategy means identifying the core strategic skills and competencies that are needed to achieved the business objectives (Cotton, 2007; Nkomo, 1988; Young, 2006). Secondly, a scan of the internal and external environment must be executed. Information about technological, economic, sociocultural factors and the labor market should be collected and analyzed in order to achieve alignment between the goals, policies, procedures or operations of the workforce planning model and the external changes (Nkomo, 1988; Cotton, 2007). For example the environmental changes (the ageing workforce, labor shortages) in the healthcare sector have a major influence on the design of the workforce planning process. Besides an external environmental analysis focus should also lie on analyzing the internal environment. Factors that should be included are workforce trends (attraction and retention statistics, age and distribution of the workforce), organizational structure, organizational culture and current levels of performance (Cotton, 2007). The third step in the strategic workforce planning process is a supply analysis, which focuses on identifying and analyzing the current supply for labor in the organization based on qualitative and quantitative data (Anderson, 2004; Cotton, 2007). On the one hand qualitative data is important for mapping current skills and competencies of employees and eventually mapping 10

11 strengths and weaknesses of the workforce (Nkomo, 1988). On the other hand quantitative data is necessary to conduct information and trends about developments in the workforce that will have an influence on the organization when no action is taken (Anderson, 2004; Evers, 2011). After the supply analysis, organizations need to identify the future workforce demands through a demand analysis. This step provides an estimation of future personnel needs in terms of required numbers of employees as well as future needed skills (Anderson, 2004; Cotton, 2007). While identifying these workforce demands, organizations have to take in to account the overall strategy of the organization, changing work boundaries and environmental factors influencing the workforce (technology, labor market developments) (Anderson, 2004; Cotton, 2007). Based on the two earlier phases, organizations should be able to match the current supply with future needed demands (Anderson, 2004; Freyens, 2010). The gap analysis phase reveals the differences between current labor supply and future labor demand. There are three different situations that can occur: expected skill/labor shortages (demand exceeds supply), surpluses of labor (supply exceeds demand) and that current demand and future supply are in balance (Anderson, 2004). In this phase of closing the gap, emphasis must lie on both short-term solutions as long-term strategies. HR practices that contribute to executing strategies are training and development and compensation and benefits. (Cotton, 2007). After developing a gap-closing strategy the final step of the strategic workforce planning process is the implementation and evaluation of the developed strategy (Anderson, 2004). For successfully implementing workforce strategies several aspects are critical such as leadership, communication between workforce team members and other employees/managers and lastly resources that facilitate the implementation phase (Cotton 2007). After implementation, the strategic workforce process needs to be evaluated and revised were needed (Anderson, 2004). Figure 1 shows the strategic workforce planning process as described in the above sections. 11

12 Evaluation And ongoing process Define strategic direction Implementati on External and internal scan Gap Analysis Supply analysis Demand Analysis Figure 1: Strategic workforce planning process Although almost 70 % of the costs made in the healthcare sector are personnel costs, according to the Dutch research institute for healthcare NIVEL (2011), a strategic workforce planning process, such a described above, is missing in many healthcare organizations. In addition, with the ageing workforce coming up and the increasing workload in the healthcare sector, a SWP process is now more important than ever. This is because the aim of SWP is to identify current workforce demands, determine future personnel needs, execute a gap analysis and develop and implement gap-closing strategies. Therefore, this study investigates to what extent healthcare organizations have applied a strategic workforce planning process based on the earlier mentioned SWP process steps. Therefore the following sub-question is raised: To what extent have Dutch Healthcare organizations implemented a strategic workforce planning process? 12

13 2.2 Workforce segmentation Lavelle (2007) argues that workforce segmentation is destined to play an important role in the workforce planning process. Workforce segmentation is defined as identifying different roles and skill sets in order to determine how essential they are to meet business objectives and align with the overall strategy of the organization (Lavelle, 2007). In addition, according to the resourcebased view of the firm, organizations consist, on the one hand out of core roles that create value and on the other hand out of peripheral roles that are value supporters (Lavelle, 2007; Boxall & Purcell, 2011). Furthermore, Lepak and Snell (1999) stated that segmentation between employment groups asks for different employment relationships. Thus, different groups of employees possess different skills, vary in their employment relationship and have different levels of importance while achieving competitive advantage (Lepak & Snell, 2002; Huselid, Beatty & Becker, 2005; Cascio & Boudreau, 2010). Several authors have developed different approaches of identifying and analyzing the strategic positions in the workforce (Lepak & Snell, 2002; Huselid, Beatty & Becker, 2005; Boudreau & Ramstad, 2007; Cascio & Boudreau, 2012). Huselid, Beatty and Becker (2005) made a distinction between three categories, namely A-, B-, and C-Positions. A-Positions are the key positions in an organization that have direct strategic impact. Positions that have indirect strategic impact by supporting A-positions are defined as B-Positions. The last groups are the so-called C- positions, these are needed in the organization but have little to no strategic impact. Boudreau and Ramstad (2007) also differentiated between employees groups whereby they made a distinction between pivotal roles in the organization, in other words the core employees, and the non-pivotal roles. Pivotal roles are the ones where differences in performance affect the strategic success of the organization the most (Cascio & Boudreau, 2012). Lepak and Snell (1999, 2007) distinguished different employees groups by means of the HR architectural framework, see figure 2. This architectural framework will be used in this study because of its clarity and the extensive research that has been done on this model. Lepak and Snell (1999) made a distinction between four types of employee groups, whereby the distinction has been made on the one hand to the uniqueness of the human capital and on the other hand to the strategic importance of human capital. Human capital in the first quadrant is both 13

14 unique and contributes to the strategic value of the organization and therefore these employees are considered as the core employees (Lepak & Snell, 1999). Organizations should invest in these employees in terms of training and development, participation and empowerment and compensation and benefits, this is called a commitment-oriented HR system Secondly, there are employee groups who have strategic value but their skills and competencies are not unique for the labor market. Thus, these employees are important in terms of achieving business objectives but have skills that are widely transferable in the sector. In this quadrant the focus lies more on a productivity-based relationship. In addition, organizations should not invest in training and developing these employees but should hire them and calculate the possibility that they might leave. Thirdly, Lepak and Snell (1999; 2007) identified that there is human capital that has low uniqueness and does not contribute to the strategic value of the organization. This compliance based HR relationship implies that organizations should outsource these employees or hire these employees through temporary work agencies. Employee groups that have on the one hand high uniqueness, but on the other hand have low strategic value are part of quadrant four. Lepak and Snell (1999) argue that this type of human capital needs to be managed via a collaborative HR approach. In addition organizations need to engage in alliances or partnerships with other organizations. The model of Lepak and Snell (1999), see figure 2, provides a guideline for identifying four types of employment. However, this will raise the question whether in practice healthcare organizations identify strategic positions? And in which way is this process designed? Thus, the following sub-question is raised: To what extent do healthcare organizations segment their workforce and if so, in which way is this process designed? 14

15 Figure 2: HR Architecture (Lepak and Snell, 1999) 2.3 Workforce segmentation implemented in the Strategic workforce planning process The strategic workforce planning process provides insight in the current workforce and identifies future workforce needs to meet business objectives. Thus, on the one hand this means executing a supply analysis in which the current supply for labor is identified and analyzed based on qualitative and quantitative data. On the other hand, future workforce demands needs to be estimated in terms of headcount and future needed skills. Based on the supply and demand analysis organizations have created an overview whereby the differences are revealed in terms of labor shortages or labor surpluses (Evers & Verhoeven (1999); Anderson, 2004; Cotton, 2007). Huselid, Beatty and Becker (2005) argue that especially in positions that have direct strategic impact, having the right people in the right job is important, due to the fact that in these strategic positions high performance variability will occur. In addition, this specific group is critical for executing the strategy of the organization (Boxall & Purcell, 2010). Thus, when an organization is going to implement or execute a strategic workforce planning process, it is important to lay emphasis on the jobs that are core for the organization. For this specific group of employees, who are unique and have high strategic value, organizations rely on a commitment-oriented HR system (Lepak & Snell, 1999). There are commitment-oriented HR practices that need to be taken into account while executing strategic workforce planning. When there are insufficient potentials available for closing the gap, external 15

16 recruitment could be a solution (Collings & Mellahi, 2009). During this process of recruitment the focus will lie on skills, knowledge and abilities that are currently not obtainable within the organization (Ready and Conger, 2007). Moreover, organizations need to invest in extensive recruitment and selection for these positions in order to successfully align with the strategy of the organization (Lepak & Snell, 1999; 2002). Besides that, training of current employees will be another solution for preparing current employees for future work demands and filling in the strategic positions (Huselid, Beatty & Becker, 2005). Moreover, investing in the development of the core employees of the organization enhance the opportunity of retaining these employees (Lee & Bruvold, 2003). In addition, training and developing employees has a positive effect on performance (Aguinis & Kraiger, 2009). Concluding, the strategic workforce planning process can identify possible future labor shortages in an early phase and it is a process whereby organizations can cope with this issue. Furthermore, segmentation of the workforce can contribute to this process by identifying the different positions and employees in the organization. When the strategic positions are revealed, organizations need to lay emphasis on attracting, training and retaining employees in these positions. However, almost no research has investigated the relationship between workforce segmentation and strategic workforce planning. Thus, it is therefore important to investigate whether healthcare organizations use workforce segmentation in the strategic workforce planning process. This results in the following sub-question: To what extent do healthcare organizations use the process of workforce segmentation in strategic workforce planning? 2.4 Contingency factors in the Healthcare sector The previous sections provide an outline about the strategic workforce planning process and gave an overview of the concept workforce segmentation. However as earlier mentioned, there is a discrepancy in the literature whether the SWP process is a best practice (Nkomo, 1988; Anderson, 2004; Cotton, 2007; Freyens, 2010) or whether there is no one best way of strategic workforce planning (Evers & Verhoeven, 1999; Giehl & Moss, 2009; Boxal & Purcell, 2011). Although 16

17 researchers argue that the design and implementation of SWP depends on internal and external contextual variables, no study investigated which contingency factors matter in the Dutch Healthcare sector. The aim of this study is to explore which different contextual factors might effect or influence the strategic workforce planning process in healthcare sector organizations. In practice, this will lead to a more custom developed SWP process that aligns with the organizational objectives of the specific organizations. Therefore the following sub-question has been formulated: Which contextual factors influence the strategic workforce planning process in the healthcare sector? The following section will provide an overview of different potential factors that, according to research (Evers & Verhoeven, 1999; Paauwe, 2004; Datta, Guthrie, & Wright, 2005; Boxall & Purcell, 2010), have an effect on the strategic workforce planning process in organizations. However this list of contextual factors for the Dutch healthcare sector is not exhaustive and will be complemented during the explorative stage of the research. In addition, both possible internal and external contextual factors will be discussed in the upcoming section External factors According to several researchers (DiMaggio & Powell, 1983; Paauwe, 2004; Boxall and Purcell 2010), there are multiple external contingency factors that have an influence on SHRM practices and thus on strategic workforce planning. The factors that will be taken into account are part of the institutionalized context. The factors are intensity of competition, segmentation in the healthcare sector and collective bargaining agreements. Institutionalized context The external factor that will be discussed is the institutionalized context of the healthcare sector. The Contextually Based Human Resource Theory (Paauwe, 2004) states that organizations not only respond to institutional settings. Institutional mechanisms, such as legislation, the role of trade unions and the role of government influence the design of SHRM policies and practices (DiMaggio & Powell, 1983; Veld, 2012). Regarding the institutional mechanisms in the Dutch Healthcare sector, the sector is characterized by a specific institutional setting, namely the combination of market processes and government regulations (Veld, 2012). In addition the Dutch 17

18 healthcare sector consist out of different segments. These different segments are: academic hospitals, other hospitals, GGZ, Disabled care, Nursing and home care, other care, well-being and social services, youth care, childcare (AZW, 2013). The segments are among other things characterized by different levels of competition and different collective bargaining agreements (Evers & Verhoeven, 1999). In the following section three factors will be taken into account namely, segmentation of the Healthcare sector, intensity of competition and collective bargaining agreements Segmentation of the Healthcare sector According to Boxall and Purcell (2011) it is essential for organizations to adapt to the industry context. However, industry is a broad concept that consists out of various levels in which differences in strategic workforce planning processes occur. These various levels are: differences between broad sectors, differences between industries within sectors and differences within industries across strategic groups (Boxall & Purcell, 2011). The different segments in the Dutch healthcare sector are: academic hospitals, other hospitals, GGZ, disabled care, nursing and home care, other care, well-being and social services, youth care, childcare (AZW, 2013). A labor market prediction from 2013 to 2017 of the healthcare sector showed major differences between the different segments (AZW, 2013). On the one hand there are segments that show a slight higher demand or the same demand of personnel needs in the future, such as hospitals and academic hospitals. On the other hand the AZW (2013) indicates that segments such as nursing and home care sector will have a future labor surplus. Moreover the nursing and home care sector is characterized by a low to moderate skilled workforce, since is mostly consist out of lower skilled nurses (AZW, 2013). While, the hospital sector consists out of a higher skilled workforce with high and specialized skills (higher skilled nurses, doctors) (AZW, 2013). Thus, this indicates that different sectors need to apply different strategic workforce planning strategies, because it is easier to attract low/moderate skilled workforce in comparison to a higher skilled workforce. Giehl and Moss (2009) argue that an organization which contains mostly lower skilled employees, such as nursing and care home sector, talent is viewed as replaceable and focus is on anticipating on turnover and acquire low-cost talent quickly. In other words, for the nursing and home care sector there is less need to implement strategic workforce planning, since short-term vacancy filling and anticipating on turnover should be sufficient. However, since the hospital 18

19 sector relies on a higher skilled workforce with high and specialized skills, there can be assumed that more hospitals have implemented strategic workforce planning. This will lead to the following proposition: Proposition 1: Labor market characteristics specific to different segments, might influence whether organizations have implemented a strategic workforce planning process. Intensity of competition Within each segment in the healthcare sector, or in the whole healthcare sector, organizations need to maintain their position in the competitive market (Boxall & Purcell, 2011). Competition in the industry can be fierce or weak. A competitive industry is, in contrast to a less competitive market characterized by striving for efficiency, effectiveness, flexibility, innovativeness and speed (Paauwe, 2004). In terms of strategic workforce planning this suggests that in markets with a high level of competition, attracting and retaining employees who have the right knowledge, skills and abilities is essential to adapt to the competitive market (Boxall & Purcell, 2011). Regarding to the Dutch healthcare sector there has been a shift made from a more supply oriented system towards a more competitive market whereby the emphasis lies on more demand an patient-oriented care (Veld, 2012). This shift is caused by Dutch policy, which is aimed at more marketization of the Dutch healthcare sector, with the underlying assumption of increasing the quality, the innovative capacity and a more client-oriented focus of this sector (Maarse, 2011). Marketization of the healthcare sector implies more competition and therefore more focus on attracting and retaining employees who have the right knowledge, skills and abilities to achieve competitive advantage (Boxall & Purcell, 2011). Therefore a strategic workforce planning strategy becomes more important in the Dutch healthcare sector. In addition, this raises the question whether organizations acknowledge this and therefore implement strategic workforce planning due to increased competition. This will lead to the following proposition: Proposition 2: The level of competition might influence whether Dutch Healthcare organizations have implemented a strategic workforce planning process. 19

20 Collective Bargaining Agreements Another part of the institutional mechanism is the presence of the Collective Bargaining Agreement (CBA), the Dutch healthcare sector consist out of different CBA s for the different segments. However, in all of these CBA s different HR practices (wages, employee benefits, equal treatment, diversity) are included and pre-determined (Veld, 2012). Therefore one CBA will be discussed in more detail, namely the CBA for general hospitals. The CBA for general hospitals specifically focuses on attracting and retaining employees and furthermore new agreements were made on equal treatment of employees, irrespective of their age. For example, the exception of night and weekend shifts increased to 59 years and employees with a pensionable age are allowed to continue work after reaching this age. These regulations are aimed at extending the amount of available human capital for preventing future labor shortages. This implies that institutionalization affects the composition of the workforce, which inevitably influences the strategic workforce planning process. Therefore the following proposition is formulated: Proposition 3: Collective Bargaining Agreements influence the design and implementation of strategic workforce planning process Internal factors Besides external contextual factors that might influence the design of the strategic workforce planning process, research argues that there are several internal factors that affect the SHRM policies and practices executed in organizations (Evers & Verhoeven, 1999; Cotton, 2007). After a review of the literature, several factors have been selected, which are: size, structure of the organization and available resources. Size The headcount differs among organizations and this has an influence on how organizations should adapt to future workforce needs (Jackson & Schuler, 1995; Evers & Verhoeven, 1999). Jackson and Schuler (1995), argue that large organizations rely less on temporary staff, use more sophisticated staffing, have better training and development and have a more highly developed internal labor markets. In addition, Choudhury (2007) showed in his study of strategic workforce 20

Process Mining and audit support within financial services. KPMG IT Advisory 18 June 2014

Process Mining and audit support within financial services. KPMG IT Advisory 18 June 2014 Process Mining and audit support within financial services KPMG IT Advisory 18 June 2014 Agenda INTRODUCTION APPROACH 3 CASE STUDIES LEASONS LEARNED 1 APPROACH Process Mining Approach Five step program

Nadere informatie

2010 Integrated reporting

2010 Integrated reporting 2010 Integrated reporting Source: Discussion Paper, IIRC, September 2011 1 20/80 2 Source: The International framework, IIRC, December 2013 3 Integrated reporting in eight questions Organizational

Nadere informatie

Invloed van het aantal kinderen op de seksdrive en relatievoorkeur

Invloed van het aantal kinderen op de seksdrive en relatievoorkeur Invloed van het aantal kinderen op de seksdrive en relatievoorkeur M. Zander MSc. Eerste begeleider: Tweede begeleider: dr. W. Waterink drs. J. Eshuis Oktober 2014 Faculteit Psychologie en Onderwijswetenschappen

Nadere informatie

De Relatie tussen Ervaren Organisatiecultuur en Organizational. Commitment in de Periode na een Overname.

De Relatie tussen Ervaren Organisatiecultuur en Organizational. Commitment in de Periode na een Overname. De Relatie tussen Ervaren Organisatiecultuur en Organizational Commitment in de Periode na een Overname. The Relation Between Perceived Organizational Culture and Organizational Commitment After an Acquisition.

Nadere informatie

Competencies atlas. Self service instrument to support jobsearch. Naam auteur 19-9-2008

Competencies atlas. Self service instrument to support jobsearch. Naam auteur 19-9-2008 Competencies atlas Self service instrument to support jobsearch Naam auteur 19-9-2008 Definitie competency The aggregate of knowledge, skills, qualities and personal characteristics needed to successfully

Nadere informatie

Integratie van Due Diligence in bestaande risicomanagementsystemen volgens NPR 9036

Integratie van Due Diligence in bestaande risicomanagementsystemen volgens NPR 9036 Integratie van Due Diligence in bestaande risicomanagementsystemen volgens NPR 9036 NCP contactdag, 19 april 2016 Thamar Zijlstra, Dick Hortensius NEN Milieu en Maatschappij Agenda Achtergrond NPR 9036

Nadere informatie

FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE. Toets Inleiding Kansrekening 1 8 februari 2010

FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE. Toets Inleiding Kansrekening 1 8 februari 2010 FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE Toets Inleiding Kansrekening 1 8 februari 2010 Voeg aan het antwoord van een opgave altijd het bewijs, de berekening of de argumentatie toe. Als je een onderdeel

Nadere informatie

Appendix A: List of variables with corresponding questionnaire items (in English) used in chapter 2

Appendix A: List of variables with corresponding questionnaire items (in English) used in chapter 2 167 Appendix A: List of variables with corresponding questionnaire items (in English) used in chapter 2 Task clarity 1. I understand exactly what the task is 2. I understand exactly what is required of

Nadere informatie

CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN

CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN CREATING VALUE THROUGH AN INNOVATIVE HRM DESIGN CONFERENCE 20 NOVEMBER 2012 DE ORGANISATIE VAN DE HRM AFDELING IN WOELIGE TIJDEN Mieke Audenaert 2010-2011 1 HISTORY The HRM department or manager was born

Nadere informatie

Travel Survey Questionnaires

Travel Survey Questionnaires Travel Survey Questionnaires Prot of Rotterdam and TU Delft, 16 June, 2009 Introduction To improve the accessibility to the Rotterdam Port and the efficiency of the public transport systems at the Rotterdam

Nadere informatie

Ontwikkeling, Strategieën en Veerkracht van Jongeren van Ouders met Psychische Problemen. Een Kwalitatief Onderzoek op Basis van Chats.

Ontwikkeling, Strategieën en Veerkracht van Jongeren van Ouders met Psychische Problemen. Een Kwalitatief Onderzoek op Basis van Chats. Ontwikkeling, Strategieën en Veerkracht van Jongeren van Ouders met Psychische Problemen. Een Kwalitatief Onderzoek op Basis van Chats. Development, Strategies and Resilience of Young People with a Mentally

Nadere informatie

De Relatie tussen Betrokkenheid bij Pesten en Welbevinden en de Invloed van Sociale Steun en. Discrepantie

De Relatie tussen Betrokkenheid bij Pesten en Welbevinden en de Invloed van Sociale Steun en. Discrepantie De Relatie tussen Betrokkenheid bij Pesten en Welbevinden en de Invloed van Sociale Steun en Discrepantie The Relationship between Involvement in Bullying and Well-Being and the Influence of Social Support

Nadere informatie

Relatie tussen Appreciative Inquiry en Autonome Motivatie Verklaard door Psychologische. Basisbehoeften en gemodereerd door Autonomieondersteuning

Relatie tussen Appreciative Inquiry en Autonome Motivatie Verklaard door Psychologische. Basisbehoeften en gemodereerd door Autonomieondersteuning Relatie tussen Appreciative Inquiry en Autonome Motivatie Verklaard door Psychologische Basisbehoeften en gemodereerd door Autonomieondersteuning The Relationship between Appreciative Inquiry and Autonomous

Nadere informatie

Intercultural Mediation through the Internet Hans Verrept Intercultural mediation and policy support unit

Intercultural Mediation through the Internet Hans Verrept Intercultural mediation and policy support unit 1 Intercultural Mediation through the Internet Hans Verrept Intercultural mediation and policy support unit 2 Structure of the presentation - What is intercultural mediation through the internet? - Why

Nadere informatie

Digital municipal services for entrepreneurs

Digital municipal services for entrepreneurs Digital municipal services for entrepreneurs Smart Cities Meeting Amsterdam October 20th 2009 Business Contact Centres Project frame Mystery Shopper Research 2006: Assessment services and information for

Nadere informatie

De Samenhang tussen Dagelijkse Stress en Depressieve Symptomen en de Mediërende Invloed van Controle en Zelfwaardering

De Samenhang tussen Dagelijkse Stress en Depressieve Symptomen en de Mediërende Invloed van Controle en Zelfwaardering De Samenhang tussen Dagelijkse Stress en Depressieve Symptomen en de Mediërende Invloed van Controle en Zelfwaardering The Relationship between Daily Hassles and Depressive Symptoms and the Mediating Influence

Nadere informatie

Fidelity of a Strengths-based method for Homeless Youth

Fidelity of a Strengths-based method for Homeless Youth Fidelity of a Strengths-based method for Homeless Youth Manon krabbenborg, Sandra Boersma, Marielle Beijersbergen & Judith Wolf s.boersma@elg.umcn.nl Homeless youth in the Netherlands Latest estimate:

Nadere informatie

Socio-economic situation of long-term flexworkers

Socio-economic situation of long-term flexworkers Socio-economic situation of long-term flexworkers CBS Microdatagebruikersmiddag The Hague, 16 May 2013 Siemen van der Werff www.seo.nl - secretariaat@seo.nl - +31 20 525 1630 Discussion topics and conclusions

Nadere informatie

Determinanten en Barrières van Seksuele Patiëntenvoorlichting. aan Kankerpatiënten door Oncologieverpleegkundigen

Determinanten en Barrières van Seksuele Patiëntenvoorlichting. aan Kankerpatiënten door Oncologieverpleegkundigen Determinanten en Barrières van Seksuele Patiëntenvoorlichting aan Kankerpatiënten door Oncologieverpleegkundigen Determinants and Barriers of Providing Sexual Health Care to Cancer Patients by Oncology

Nadere informatie

Innovaties in de chronische ziekenzorg 3e voorbeeld van zorginnovatie. Dr. J.J.W. (Hanneke) Molema, Prof. Dr. H.J.M.

Innovaties in de chronische ziekenzorg 3e voorbeeld van zorginnovatie. Dr. J.J.W. (Hanneke) Molema, Prof. Dr. H.J.M. Innovaties in de chronische ziekenzorg 3e voorbeeld van zorginnovatie Dr. J.J.W. (Hanneke) Molema, Prof. Dr. H.J.M. (Bert) Vrijhoef Take home messages: Voor toekomstbestendige chronische zorg zijn innovaties

Nadere informatie

Verschillen in het Gebruik van Geheugenstrategieën en Leerstijlen. Differences in the Use of Memory Strategies and Learning Styles

Verschillen in het Gebruik van Geheugenstrategieën en Leerstijlen. Differences in the Use of Memory Strategies and Learning Styles Verschillen in het Gebruik van Geheugenstrategieën en Leerstijlen tussen Leeftijdsgroepen Differences in the Use of Memory Strategies and Learning Styles between Age Groups Rik Hazeu Eerste begeleider:

Nadere informatie

De Relatie tussen (Over)Gewicht. en Seksdrive bij Mannen en Vrouwen. The Relationship between (Over)Weight. and Sex Drive in Men and Women

De Relatie tussen (Over)Gewicht. en Seksdrive bij Mannen en Vrouwen. The Relationship between (Over)Weight. and Sex Drive in Men and Women De Relatie tussen (Over)Gewicht en Seksdrive bij Mannen en Vrouwen The Relationship between (Over)Weight and Sex Drive in Men and Women Mandy M. de Nijs Eerste begeleider: Dr. W. Waterink Tweede begeleider:

Nadere informatie

The Dutch mortgage market at a cross road? The problematic relationship between supply of and demand for residential mortgages

The Dutch mortgage market at a cross road? The problematic relationship between supply of and demand for residential mortgages The Dutch mortgage market at a cross road? The problematic relationship between supply of and demand for residential mortgages 22/03/2013 Housing market in crisis House prices down Number of transactions

Nadere informatie

Pesten onder Leerlingen met Autisme Spectrum Stoornissen op de Middelbare School: de Participantrollen en het Verband met de Theory of Mind.

Pesten onder Leerlingen met Autisme Spectrum Stoornissen op de Middelbare School: de Participantrollen en het Verband met de Theory of Mind. Pesten onder Leerlingen met Autisme Spectrum Stoornissen op de Middelbare School: de Participantrollen en het Verband met de Theory of Mind. Bullying among Students with Autism Spectrum Disorders in Secondary

Nadere informatie

Alcohol policy in Belgium: recent developments

Alcohol policy in Belgium: recent developments 1 Alcohol policy in Belgium: recent developments Kurt Doms, Head Drug Unit DG Health Care FPS Health, Food Chain Safety and Environment www.health.belgium.be/drugs Meeting Alcohol Policy Network 26th November

Nadere informatie

ARTIST. Petten 24 September 2012. www.ecn.nl More info: schoots@ecn.nl

ARTIST. Petten 24 September 2012. www.ecn.nl More info: schoots@ecn.nl ARTIST Assessment and Review Tool for Innovation Systems of Technologies Koen Schoots, Michiel Hekkenberg, Bert Daniëls, Ton van Dril Agentschap NL: Joost Koch, Dick Both Petten 24 September 2012 www.ecn.nl

Nadere informatie

Researchcentrum voor Onderwijs en Arbeidsmarkt The role of mobility in higher education for future employability

Researchcentrum voor Onderwijs en Arbeidsmarkt The role of mobility in higher education for future employability The role of mobility in higher education for future employability Jim Allen Overview Results of REFLEX/HEGESCO surveys, supplemented by Dutch HBO-Monitor Study migration Mobility during and after HE Effects

Nadere informatie

Innovative SUMP-Process in Northeast-Brabant

Innovative SUMP-Process in Northeast-Brabant Innovative SUMP-Process in Northeast-Brabant #polis14 Northeast-Brabant: a region in the Province of Noord-Brabant Innovative Poly SUMP 20 Municipalities Province Rijkswaterstaat Several companies Schools

Nadere informatie

Running head: BREAKFAST, CONSCIENTIOUSNESS AND MENTAL HEALTH 1. The Role of Breakfast Diversity and Conscientiousness in Depression and Anxiety

Running head: BREAKFAST, CONSCIENTIOUSNESS AND MENTAL HEALTH 1. The Role of Breakfast Diversity and Conscientiousness in Depression and Anxiety Running head: BREAKFAST, CONSCIENTIOUSNESS AND MENTAL HEALTH 1 The Role of Breakfast Diversity and Conscientiousness in Depression and Anxiety De Rol van Gevarieerd Ontbijten en Consciëntieusheid in Angst

Nadere informatie

Knelpunten in Zelfstandig Leren: Zelfregulerend leren, Stress en Uitstelgedrag bij HRM- Studenten van Avans Hogeschool s-hertogenbosch

Knelpunten in Zelfstandig Leren: Zelfregulerend leren, Stress en Uitstelgedrag bij HRM- Studenten van Avans Hogeschool s-hertogenbosch Knelpunten in Zelfstandig Leren: Zelfregulerend leren, Stress en Uitstelgedrag bij HRM- Studenten van Avans Hogeschool s-hertogenbosch Bottlenecks in Independent Learning: Self-Regulated Learning, Stress

Nadere informatie

The Effect of Gender, Sex Drive and Autonomy. on Sociosexuality. Invloed van Sekse, Seksdrive en Autonomie. op Sociosexualiteit

The Effect of Gender, Sex Drive and Autonomy. on Sociosexuality. Invloed van Sekse, Seksdrive en Autonomie. op Sociosexualiteit The Effect of Gender, Sex Drive and Autonomy on Sociosexuality Invloed van Sekse, Seksdrive en Autonomie op Sociosexualiteit Filiz Bozkurt First supervisor: Second supervisor drs. J. Eshuis dr. W. Waterink

Nadere informatie

Introduction to KM. Kampala CIKM Workshop 2013 Joost Lieshout

Introduction to KM. Kampala CIKM Workshop 2013 Joost Lieshout Introduction to KM Kampala CIKM Workshop 2013 Joost Lieshout Good to know Introductions Your CIKM experience Outline CIKM Sessions Tuesday Introduction to KM & Groupwork Introduction to (CI)KM Strategy

Nadere informatie

CSRQ Center Rapport over onderwijsondersteunende organisaties: Samenvatting voor onderwijsgevenden

CSRQ Center Rapport over onderwijsondersteunende organisaties: Samenvatting voor onderwijsgevenden CSRQ Center Rapport over onderwijsondersteunende organisaties: Samenvatting voor onderwijsgevenden Laatst bijgewerkt op 25 november 2008 Nederlandse samenvatting door TIER op 5 juli 2011 Onderwijsondersteunende

Nadere informatie

Aim of this presentation. Give inside information about our commercial comparison website and our role in the Dutch and Spanish energy market

Aim of this presentation. Give inside information about our commercial comparison website and our role in the Dutch and Spanish energy market Aim of this presentation Give inside information about our commercial comparison website and our role in the Dutch and Spanish energy market Energieleveranciers.nl (Energysuppliers.nl) Founded in 2004

Nadere informatie

BABOK meets BiSL. Marcel Schaar, IIBA Dutch Chapter Mark Smalley, ASL BiSL Foundation Jan de Vries, ASL BiSL Foundation. Kennissessie, 19 januari 2016

BABOK meets BiSL. Marcel Schaar, IIBA Dutch Chapter Mark Smalley, ASL BiSL Foundation Jan de Vries, ASL BiSL Foundation. Kennissessie, 19 januari 2016 BABOK meets BiSL Kennissessie, 19 januari 2016 Marcel Schaar, IIBA Dutch Chapter Mark Smalley, ASL BiSL Foundation Jan de Vries, ASL BiSL Foundation 1 Agenda 1. Presentatie white paper hoofdlijnen 2. Intro

Nadere informatie

De Invloed van Self-efficacy en Optimisme op de Bevlogenheid, Organisatiebetrokkenheid, Arbeidstevredenheid en Verloopintentie van Verzorgenden

De Invloed van Self-efficacy en Optimisme op de Bevlogenheid, Organisatiebetrokkenheid, Arbeidstevredenheid en Verloopintentie van Verzorgenden De Invloed van Self-efficacy en Optimisme op de Bevlogenheid, Organisatiebetrokkenheid, Arbeidstevredenheid en Verloopintentie van Verzorgenden in de Verpleeg- en Verzorgingshuizen The Influence of Self-efficacy

Nadere informatie

From Padua to Groningen

From Padua to Groningen From Padua to Groningen The effects of the CercleS Seminar in Padua in 2009 on writing Nederlands in gang (0-A2) Berna de Boer Benvenuti a tutti! Contents I. State of affairs in September 2009 II. The

Nadere informatie

European frameworks for VET

European frameworks for VET European frameworks for VET VLOR Brussels, 4 June 2014 Carlo Scatoli Vocational Training and Adult Learning 2002 The Copenhagen Declaration 30 November 2002 Strengthen the European dimension Improve transparency,

Nadere informatie

Mentaal Weerbaar Blauw

Mentaal Weerbaar Blauw Mentaal Weerbaar Blauw de invloed van stereotypen over etnische minderheden cynisme en negatieve emoties op de mentale weerbaarheid van politieagenten begeleiders: dr. Anita Eerland & dr. Arjan Bos dr.

Nadere informatie

De Relatie tussen Werkdruk, Pesten op het Werk, Gezondheidsklachten en Verzuim

De Relatie tussen Werkdruk, Pesten op het Werk, Gezondheidsklachten en Verzuim De Relatie tussen Werkdruk, Pesten op het Werk, Gezondheidsklachten en Verzuim The Relationship between Work Pressure, Mobbing at Work, Health Complaints and Absenteeism Agnes van der Schuur Eerste begeleider:

Nadere informatie

Synergia - Individueel rapport

Synergia - Individueel rapport DOELSTELLING : Ensuring sufficient funding for projects in cost-generating departments of 16.04.2014 16.04.2014 13:53 1. Inleiding Deze inleiding is vrij te bepalen bij de aanmaak van het rapport. 16.04.2014

Nadere informatie

Relatie Tussen Organisatie-Onrechtvaardigheid, Bevlogenheid en Feedback. The Relationship Between the Organizational Injustice, Engagement and

Relatie Tussen Organisatie-Onrechtvaardigheid, Bevlogenheid en Feedback. The Relationship Between the Organizational Injustice, Engagement and Onrechtvaardigheid, bevlogenheid en feedback 1 Relatie Tussen Organisatie-Onrechtvaardigheid, Bevlogenheid en Feedback The Relationship Between the Organizational Injustice, Engagement and Feedback Nerfid

Nadere informatie

Tijdelijk en Toch Bevlogen

Tijdelijk en Toch Bevlogen De Invloed van Taakeisen, Ontplooiingskansen en Intrinsieke Arbeidsoriëntatie op Bevlogenheid van Tijdelijke Werknemers. The Influence of Job Demands, Development Opportunities and Intrinsic Work Orientation

Nadere informatie

Emotioneel Belastend Werk, Vitaliteit en de Mogelijkheid tot Leren: The Manager as a Resource.

Emotioneel Belastend Werk, Vitaliteit en de Mogelijkheid tot Leren: The Manager as a Resource. Open Universiteit Klinische psychologie Masterthesis Emotioneel Belastend Werk, Vitaliteit en de Mogelijkheid tot Leren: De Leidinggevende als hulpbron. Emotional Job Demands, Vitality and Opportunities

Nadere informatie

Verschil in Perceptie over Opvoeding tussen Ouders en Adolescenten en Alcoholgebruik van Adolescenten

Verschil in Perceptie over Opvoeding tussen Ouders en Adolescenten en Alcoholgebruik van Adolescenten Verschil in Perceptie over Opvoeding tussen Ouders en Adolescenten en Alcoholgebruik van Adolescenten Difference in Perception about Parenting between Parents and Adolescents and Alcohol Use of Adolescents

Nadere informatie

Running Head: INVLOED VAN ASE-DETERMINANTEN OP INTENTIE CONTACT 1

Running Head: INVLOED VAN ASE-DETERMINANTEN OP INTENTIE CONTACT 1 Running Head: INVLOED VAN ASE-DETERMINANTEN OP INTENTIE CONTACT 1 Relatie tussen Attitude, Sociale Invloed en Self-efficacy en Intentie tot Contact tussen Ouders en Leerkrachten bij Signalen van Pesten

Nadere informatie

COGNITIEVE DISSONANTIE EN ROKERS COGNITIVE DISSONANCE AND SMOKERS

COGNITIEVE DISSONANTIE EN ROKERS COGNITIVE DISSONANCE AND SMOKERS COGNITIEVE DISSONANTIE EN ROKERS Gezondheidsgedrag als compensatie voor de schadelijke gevolgen van roken COGNITIVE DISSONANCE AND SMOKERS Health behaviour as compensation for the harmful effects of smoking

Nadere informatie

Ontpopping. ORGACOM Thuis in het Museum

Ontpopping. ORGACOM Thuis in het Museum Ontpopping Veel deelnemende bezoekers zijn dit jaar nog maar één keer in het Van Abbemuseum geweest. De vragenlijst van deze mensen hangt Orgacom in een honingraatpatroon. Bezoekers die vaker komen worden

Nadere informatie

FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE

FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE Tentamen Analyse 6 januari 203, duur 3 uur. Voeg aan het antwoord van een opgave altijd het bewijs, de berekening of de argumentatie toe. Als je een onderdeel

Nadere informatie

Lichamelijke factoren als voorspeller voor psychisch. en lichamelijk herstel bij anorexia nervosa. Physical factors as predictors of psychological and

Lichamelijke factoren als voorspeller voor psychisch. en lichamelijk herstel bij anorexia nervosa. Physical factors as predictors of psychological and Lichamelijke factoren als voorspeller voor psychisch en lichamelijk herstel bij anorexia nervosa Physical factors as predictors of psychological and physical recovery of anorexia nervosa Liesbeth Libbers

Nadere informatie

Opgave 2 Geef een korte uitleg van elk van de volgende concepten: De Yield-to-Maturity of a coupon bond.

Opgave 2 Geef een korte uitleg van elk van de volgende concepten: De Yield-to-Maturity of a coupon bond. Opgaven in Nederlands. Alle opgaven hebben gelijk gewicht. Opgave 1 Gegeven is een kasstroom x = (x 0, x 1,, x n ). Veronderstel dat de contante waarde van deze kasstroom gegeven wordt door P. De bijbehorende

Nadere informatie

GOAL-STRIVING REASONS, PERSOONLIJKHEID EN BURN-OUT 1. Het effect van Goal-striving Reasons en Persoonlijkheid op facetten van Burn-out

GOAL-STRIVING REASONS, PERSOONLIJKHEID EN BURN-OUT 1. Het effect van Goal-striving Reasons en Persoonlijkheid op facetten van Burn-out GOAL-STRIVING REASONS, PERSOONLIJKHEID EN BURN-OUT 1 Het effect van Goal-striving Reasons en Persoonlijkheid op facetten van Burn-out The effect of Goal-striving Reasons and Personality on facets of Burn-out

Nadere informatie

Ius Commune Training Programme 2015-2016 Amsterdam Masterclass 16 June 2016

Ius Commune Training Programme 2015-2016 Amsterdam Masterclass 16 June 2016 www.iuscommune.eu Dear Ius Commune PhD researchers, You are kindly invited to attend the Ius Commune Amsterdam Masterclass for PhD researchers, which will take place on Thursday 16 June 2016. During this

Nadere informatie

Work to Work mediation

Work to Work mediation Work to Work mediation Mobility Centre Automotive Theo Keulen 19-9-2008 Policy Context Flexibility,mobility and sustainable employability are key words in modern labour market policy Work to work arrangements

Nadere informatie

FOD VOLKSGEZONDHEID, VEILIGHEID VAN DE VOEDSELKETEN EN LEEFMILIEU 25/2/2016. Biocide CLOSED CIRCUIT

FOD VOLKSGEZONDHEID, VEILIGHEID VAN DE VOEDSELKETEN EN LEEFMILIEU 25/2/2016. Biocide CLOSED CIRCUIT 1 25/2/2016 Biocide CLOSED CIRCUIT 2 Regulatory background and scope Biocidal products regulation (EU) nr. 528/2012 (BPR), art. 19 (4): A biocidal product shall not be authorised for making available on

Nadere informatie

Advanced Instrumentation. Hans van Gageldonk, Henk Hoevers, Gerard Cornet. 10 Oktober 2012

Advanced Instrumentation. Hans van Gageldonk, Henk Hoevers, Gerard Cornet. 10 Oktober 2012 Advanced Instrumentation Hans van Gageldonk, Henk Hoevers, Gerard Cornet 10 Oktober 2012 Agenda Wat is Advanced Instrumentation? Hoe past Advanced Instrumentation in de keten van fundamenteel onderzoek

Nadere informatie

SLACHTOFFER CYBERPESTEN, COPING, GEZONDHEIDSKLACHTEN, DEPRESSIE. Cyberpesten: de implicaties voor gezondheid en welbevinden van slachtoffers en het

SLACHTOFFER CYBERPESTEN, COPING, GEZONDHEIDSKLACHTEN, DEPRESSIE. Cyberpesten: de implicaties voor gezondheid en welbevinden van slachtoffers en het SLACHTOFFER CYBERPESTEN, COPING, GEZONDHEIDSKLACHTEN, DEPRESSIE Cyberpesten: de implicaties voor gezondheid en welbevinden van slachtoffers en het modererend effect van coping Cyberbullying: the implications

Nadere informatie

LONDEN MET 21 GEVARIEERDE STADSWANDELINGEN 480 PAGINAS WAARDEVOLE INFORMATIE RUIM 300 FOTOS KAARTEN EN PLATTEGRONDEN

LONDEN MET 21 GEVARIEERDE STADSWANDELINGEN 480 PAGINAS WAARDEVOLE INFORMATIE RUIM 300 FOTOS KAARTEN EN PLATTEGRONDEN LONDEN MET 21 GEVARIEERDE STADSWANDELINGEN 480 PAGINAS WAARDEVOLE INFORMATIE RUIM 300 FOTOS KAARTEN EN PLATTEGRONDEN LM2GS4PWIR3FKEP-58-WWET11-PDF File Size 6,444 KB 117 Pages 27 Aug, 2016 TABLE OF CONTENT

Nadere informatie

PERSOONLIJKHEID EN OUTPLACEMENT. Onderzoekspracticum scriptieplan Eerste begeleider: Mw. Dr. T. Bipp Tweede begeleider: Mw. Prof Dr. K.

PERSOONLIJKHEID EN OUTPLACEMENT. Onderzoekspracticum scriptieplan Eerste begeleider: Mw. Dr. T. Bipp Tweede begeleider: Mw. Prof Dr. K. Persoonlijkheid & Outplacement: Wat is de Rol van Core Self- Evaluation (CSE) op Werkhervatting na Ontslag? Personality & Outplacement: What is the Impact of Core Self- Evaluation (CSE) on Reemployment

Nadere informatie

Media en creativiteit. Winter jaar vier Werkcollege 7

Media en creativiteit. Winter jaar vier Werkcollege 7 Media en creativiteit Winter jaar vier Werkcollege 7 Kwartaaloverzicht winter Les 1 Les 2 Les 3 Les 4 Les 5 Les 6 Les 7 Les 8 Opbouw scriptie Keuze onderwerp Onderzoeksvraag en deelvragen Bespreken onderzoeksvragen

Nadere informatie

Running Head: IDENTIFICATIE MET SOCIAAL-ECONOMISCHE STATUS 1. Sociaal-economische Status en Gezondheid:

Running Head: IDENTIFICATIE MET SOCIAAL-ECONOMISCHE STATUS 1. Sociaal-economische Status en Gezondheid: Running Head: IDENTIFICATIE MET SOCIAAL-ECONOMISCHE STATUS 1 Sociaal-economische Status en Gezondheid: Invloed van ervaren Stress en Classificering Gezondheidschadend Gedrag Socioeconomic Status and Health:

Nadere informatie

LMX en Learning Agility: Bouwstenen voor Duurzame Inzetbaarheid in een dynamische. Werkomgeving

LMX en Learning Agility: Bouwstenen voor Duurzame Inzetbaarheid in een dynamische. Werkomgeving LMX EN LEARNING AGILITY LMX en Learning Agility: Bouwstenen voor Duurzame Inzetbaarheid in een dynamische Werkomgeving LMX and Learning Agility: Building Blocks for Sustainable Employability in a dynamic

Nadere informatie

Settings for the C100BRS4 MAC Address Spoofing with cable Internet.

Settings for the C100BRS4 MAC Address Spoofing with cable Internet. Settings for the C100BRS4 MAC Address Spoofing with cable Internet. General: Please use the latest firmware for the router. The firmware is available on http://www.conceptronic.net! Use Firmware version

Nadere informatie

Verschillen in Interventiegedrag tussen Arbeids- en Organisatiepsycholoog-mediators en Jurist-mediators

Verschillen in Interventiegedrag tussen Arbeids- en Organisatiepsycholoog-mediators en Jurist-mediators Verschillen in Interventiegedrag tussen Arbeids- en Organisatiepsycholoog-mediators en Jurist-mediators Differences in Behavior Interventions between Work and Organisational Psychologist-mediators and

Nadere informatie

Concept development. Haga Hospital. 17 september 2015

Concept development. Haga Hospital. 17 september 2015 Concept development Haga Hospital 17 september 2015 Marije Talstra 2015 Healthcare consultant at fluent 2003-2015 Healthcare consultant at Twynstra Gudde TUDelft, real estate & housing, urban planning

Nadere informatie

De Effecten van Informeel Werkplekleren op Duurzame Inzetbaarheid in de Nederlandse. Maakindustrie

De Effecten van Informeel Werkplekleren op Duurzame Inzetbaarheid in de Nederlandse. Maakindustrie De Effecten van Informeel Werkplekleren op Duurzame Inzetbaarheid in de Nederlandse Maakindustrie The effects of Informal Workplace Learning on Employability in the Dutch manufacturing sector Jochem H.

Nadere informatie

CHROMA STANDAARDREEKS

CHROMA STANDAARDREEKS CHROMA STANDAARDREEKS Chroma-onderzoeken Een chroma geeft een beeld over de kwaliteit van bijvoorbeeld een bodem of compost. Een chroma bestaat uit 4 zones. Uit elke zone is een bepaald kwaliteitsaspect

Nadere informatie

Question-Driven Sentence Fusion is a Well-Defined Task. But the Real Issue is: Does it matter?

Question-Driven Sentence Fusion is a Well-Defined Task. But the Real Issue is: Does it matter? Question-Driven Sentence Fusion is a Well-Defined Task. But the Real Issue is: Does it matter? Emiel Krahmer, Erwin Marsi & Paul van Pelt Site visit, Tilburg, November 8, 2007 Plan 1. Introduction: A short

Nadere informatie

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education *0535502859* DUTCH 0515/03 Paper 3 Speaking Role Play Card One 1 March 30 April 2010 No Additional

Nadere informatie

ETS 4.1 Beveiliging & ETS app concept

ETS 4.1 Beveiliging & ETS app concept ETS 4.1 Beveiliging & ETS app concept 7 juni 2012 KNX Professionals bijeenkomst Nieuwegein Annemieke van Dorland KNX trainingscentrum ABB Ede (in collaboration with KNX Association) 12/06/12 Folie 1 ETS

Nadere informatie

Master Thesis. Early Career Burnout Among Dutch Nurses: Comparing Theoretical Models. Using an Item Response Approach.

Master Thesis. Early Career Burnout Among Dutch Nurses: Comparing Theoretical Models. Using an Item Response Approach. 1 Master Thesis Early Career Burnout Among Dutch Nurses: Comparing Theoretical Models Using an Item Response Approach. Burnout onder Beginnende Nederlandse Verpleegkundigen: een Vergelijking van Theoretische

Nadere informatie

Assessing writing through objectively scored tests: a study on validity. Hiske Feenstra Cito, The Netherlands

Assessing writing through objectively scored tests: a study on validity. Hiske Feenstra Cito, The Netherlands Assessing writing through objectively scored tests: a study on validity Hiske Feenstra Cito, The Netherlands Outline Research project Objective writing tests Evaluation of objective writing tests Research

Nadere informatie

Enterprise Portfolio Management

Enterprise Portfolio Management Enterprise Portfolio Management Strategische besluitvorming vanuit integraal overzicht op alle portfolio s 22 Mei 2014 Jan-Willem Boere Vind goud in uw organisatie met Enterprise Portfolio Management 2

Nadere informatie

Het Effect van de Kanker Nazorg Wijzer* op Werkgerelateerde Problematiek en Kwaliteit. van Leven bij Werkende Ex-Kankerpatiënten

Het Effect van de Kanker Nazorg Wijzer* op Werkgerelateerde Problematiek en Kwaliteit. van Leven bij Werkende Ex-Kankerpatiënten Het Effect van de Kanker Nazorg Wijzer* op Werkgerelateerde Problematiek en Kwaliteit van Leven bij Werkende Ex-Kankerpatiënten The Effect of the Kanker Nazorg Wijzer* on Work-related Problems and Quality

Nadere informatie

Ervaringen met begeleiding FTA cursus Deployment of Free Software Systems

Ervaringen met begeleiding FTA cursus Deployment of Free Software Systems Ervaringen met begeleiding FTA cursus Deployment of Free Software Systems Frans Mofers Nederland cursusmateriaal & CAA's alle cursusmateriaal vrij downloadbaar als PDF betalen voor volgen cursus cursussite

Nadere informatie

Brigitte de Vries Staedion. Kwaliteitsbeheersing De uitdagingen voor een éénpitter

Brigitte de Vries Staedion. Kwaliteitsbeheersing De uitdagingen voor een éénpitter Brigitte de Vries Staedion Kwaliteitsbeheersing De uitdagingen voor een éénpitter Kwaliteitsbeheersing voor de éénpitter Wat kunt u verwachten Wie ben ik en waar werk ik Mijn uitdagingen Ervaring met kwaliteitstoetsing

Nadere informatie

Invloed van Angstkenmerken op het Dagelijks Functioneren van Gezonde Ouderen

Invloed van Angstkenmerken op het Dagelijks Functioneren van Gezonde Ouderen Invloed van Angstkenmerken op het Dagelijks Functioneren van Gezonde Ouderen The Effect of Anxiety Characteristics on Daily Functioning of Healthy Elderly Brigitte Grosfeld Eerste begeleider: Tweede begeleider:

Nadere informatie

De Invloed van Innovatiekenmerken op de Intentie van Leerkrachten. een Lespakket te Gebruiken om Cyberpesten te Voorkomen of te.

De Invloed van Innovatiekenmerken op de Intentie van Leerkrachten. een Lespakket te Gebruiken om Cyberpesten te Voorkomen of te. De Invloed van Innovatiekenmerken op de Intentie van Leerkrachten een Lespakket te Gebruiken om Cyberpesten te Voorkomen of te Stoppen The Influence of the Innovation Characteristics on the Intention of

Nadere informatie

Relatie tussen Persoonlijkheid, Opleidingsniveau, Leeftijd, Geslacht en Korte- en Lange- Termijn Seksuele Strategieën

Relatie tussen Persoonlijkheid, Opleidingsniveau, Leeftijd, Geslacht en Korte- en Lange- Termijn Seksuele Strategieën Relatie tussen Persoonlijkheid, Opleidingsniveau, Leeftijd, Geslacht en Korte- en Lange- Termijn Seksuele Strategieën The Relation between Personality, Education, Age, Sex and Short- and Long- Term Sexual

Nadere informatie

L.Net s88sd16-n aansluitingen en programmering.

L.Net s88sd16-n aansluitingen en programmering. De L.Net s88sd16-n wordt via één van de L.Net aansluitingen aangesloten op de LocoNet aansluiting van de centrale, bij een Intellibox of Twin-Center is dat de LocoNet-T aansluiting. L.Net s88sd16-n aansluitingen

Nadere informatie

STICHTING LIGHTREC NEDERLAND MANAGER LIGHTREC

STICHTING LIGHTREC NEDERLAND MANAGER LIGHTREC STICHTING LIGHTREC NEDERLAND MANAGER LIGHTREC LIGHTREC Energiezuinige lampen zijn goed voor het milieu, maar mogen niet worden afgedankt bij het gewone huisvuil. De materialen uit energiezuinige verlichting

Nadere informatie

Het Effect van Assertive Community Treatment (ACT) op het. Sociaal Functioneren van Langdurig Psychiatrische Patiënten met. een Psychotische Stoornis.

Het Effect van Assertive Community Treatment (ACT) op het. Sociaal Functioneren van Langdurig Psychiatrische Patiënten met. een Psychotische Stoornis. Het Effect van Assertive Community Treatment (ACT) op het Sociaal Functioneren van Langdurig Psychiatrische Patiënten met een Psychotische Stoornis. The Effect of Assertive Community Treatment (ACT) on

Nadere informatie

Organizational Change Driven by Vision & Courage

Organizational Change Driven by Vision & Courage Organizational Change Driven by Vision & Courage Breda, 26 Maart 2013 12 Juni 2006 H R U P D A T E H O T L I N E : ++ 4 1 2 1 6 1 8 6 1 1 8 2 Why do we need to change? All affiliates have full fledged

Nadere informatie

FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE

FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE FOR DUTCH STUDENTS! ENGLISH VERSION NEXT PAGE Tentamen Bewijzen en Technieken 1 7 januari 211, duur 3 uur. Voeg aan het antwoord van een opgave altijd het bewijs, de berekening of de argumentatie toe.

Nadere informatie

Explorative Research into a Contingency Based Approach of Strategic Personnel Planning

Explorative Research into a Contingency Based Approach of Strategic Personnel Planning Explorative Research into a Contingency Based Approach of Strategic Personnel Planning Name: Caspar van Knippenberg Student number: S353098 Address: Noord Besterdstraat 35 5014 JE, Tilburg Study programme:

Nadere informatie

Cognitieve Bias Modificatie van Interpretatiebias bij Faalangstige Studenten

Cognitieve Bias Modificatie van Interpretatiebias bij Faalangstige Studenten CBM-I bij Faalangst in een Studentenpopulatie 1 Cognitieve Bias Modificatie van Interpretatiebias bij Faalangstige Studenten Cognitive Bias Modification of Interpretation Bias for Students with Test Anxiety

Nadere informatie

Welke functies moeten ingevuld worden?

Welke functies moeten ingevuld worden? Welke functies moeten ingevuld worden? De herziene Wod van papier naar praktijk! Jan-Bas Prins 17 juni 2014 Relevante documenten Europa 2010/63/EU EC Implementation, interpretation and terminology of Directive

Nadere informatie

STIGMATISERING VAN PATIENTEN MET LONGKANKER 1. Stigmatisering van Patiënten met Longkanker: De Rol van Persoonlijke Relevantie voor de Waarnemer

STIGMATISERING VAN PATIENTEN MET LONGKANKER 1. Stigmatisering van Patiënten met Longkanker: De Rol van Persoonlijke Relevantie voor de Waarnemer STIGMATISERING VAN PATIENTEN MET LONGKANKER 1 Stigmatisering van Patiënten met Longkanker: De Rol van Persoonlijke Relevantie voor de Waarnemer Stigmatization of Patients with Lung Cancer: The Role of

Nadere informatie

Stephanie van Dijck De integrale aanpak maakt complexiteit hanteerbaar

Stephanie van Dijck De integrale aanpak maakt complexiteit hanteerbaar Titel, samenvatting en biografie Stephanie van Dijck De integrale aanpak maakt complexiteit hanteerbaar Samenvatting: Nieuwe projecten nemen toe in complexiteit: afhankelijkheden tussen software componenten,

Nadere informatie

ISO/IEC 20000, van standaardkwaliteit naar kwaliteitsstandaard. NGI Limburg 30 mei 2007

ISO/IEC 20000, van standaardkwaliteit naar kwaliteitsstandaard. NGI Limburg 30 mei 2007 ISO/IEC 20000, van standaardkwaliteit naar kwaliteitsstandaard NGI Limburg 30 mei 2007 1 Tijdlijn 80-er jaren: ITIL versie 1 2000: BS 15000 2001: ITIL versie 2 2002: Aangepaste versie BS 15000 2005: BS

Nadere informatie

Overview of the presentation

Overview of the presentation 1 Intercultural mediation in health care in the EU: theory and practice Hans Verrept Intercultural mediation and policy support unit 2 Overview of the presentation 1. Policy issues 2. Why do we need medical

Nadere informatie

Rolf Driesen, 15de Overheidscongres, 21 Oktober 2014

Rolf Driesen, 15de Overheidscongres, 21 Oktober 2014 If you have a client logo or other co-branding to include, this should go here. It should never be larger than the Deloitte logo. Waarom kiezen voor een shared services center? Succesfactoren en valkuilen

Nadere informatie

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS International General Certificate of Secondary Education *7261263430* DUTCH 0515/03 Paper 3 Speaking Role Play Card One 1 March 30 April 2011 No Additional

Nadere informatie

Tahnee Anne Jeanne Snelder. Open Universiteit

Tahnee Anne Jeanne Snelder. Open Universiteit Effecten van Gedragstherapie op Sociale Angst, Zelfgerichte Aandacht & Aandachtbias Effects of Behaviour Therapy on Social Anxiety, Self-Focused Attention & Attentional Bias Tahnee Anne Jeanne Snelder

Nadere informatie

Onderwerp: Toelichting op Toetsingskader Informatiebeveiliging 2014

Onderwerp: Toelichting op Toetsingskader Informatiebeveiliging 2014 Confidentieel 1 van 5 Onderwerp: Toelichting op Toetsingskader Informatiebeveiliging 2014 1. INLEIDING Sinds 2010 onderzoekt DNB de kwaliteit van informatiebeveiliging als thema binnen de financiële sector.

Nadere informatie

Het executief en het sociaal cognitief functioneren bij licht verstandelijk. gehandicapte jeugdigen. Samenhang met emotionele- en gedragsproblemen

Het executief en het sociaal cognitief functioneren bij licht verstandelijk. gehandicapte jeugdigen. Samenhang met emotionele- en gedragsproblemen Het executief en het sociaal cognitief functioneren bij licht verstandelijk gehandicapte jeugdigen. Samenhang met emotionele- en gedragsproblemen Executive and social cognitive functioning of mentally

Nadere informatie

Safety Values in de context van Business Strategy.

Safety Values in de context van Business Strategy. Safety Values in de context van Business Strategy. Annick Starren en Gerard Zwetsloot (TNO) Papendal, 31 maart 2015. NVVK sessie Horen, Zien en Zwijgen. Safety Values in de context van Business strategy.

Nadere informatie

Expertise seminar SURFfederatie and Identity Management

Expertise seminar SURFfederatie and Identity Management Expertise seminar SURFfederatie and Identity Management Project : GigaPort3 Project Year : 2010 Project Manager : Albert Hankel Author(s) : Eefje van der Harst Completion Date : 24-06-2010 Version : 1.0

Nadere informatie

Cambridge International Examinations Cambridge International General Certificate of Secondary Education

Cambridge International Examinations Cambridge International General Certificate of Secondary Education *3745107457* Cambridge International Examinations Cambridge International General Certificate of Secondary Education DUTCH 0515/03 Paper 3 Speaking Role Play Card One 1 March 30 April 2015 Approx. 15 minutes

Nadere informatie

PICA Patient flow Improvement center Amsterdam

PICA Patient flow Improvement center Amsterdam Operations research bij strategische capaciteitsbeslissingen in de zorg Ger Koole 26 mei 2008 Wat is Operations research? operations research (O.R.) is the discipline of applying advanced analytical methods

Nadere informatie