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New Ways of Working in Dutch central government - April 2014

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Mandy Smits

on 1 May 2015

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Transcript of New Ways of Working in Dutch central government - April 2014

How do we approach this?
Communicate
'New ways of working'
in Dutch central government
lessons learned

Introduction
Ministry of the Interior & Kingdom Relations
TPAW -What's our definition?
Being able to work regardless of :
For instance: the visioning document
What do we consider TPAW?
Directorate-General for Central Government Organisation and Operational Management
Programme 'New ways of working in central government' (Dutch: TPAW)
Location
Time of day
Device
This fits in with...
Smaller & more effective
Cost reduction of €630 million
"By 2017 central government should operate completely electronically, both in its services to citizens and internally."
Taskforce TPAW
Facilitate knowledge sharing
Address problems 'higher up'
Taskforce TPAW
Consistency in policy
Break through barriers
Keep things moving
Central Government
Reform Agenda
Programme goals
Communicate government-wide TPAW policy clearly
Support government organisations in implementing TPAW
Encourage sharing of knowledge of & experiences with TPAW
Questions
The New Office concept
Activity based work environment
Flexible desk policy
0,9 wp/fte, goal: at least 0,7 wp/fte
Efficient & attractive
Room for own identity
Community management: network of project managers

Also: online platforms
Being able to work regardless of :
Location
Time of day
Device
Main issues associated with TPAW
B
B
B
ricks
ytes
ehaviour
Working from home (or anywhere)
Paperless office
Knowledge sharing across boundaries
Result-oriented management
Working smarter (digital tools)
Flexible office (desk sharing, activity based working)
80%
W
What are considered
the main benefits?
hy?
Reduction of housing costs
Increased productivity
Improved work-life-balance
Positive boost to employer's image
Increased employee satisfaction (autonomy)
Organisational flexibility
W
What are the
main concerns?
hy not?
Fear of losing personal office
Management style not suited to TPAW
Resistance to change
Fear of losing touch with co-workers
Organisational culture not suited to TPAW
Lessons learned
DO
DON'T
Establish ground rules (office space, presence, availability, contact)
Tackle noise issues (chatter, phone calls)
Make sure IT-support is impeccable
Pay extra attention to team spirit/ 'social cohesion'
Ensure concepts of activity based working are clear & observed
Invest in training (IT-tooling, feedback, self management)
Make use of a 'sense of urgency' as a catalyst (move? cost cuts?)
Involve management: leading by example helps tremendously
Evaluate frequently & adjust concepts accordingly
Forget about digitising documents; help employees transition
Approach it as simply moving office -> 80% is behaviour
Use a dogmatic approach, leave room for 'custom made'
Underestimate the fears & concerns, address them beforehand
Make the office bland: visible identity markers are important
Lose sight of employees who tend to over-work (buddy system)
Introduce TPAW as stand alone concept: connect to mission & goals
Lose sight of the synergy between bricks, bytes & behaviour
Forget about managers; offer guidance in their changing role
Full transcript