Living Limburg

Wonen Limburg is changing from a real estate organization with a social heart to a social organization working with real estate. Real estate is a means to achieve the social goal. "We work closely with municipalities," explains Tonny Cremers-Gallardo, Wonen Limburg office manager. "They have social goals, such as creating a meeting center in the neighborhood, more housing options for young people or seniors. For each municipality, we look together at what is needed. Based on that, we see what we can do as a housing corporation."

Different way of working

This change, in which the resident becomes even more central, also requires a different way of working for the employees of Wonen Limburg. They will have more and more intensive contact with residents and must listen carefully to what they really need. To then help them with that. Not always by doing it themselves but especially by making the right connection with other parties or residents. "For example, we have redesigned our convenience stores. Previously a tenant would come to a counter, now we have decorated our workplaces like a home. In such a home-like environment, other conversations come about." To give employees enough baggage and ensure that the right people are in the right place, the focus of Wonen Limburg's new HR policy is on talent development. "We have more talent in house than we think. We want to move toward thinking in terms of roles instead of functions. We focus on the natural talents someone has. What are you good at, what do you like and what do you feel comfortable with? This means that we let go of functions and focus on the roles that someone can have within our organization and what contribution they can make to the goals of Wonen Limburg."

Tender

This different way of working means that within Wonen Limburg there is more focus on the development of employees. Personal goals and development are essential. The 'old' way of assessing, in which employees were assessed at the end of the year, had to make way for 'looking ahead'. To do this, Wonen Limburg went looking for a party that could offer them an HR tool and the knowledge to match this perfectly. "Previously, we used a Word document for employee evaluation interviews. This form was very outdated, was partly not editable and the checking by P&O who had or had not filled out the form was manual and therefore very time-consuming. We were looking for a tool in which forms could be adapted quickly and easily and in which the tool itself was flexible to grow with the development of our company and the needs and wishes of our HR department. In the tender we had, Treams stood out. They took a different approach. For example, they developed their own tool, which focuses on employee development. It quickly became clear to us that they knew exactly what we needed and were thinking along with us. That's why we decided to award the project to Treams."

"Communication is essential in any change. At each step we take, we clearly communicate which part of the process we have completed, what the next steps are and what we expect from the employees involved. Managers we clearly inform in advance what the tool entails. "

Learning points

On the advice of Treams, it was decided to start with the Goals & Feedback modules. Within Wonen Limburg much attention was paid to introduce the tool and the new way of working properly to the employees. A special project group was formed consisting of an employee P&O, communication, ICT and Tonny himself. They were extensively trained by Treams and thus gained a lot of experience in working with the new tool. The tool was then implemented per department. A so-called conversation carousel was used for the larger departments. Each department was divided into small groups. The explanation of how the tool works and its introduction was divided into five themes:

1. Explanation of the tool.
2. Practice completing own goals.
3. Jointly establish departmental goals.
4. Having a good conversation (what is a good conversation and how do you have one?)
5. Practice giving feedback.

Each group spent 20 minutes working on a theme after which they rotated. "This approach worked very well. People were very positive about the tool. They especially liked working together on common goals and practicing giving feedback. People got clear handles this way. Afterwards, it was clear what we expected from them."

Communication is essential

What Wonen Limburg has learned above all from the entire process so far is that change stands or falls with good communication. "Communication is essential in a change we are undergoing as an organization. At each step we are now taking, we clearly communicate which part of the process we have completed, what the next steps are and what we expect from the employees involved. We clearly inform managers in advance what the tool entails. Treams has helped us tremendously with this."

Equal partner

Tonny is pleased with the cooperation with Treams. "We see Treams as an equal partner, they think very well with us, are flexible and support us. We pull together."