How a new brand positioning for Zuyderland leads to committed employees
# involvement, #employerbrand, # merger, # identity, # brand positioning, # hospital, # care organization
How do you increase employee engagement? By becoming aware of what is holding back employees and doing something about it.
Three demotivating factors:
- Employee wants to move forward, but everyone maintains each other's behavior. The characteristic feature of behavior-limiting patterns, of which we have seen 6 in Zuyderland, is that it affects everyone. These patterns are so stubborn that one cannot get along with each other and gets stuck. It takes clarification of those patterns in combination with specific work forms to get started. These have now been developed for everyone to get started with.
- Employees suffer from permanent hectic life and are lived by the issues of the day. Everyone is busy and there is no time to stand still, to see what is happening or to make clear choices. The positioning and the values offer focus to determine together what is important and to make choices about what you do and do not do. It helps to reflect on what you really find important and what you want to pay attention to.
- Employees are reminded by the outside world that the organization is not functioning optimally. Poor cooperation on the inside, is also felt on the outside. Many organizations do not realize that low involvement within the organization translates to the 'outside world'. The market, such as patients and stakeholders, is also frustrated because communication and focus are poorly regulated internally, for example. The advantage of an organization where people all work towards the same goal is that this can be felt positively in the service to the outside.
Zuyderland is a large and unique care organization in South Limburg with 9.500 employees, which offers hospital care, care for the elderly, mental health care, home care and domestic help (JGZ was transferred to the GGD on 01-01 this year). We spoke with Wideke Nijdam (member of the Board of Management), Karel Hulsewé (surgeon and member of the board) and Esther Urlings-Willems (head of P&O) about this process.