ORGANISATIONAL INNOVATION WORKS

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ORGANISATIONAL INNOVATIONWORKS
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• SERV / STV Innovation Work
• Programmes in European countries
• To be continued
• Examples at company level

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1. SERV / STV-Innovation Work

• SERV Social Economic Council of Flanders
• Sociaal-Economische Raad van Vlaanderen
• Flemish social partners (trade unions employers
  organisations)
• Dialogue between social partners
• recommendations on all socio-economic issues
  towards Flemish government
• STV Innovation Work
• STV Innovatie Arbeid
• Research on developments in entreprises and
  organisations in Flanders work organisation and
  personnel policy
• Governed by the Flemish social partners

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New research focus

• 1984 Stichting Technologie Vlaanderen
• Foundation Technology Flanders
• Research on the social consequences of the
  introduction of new technologies in entreprises
  and organisations in Flanders
• Mid 1990s
• Introduction of technology is not the only way to
  innovate
• STV Innovatie Arbeid (STV Innovation
  Work)
• Research on developments in entreprises and
  organisations in Flanders work organisation and
  personnel policy

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Surveys

• Research TOA
• 1998 every three year screening of the
  implementation of T(echnological innovation),
  O(rganisational innovation) an new forms of work
  / Arbeid
• Telephone interview with representative sample of
  HR managers and entrepreneurs in Flanders
• Recurrent organisational innovation survey (1998,
  2001, 2004, 2007)
• Workability Monitor
• 2001 Pact of Vilvoorde between Flemish
  government and Flemish social partners
• Translation of objectives of Lisbon agenda
• E.g. enhance employability rate and quality of
  working life
• Quality of work monitoring survey (2004, 2007,
  2010)

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Flexible research programme

• Research projects, e.g.
• Screening of 29 national or regional
  policy-programmes in European and non-European
  countries, promotong organisational innovation
  and change (2005)
• Good practices of organisational innovation on
  entreprise level in Finland, Ireland, Germany,
  and the Netherlands (2007)

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Innovation is

• crucial for economic growth, welfare and well
  being
• on entreprise level
• Investments in new markets, resources, products
  and services, technology, processes
• Investments in organisational change and
  innovation
• To enhance economic performance (productivity,
  quality, flexiblity, innovation capacity,
  sustainability)
• To create more and better jobs which contribute
  to economic performance (stress, well being,
  motivation, learning opportunities, work life
  balance)

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• Organisational innovation at enterprise level
• Organisational structure
• job rotation, job enrichment, job enlargement,
  coaching functions, teamwork, smaller business
  units, netwerking, outsourcing, adapting
  technology and production process
• Organisational procedures
• quality management, environmental management,
  preventive maintenance, just-in-time, supply
  management, knowledge management
• Supporting systems personnel policy and
  industrial relations
• personnel, working hours, competence management,
  training, labour conditions (pay systems,
  contracts), industrial relations, workers
  participation, legislation...

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5 levels of social innovation
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2. Programmes in European countries

• Enhance performance, welfare and well being on
  national level
• Enhance performance and quality of work on
  entreprise level
• Programmes broad focus
• 1) Focus on customer enhancing of processes and
  organisation
• 2) Self steering / self regulation / teamwork /
  autonomy
• 3) Supporting personnel policy
• 4) Participation (management, employees,
  customers, suppliers, experts)
• 5) Competence management
• Finland
• Ireland programme as part of a national
  innovation system
• Germany government, social partners, research,
  entreprises, consultants
• Netherlands

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Finland Workplace Development Programme TYKES
(1996-2003/2004-2009) The Netherlands Slimmer
werken Centrum voor sociale innovatie
(2006) To work smarter Centre for social
innovation Ireland National Centre for
Partnership and Performance (2001) National
Workplace Strategy (2005 2010) Germany
Bundesministerium für Bildung und
Forschung Innovative Arbeitsgestaltung /
Arbeiten Lernen Kompetenzen entwickelen
(2001-2011)
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Programmes - specific focus 1) improvement of
working conditions The Netherlands
Arboconvenanten (1999-2002 / 2003-2007)
Agreements on sectoral level to reduce absence
level, to improve working conditions
reintegration (e.g. reduction of stress) 2)
improvement of jobs of olders workers Belgium
Ervaringsfonds (2001) Organisational studies,
ergonomics, working time schedules, training
and employment in other functions
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24 best practice cases conclusions

• Organisational innovation
• Combination of measures structure / procedures /
  supporting systems
• success implications on job level more
  autonomy, responsability, learning opportunities
• Customized measures
• in all sectors and entreprises
• input from experts and research
• input from all involved from the beginning,
  including personnel
• cooperation
• intern social dialogue depending on project and
  programme

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Finland interim evaluation
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• Finland (509 projecten)
• 72,3 EP and QW improved together
• Strongest improvement in projects with input of
  experts and participation of personnel
• Irish research (165 entreprises)
• Turnover 50.000 euro / employee
• Productivity 15,5
• Exit of personnel - 16
• Erasmus Competition and Innovation Monitor
  (10.000 organisations)
• Innovation success 25 due to technological
  innovation and 75 due to organisational
  innovation
• Research STV - Innovation Work
• 32,6 of turnover based on new products and
  services in competence oriented entreprises
• 26,3 of turnover based on new products and
  services in not competence oriented entreprises

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Autonomy in the job / demands in the job
(Karasek)
Workability research
Vlaamse Werkbaarheidsmonitor, 2007, SERV / STV
Innovatie Arbeid
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Vlaamse Werkbaarheidsmonitor, 2007, SERV / STV
Innovatie Arbeid
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3. To be continued

• In the different programmes
• Work-in-Net platform Finland, Germany, Greece,
  Ireland, Italy, Netherlands, Poland, Sweden
  (associated Austria, France, Flanders,
  Netherlands, UK)
• NCSI / TNO Netherlands development of an
  instrument to calculate the effect of
  organisational intervention
• Flanders Synergy Flemish government / ESF
• 12 projects (2006-2007)
• 16 projects (2008-2010)
• Feasability study (October 2008) on a competence
  pool concerning innovative work organisation

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4. Examples on company level

• Philips Domestic Appliances and Personel Care
  (razors) (Netherlands)
• line assembly (unpredictable production
  fluctuation, shorter delivery time)
• flexible staffing
• 12 employees rotate over all line posts 2
  extra employees
• breaks of 2 collegues in stead of collective
  breaks longer total break time
• economic performance 16 productivity, longer
  production time (assembly continues during
  lunch), better staffing, more production, better
  product quality, lower absence level, no redesign
  of line, no shift introduction
• quality of work less fatigue and stress, more
  satisfaction, more variation

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• Scania (module assembly of trucks) (Netherlands)
• lean production (on order, weekly production
  fluctuation)
• flexible staffing
• polyvalent employees (some posts, 80 or 100 of
  posts)
• teams with a mix of employees and intern
  coordinator
• specific contracts permanent employees, project
  employees (3-24 months), temporary employees
  (max. 3 months)
• flexible hours per week according to fluctuation
  (contract agreement trade unions)
• economic performance less hierarchy, better
  staffing, better product quality
• quality of work variation, more motivation,
  more promotion opportunities

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• Bosch car screen wipers (Flanders Synergy)
• Competition from low wage countries
• job integration / job enrichment
• Employees responsible for certain quality control
  and maintenance activities
• Maintenance personnel responsible for certain
  specialised maintenance activities that are no
  longer outsourced
• Yearly training programme per employee (including
  training on the job)
• economic performance more productivity, more
  turnover, better product quality
• Quality of work competence development,
  learning opportunities

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• Hyvinkää District Police Department (Finland)
• proces organisation
• teams per crime type (70 simple crime cases,
  20 difficult crime cases, 10 cases without
  clear clues)
• open landscape office with close contact with
  supervisors
• auditing of through put time
• managementtraining
• economic performance cooperation with
  hierarchy, better service, 80 shorter through
  put time (from 55 to 12 days)
• quality of work less stress due to less
  unsolved caes, more jobsatisfaction