Kick-off Brightlands AI Academy in Venlo

Artificial Intelligence (AI) is creating more and more impact on our daily lives. Image recognition and interpretation, production robots, personalised suggestions on Netflix and self-driving cars are all AI examples. AI makes processes smarter and more autonomous. The need for skilled AI employees is massive, and it brings a major challenge along: the war on AI talent. Brightlands AI Academy offers a solution to this challenge by educating ‘change leaders’ to implement smart, data-driven innovations that will make their organisation future-proof.

Sturdy programme

A programme focussing on AI in this region has been initiated by entrepreneurs: IXT Data- and Robotics Professionals and Genzai. They found the perfect partners in Brightlands, connected to AI-hub Brightlands, Fontys Venlo and UMIO | Maastricht University. Various modules will be offered, during twelve full-time course days, which are aligned with practice: from ideation to business case and applicable AI methods and technics. Participants and employers will be connected, which will lead to synergies to create and develop new AI opportunities.

Candidate profile

Brightlands AI Academy’s programme focuses on HBO and WO educated professionals with an inquisitive, creative and entrepreneurial mindset; strongly communicators who want to make a difference within their organisation by using data to innovate on processes and business models. Preferably, participants have a science education background including mathematics, business informatics, information management, econometrics, computer science, statistics and physics. The first academy cohort will start in October, with a maximum of 20 participants.

Workshops

Brightlands AI Academy organises three introductory workshops, the first of which took place on June 23. Potential participants and employers can familiarise themselves with the content of the twelve-day programme. There is also the possibility to think about a possible AI user case within the organisation during a short ideation session.

More information about Brightlands AI Academy and related workshops on www.brightlandsaicademy.com.

Putting the humanity back into technology – 10 skills to future proof your career

This article originally appeared in Ambition, AMBA’s thought leadership publication (in print and online), and has been republished on this website with the permission of AMBA.

Author: Dave Coplin

Our future success as individuals will hinge on our ability to be able to use technology to help make whatever we do better, says Dave Coplin.

For the last three decades I have been working with the world’s largest technology companies helping people to truly understand the amazing potential on offer when humans work in harmony with the machines.

I have written two books, I’ve worked with businesses and governments all over the world and recently I’ve been inspiring and engaging kids and adults alike, all with one single goal in mind, which is simply to help everyone get the absolute best from technology.

After thirty years of working at the bleeding edge, I know that the only really important thing about all of our futures, is not the technology itself nor how it will develop but instead is simply about how we as humans can evolve and adapt to make the most of the incredible potential it offers us every single day.

In an age where algorithms answer our questions and robots do much of our ‘heavy lifting’, what we really need is a way of combining the best of technological capability with the best of human ability, finding that sweet spot where humans and machines complement each other. With that in mind, here are my top ten skills that will enable humans to rise, to achieve more than ever before not just at work but across all aspects of our lives:

Creativity

When it comes to creativity, I absolutely believe that technology is one of the most creative forces that we will ever get to enjoy. But creativity needs to be discovered and it needs to be nurtured. Our future will be filled with complex, challenging problems, the like of which we will never have encountered before. We’re going to need a society of creative thinkers to help navigate it.

Empathy

While the machines are busy crunching numbers, it will be the humans who will be left to navigate the complicated world of emotions, motives and intentions. In a world of the dark, cold logic of algorithms, the ability for individuals to understand and share the feelings of others is going to become a crucial skill. Along with creativity, empathy will be one of the most critical attributes that defines the border between human and machine.

Accountability

As well as teaching ourselves and our families to be confident with technology we also need to be accountable for how we use it.

Just because the computer gives you an answer, it doesn’t make it right. We all need to learn to take the computer’s valuable input but crucially combine that with our own human intuition in order to discover the best course of action. Our future is all about being greater than the sum of our parts…

Curiosity

One of creativity’s most important companions is curiosity – it is the gateway to the best way to be creative with technology. We walk around with a device in our pockets that has access to every bit of knowledge, every opinion our society has collected over the past couple of millennia and it’s right there at our fingertips. But how often do we think of it in those terms? And what do we choose to do with all that knowledge? Two words, “cat videos”. I’m being playful of course, but part of the solution is to help all of us, especially kids, be curious about the world around us and to use technology to explore it.

Critical thinking

Critical thinking will be the 21st century human’s superpower. If we can help individuals both understand and apply it, we can, over time, unleash the full potential of our connected world. With every single piece of content we consume, from whatever source and on whatever topic, we need to be asking ourselves as to whether we should believe the content to be true rather than simply assuming it is.

Communication

One of digital technology’s key purposes is to connect humans with each other. Communicating with others is as essential to our future survival as breathing and yet we’re often just not that good at it, especially when we’re communicating with others who aren’t in the same physical space.

Learning to communicate well (and that includes really effective listening) regardless of whether that is on-line or off-line is one of the basic literacies of our digital world.

Collaboration

Building on our communication skills, collaboration is the purpose for much of the reason behind why we need to communicate well. Technology enables large numbers of people to come together, aligned around a common cause but we can only harness the collective power of people if we can find the best way to work together to unleash our collective potential.

Lifelong learning

The future doesn’t stand still and now more than ever, that means neither can we. While we used to think about education as a single phase, early on in most people’s lives, the reality is that learning needs to be an everyday occurrence, regardless of our age or stage of life. Thanks to new technologies like artificial intelligence, skills that are new today will be automated tomorrow and this means we can never afford to stand still.

Resilience

The by-product of a rapidly changing world is that we need to help people learn to embrace the ambiguity such a world presents. More traditional mindsets of single domains of skills and single careers will have to give way to the much more nebulous world of multiple skillsets for multiple careers. In order to make the transition, people are going to need to find a way to preserve and develop enough energy to be able to embrace every new change and challenge so that they can both offer value and be valued by the ever changing society they are a part of.

Digital confidence

As a technologist, and an optimist, I am convinced that our future success as individuals will hinge on our ability to be able to use technology to help make whatever we do better. Regardless of the career we choose, our and our children’s lives will be better, more successful, happier and more rewarding if we are confident in how we can use technology to help us achieve more at work, in our relationships and in how we enjoy ourselves.

None of these skills were picked by chance, or because they give us hope for a more human future irrespective of the development of technology. They were specifically picked because they are the very qualities that will complement the immensely powerful gift that technology brings us. Better still, these are the skills that, despite what Hollywood or the media may say to the contrary, will remain fundamentally human for decades to come.

But if we are to make this happen, we’re going to have to think very differently about the potential of technology in our lives and the relationship we currently share with it. We owe it to ourselves and our kids to help ensure we don’t just learn to survive in the 21st century but instead we learn how to thrive. If we can get this right for ourselves and our kids, we are going to get some amazing prizes as a result.

The rise of the humans starts with us, and it starts now…

Dave Coplin is former Chief Envisioning Officer for Microsoft UK, he has written two books, worked all over the world with organisations, individuals and governments – all with the goal of demystifying technology and championing it as a positive transformation in our society. 

Employee engagement and retention: give your people a reason to stay

This article originally appeared in Ambition, AMBA’s thought leadership publication (in print and online), and has been republished on this website with the permission of AMBA.

Author: Kath Howard

Slow down your revolving door of talent by following five basic strategies that have organisational effectiveness as their ultimate aim, says Kath Howard

If I’m ever on trend in clothing terms, it’s a happy accident.  I do however seem to have been ahead of the trend when it comes to having a ‘portfolio career’. I have never felt the need to find a forever home of work. And I’m certainly not alone, with increasing numbers of UK employees moving workplace each three years.

The rise of the ‘portfolio career’

This career approach isn’t confined to millennials or those in their early career. And the barriers to finding something shiny and new are reducing. Online job boards available 24/7 when a bad day at work tips into ‘I need something new mode’ and instant online job applications removing the time burden of finding a new role. The impact on organisations can be a near never-ending revolving door of talent, and the time and financial cost of responding to this. It’s perfectly understandable for a leader to question why they should want to invest time, money and resource in developing and supporting this revolving door of employees. There is an uncredited meme that frequently does the rounds on LinkedIn, which provides a quick answer:

Leader 1: ‘What if we develop them, and they leave?’

Leader 2: ‘Ah, yes. But what if we don’t, and they stay?’

I would argue there is always a point to developing and supporting our people; it is how we ensure we bring greater humanity to the world of work. This blog post will explore how we can achieve this in a context where your employees aren’t looking for their forever home of work.

Meaningful employee ‘retention’

A quick note on the concept of ‘retention’. The definition of ‘retention’ is the ‘continued use, existence, or possession of something or someone.’ There is something incredibly transactional about this concept, and also in how organisations respond to it. I have always wanted people to stay in my teams because they are engaged and there is mutual benefit in the relationship. If I’m tying them in purely because they can’t get a part-time job elsewhere or because I’ve said they’re ‘tied in’ for a year after completing an expensive training programme, that doesn’t feel good to me. I want people to follow me, not to bear with me.  Meaningful retention interventions need to be tailored to the individual, respecting how different our needs and motivations will be and about ‘staying’ rather than being ‘retained’. I have written an entire book on the topic of people-centred HR strategies, People Not Paperclips: Putting the human back into Human Resources’, which was published in February 2020. A central theme of this book is on treating people like human-beings and not diluting the impact of people interventions through a false hope that one size can fit all.

The label ‘portfolio career’ gives the impression of a career that has been carefully curated. In reality, this is not the case, and therefore there is no formula to judge how long someone is going to stay in our organisation. If I were to find myself in the right role where I could apply my skills to make a difference to others and still grow and develop, I’d build myself a picket fence, throw up some wisteria and refuse to leave until I decide to retire. We should assume that people do want to move on regularly, or that we know what is important to each person based on very broad demographics e.g. all millennials want the same thing. What we do know with certainty is that this approach is now a common lifestyle choice and we need appropriate strategies to support our people to do their best work whilst they’re with us, and to attract them back when they’re ready.

Not all turnover is created equal. The goal is to for your best people to stick around, and for those people who aren’t contributing to leave the organisation. Obvious, but so often not the reality in organisations. I’m reminded of a great analogy shared by Bruce Webster, which he called the ‘Dead Sea Effect’. As we know, the Dead Sea lies between Israel and Jordan and is incredibly salty, due to the water being below sea level and leaving only through evaporation.  Webster argues that many organisations are like the Dead Sea.  New joiners flood in, as the water enters the Dead Sea from Jordan, but the more talented employees evaporate. The talented employees are less likely to tolerate toxic cultures or a poor cultural fit, and they’re more likely to have external opportunities to shift or evaporate toward.  The residue is often the less talented employees, some of whom will relentlessly share how disengaged they are but are unlikely to move on.  So, we need to keep people, but they need to be the right people. Cue a myriad of expensive talent development programmes? Not at all – know who you want to keep and talk to them about making that happen.

To build on this, start with the basics below and review how they land within your unique context.

Five basic strategies for slowing down that revolving door of talent

  1. Hire the right people with honesty and openness.

    Effective ‘stay strategies’, as I’m now going to call them, start with hiring the right person. One of the most common reasons people leave their jobs within the first twelve months is a poor fit, so don’t oversell the position to candidates and be honest about the culture and team environment they will find when they join.

  2. Help people to understand how they can achieve a portfolio career with you.

    Offering structured development is perhaps less important than offering clarity for potential career development options to your employees. Rather than enticing people to stay with structured development events, we should paint a picture of all the career opportunities available internally. The civil service has historically been strong at achieving just this. People often move into vastly different roles, with the common thread being the leadership skills they have developed and honed.

  3. Give your people reasons to stay every day.

    Don’t leave your ‘stay strategy’ discussions for twice-yearly performance reviews, or for when someone is sliding their resignation letter across the desk to you. When people have decided to leave, it’s incredibly hard to get them to stay. Our most talented people are often quite self-sufficient and it’s all too easy to take them for granted and to assume they know they are valued and appreciated. So, don’t ignore the resigned boredom of your people. Boredom grows roots. Help your people to find meaningful reasons to stay with you through continual discussion.

  4. Tailor your ‘stay strategy’ to the person.

    Certain things really matter to certain people. Aligning your ideas for how to develop and support your people should be aligned to their values. We talk so much about organisational values that we can sometimes forget that people have personal values too, and the key to keeping those so-called ‘job hoppers’ is to help these people to manifest their values in your workplace. Find out what matters to them and help them achieve those things.

  5. Your stay strategy should be based on relationships that transcend the employment contract.

    No matter how many ‘stay in touch’ messages are written in someone’s leaving card, this is unlikely to happen without concerted effort on both sides. A person’s resignation is not the end of their relationship with you, but rather marks a shift to be a continued supporter as alumni. During my couple of years with Save the Children, we always appreciated so greatly that people really would come back to support such a special and important cause. Employment isn’t just a contract, it’s a relationship built on mutual benefit.

There are of course many more approaches you could adopt to slow that revolving door of talent, and to work with, instead of against, the inevitability that your employees will leave. If this is the new normal, let’s embrace it, and draw all the opportunities for innovation, creativity and diversity of thought that an ever-changing employee profile offers. We should be seeking the ultimate aim of organisational effectiveness, achieved on the back of a workplace with inclusion and humanity at its heart. There is no reason that what a static workforce should or could achieve is any better than the vibrancy of one cobbled together with career portfolio’ists. (I made it up. Thank you). Let’s develop stay strategies that will inspire your people to stay.

Kath Howard is the Founder of the organisation development consultancy, HeartSparks. She has been an HR leader, Chartered Psychologist and consultant across a range of industries and organisations over more than 20 years. Her first book, People Not Paperclips (Practical Inspiration Publishing) was published in February 2020.

‘The human leader: what if it all started with me?’

With the UM Star Lectures, Maastricht University wants to facilitate its alumni by bringing the university to them. The lectures offer the opportunity to meet each other in an informal way and at the same time to get inspired and share academic insights and experiences. On Thursday 6 February, Star Lectures took place in 14 different cities in 5 countries. UMIO’s director Mariëlle Heijltjes was responsible for the Star Lecture in Düsseldorf with the title ‘The human leader: what if it all started with me?’.

The lecture in Düsseldorf was the third Star Lecture that Prof. Dr. Mariëlle Heijltjes provided. In the past, she already spoke in Munich and Cologne. About a hundred alumni came to the atmospheric Maxhaus to meet and listen to the lecture about leadership.

“I wanted to paint a picture of what the attendees should pay attention to when shaping their own leadership role, show them which elements play a role in this”, says Heijltjes. “I think this is a very important topic because in today’s complex world, as a leader you can literally make or break people’s well-being and productivity.”

How to be a human leader?

“In that complex world of digitalisation, sustainability and globalisation, as a leader you must constantly navigate between directive and empowering behaviour”, Heijltjes continues. “Because on the one hand you have to maintain a certain order – after all, you have to deal with a budget, objectives and operate within set legal and moral frameworks – and at the same time you have to keep people inspired because the work is too complex to only follow the rules.

To successfully navigate between these two potentially opposing leadership behaviours, you need to be aware of how you respond to paradoxes and complexity. In stress situations, the default reaction is to close the shutters and fall back on existing (behavioural) patterns that you feel comfortable with. However, another option is to notice that you are doing that and to consciously work on remaining open-minded and curious with the aim of continuing to move forward. With the latter attitude, the chances that you keep your employees motivated and engaged are much greater. However, this requires a certain internal flexibility and resilience. So to be a human leader, you must be prepared to work with how your emotions, behaviour and thoughts interact. That way, you can better understand what you do well and what you still need to learn. If you are willing to keep investigating how that works for you, it becomes easier to navigate a complex environment.”

Interested and enthusiastic

During and after the lecture, there was a lot of interaction with the attendees. Heijltjes: “I had set up an interactive lecture so that everyone could actively participate. That worked out well; the audience was interested and enthusiastic. Because most attendees have experience with leadership roles, I think what we discussed provided them with words to express what they already knew intuitively and had experienced. That led to recognition, introspection and a lively debate.”

Pictures: UM Alumni Office

UMIO designs and provides leadership training of DAS-CAM programme

One of the key needs identified by the European Society of Cardiology is the training of future leaders in arrhythmia management and research. For this purpose, the educational programme ‘Diploma of Advanced Studies in Cardiac Arrhythmia Management’ (DAS-CAM) has been established. UMIO designs and facilitates the Leadership Development Trajectory that is part of several modules of this two-year programme. At the end of January, the participants gathered in Brussels for module 5 on ventricular tachycardia.

The DAS-CAM programme is a joint collaboration between Maastricht University Medical Center (MUMC+), European Heart Academy (EHA) and the European Heart Rhythm Association (EHRA). This unique course trains future leaders in arrhythmology from all over the world to deliver state-of the-art cardiovascular services.

Excel as a leader

In addition to substantive training in cardiac arrhythmia management, the cardiologists and electrophysiologists also learn how to excel in a managerial position. This is done through a Leadership Development Trajectory designed by UMIO and facilitated by Prof. Dr. Marielle Heijltjes, Prof. Dr. Piet Eichholtz, Martin Lammers, Prof. Dr. Jan Cobbenhagen, Prof. Dr. Simon de Jong and former colleagues of SBE, Prof. Dr. Hein Schreuder and Prof. Dr. Anneloes Raes.

At the end of January, the module on ventricular tachycardia took place in Brussels. On behalf of UMIO, Prof. Dr. Simon de Jong and Prof. Dr. Anneloes Raes provided the leadership sessions of this module.

The current group of 32 participants is the second batch since the start of the DAS-CAM programme. Their first module took place in February 2019 and their eighth and last module will take place in October this year.

More information

Do you want to know more about the DAS-CAM programme? Then go to the DAS-CAM page on this website.

Photos: Diana Berdún Mingo 

How will technological innovations affect the job market over the next few years?

UMIO’s high-quality learning trajectories are fuelled by research carried out at Maastricht University, in particular at the School of Business and Economics (SBE). Since the beginning of this year, three researchers connected to SBE have lead a large European research project called Technequality. In a recent report, the Technequality Consortium offers eight possible future scenarios describing how the recent wave of technological innovations will affect the job market in Europe over the next few years.

Reskilling and adapting

In almost all scenarios, jobs are heavily impacted. Under the assumption that innovations would primarily have a labour-saving effect, there is a high chance that unemployment will rise. In such scenarios, reskilling the labour force and adapting our education systems is essential.

More information

You can find the full report on the Technequality website.

Duurzame inzetbaarheid? Practice what you preach!

Breng in de praktijk wat je verkondigt, of simpeler gezegd: doe wat je zegt. Dat doet UMIO ook op het gebied van de duurzame inzetbaarheid van zijn medewerkers. We helpen niet alleen professionals en organisaties op dit vlak, maar we geven ook ruimte aan de ontwikkeling en vitaliteit van onze eigen medewerkers. En dat werpt zijn vruchten af, want het zorgt voor meer plezier in het werk, een hogere productiviteit en een wendbare organisatie.

Silvie, Ingrid, Marion, Dominique en Daria zijn betrokken bij de ontwikkeling, advisering en uitvoering van de open cursussen en delen graag wat duurzame inzetbaarheid voor hén betekent.

Silvie Vonk:

“Afgelopen jaar ben ik bezig geweest met het ontwikkelen van het programma Mastering Sustainable Employability, voor werkgevers. Dat zette mij aan het denken. Ben ik na 15 jaar op dezelfde plek zélf nog wel duurzaam inzetbaar? Deze vraag leidde mij naar een loopbaancoach van het Staff Career Center. Ik kwam tot de conclusie dat ik nog heel ‘employable’ ben. Ik groei nog steeds in mijn functie en kan telkens andere rollen vervullen. De opdracht die ik aan mezelf geef, is dat ik mezelf wil blijven uitvinden in verschillende rollen, waarbij ik mijn grenzen steeds iets wil verleggen. Dat is voor mij duurzame inzetbaarheid!”

Ingrid Voncken:

“Dit jaar mocht ik in het kader van een leiderschapstraining feedback ontvangen van mijn team en collega’s. Het feedbackrapport bevestigde deels wat ik al wist. Maar ik werd ook in positieve zin verrast met inzichten over mijn kracht, die ik zelf niet zo zag. Er kwamen ook een aantal ontwikkelpunten uit voort. Het is niet altijd gemakkelijk en het vraagt om zelfdiscipline om ermee aan de slag te gaan en te blijven, maar ik maak er nu wel bewust tijd voor. Alleen dan blijf ik verder groeien en kan ik een waardevolle bijdrage blijven leveren aan UMIO en onze maatschappij. Het is een mooi proces dat ik iedereen kan aanraden. Gun jezelf de tijd om stil te staan bij waar je goed in bent en waarin je nog kunt groeien.”

Marion Hameleers:

“Duurzame inzetbaarheid heeft voor mij te maken met een constante ontwikkeling van jezelf in je werk, maar ook als persoon. Afgelopen jaar heb ik een cursus zoekmachinemarketing gevolgd, die me geholpen heeft de marketing voor de open cursussen van UMIO verder te optimaliseren. Heel fijn en belangrijk dat we die ruimte ook krijgen. Persoonlijk heb ik dit jaar het meeste geleerd van mijn reis naar India. Deze compleet andere cultuur heeft me weer bewust gemaakt van een aantal zaken. Ik oordeel minder snel, ben wat geduldiger en kan beter relativeren. Eigenschappen die ik zowel in mijn privésituatie als in mijn werk weer goed kan inzetten. Ik gun iedereen zo’n mooie ‘reis’ in zijn of haar ontwikkeling.”


Dominique Meyers:

“Ik vind het belangrijk dat ik mezelf continu blijf uitdagen en ontwikkelen op professioneel gebied. Ik ben een speler die op veel posities kan spelen, wat mij erg veel energie en plezier in mijn job geeft. Ik denk dat dit voor mij duurzame inzetbaarheid belichaamt. Gelukkig krijg ik binnen UMIO ook die vrijheid en word ik ook aangemoedigd om me te blijven ontwikkelen. Zo heb ik afgelopen jaar de cursus Verandermanagement mogen volgen en ben ik van start gegaan met een coachingopleiding, om me als coach en programmamanager verder te ontwikkelen.”

Daria DoetsDaria Doets:

“Als programmacoördinator binnen de open cursussen en maatwerkprogramma’s van UMIO ben ik voortdurend in contact met deelnemers en docenten. De feedback die ik van hen ontvang, is de spiegel voor mijn eigen ontwikkeling. Wie ben ik en wat zijn mijn krachten en valkuilen? Jezelf uitdagen en verdiepen zit niet alleen in theorie en kennis, maar met name in de interactie met anderen!”

Wil jij net als de medewerkers van UMIO werk maken van je duurzame inzetbaarheid, je continu blijven ontwikkelen en je waarde op de arbeidsmarkt vergroten? Neem dan contact met ons op. We kijken vervolgens samen welk programma het beste aansluit bij jouw ontwikkelbehoefte.

“Training is not just for the labour market”

Which study programme should you rather avoid if economic independence is important to you? Which vacancies will abound in five years’ time? Every two years, SBE’s Research Centre for Education and the Labour Market (ROA) publishes a comprehensive report on ‘the labour market by education and occupation’. In the latest version, they look ahead to 2024.

In an extensive interview with Maastrichtuniversity.nl, research leader Prof. Didier Fouarge talks about how those reports come about – and the difficulty of evaluating prognoses.

Read the full interview with Prof. Didier Fouarge.

Welke competenties maken jou aantrekkelijk voor werkgevers?

Het werken aan je competenties vergroot je kansen en waarde op de arbeidsmarkt. Maar naar welke specifieke competenties gaat de voorkeur van werkgevers eigenlijk uit? Wat zoeken zij in sollicitanten?

Precies die vraag beantwoordden Bas Aarts en Annemarie Künn-Nelen van Maastricht University in hun onderzoek Employability; the employers’ perspective, waarin 1135 werkgevers uit verschillende sectoren werden ondervraagd. De resultaten daarvan kunnen ook jou helpen aantrekkelijk te worden of blijven voor je nieuwe of huidige werkgever.

Competentiegebieden

De onderzoekers maken onderscheid tussen vijf competentiegebieden:

  1. Beroepsspecifieke kennis
  2. Analytische vaardigheden
  3. Sociale vaardigheden
  4. Attitudes en innovatief vermogen
  5. Competenties voor een leven lang leren

Je baankansen worden voor een groot deel bepaald door je beroepsspecifieke kennis. Deze competentie is dus belangrijk, maar zeker niet meer toereikend. De competentiegebieden 2 tot en met 5 blijken ook erg belangrijk.

Belangrijkste specifieke competenties

Elk competentiegebied bestaat uit een aantal specifieke competenties, waarvan we omwille van de bondigheid van dit artikel alleen de belangrijkste noemen. 56% van de werkgevers vindt het probleemoplossend vermogen de belangrijkste analytische vaardigheid. Van de sociale vaardigheden zijn samenwerking en communicatieve vaardigheden de belangrijkste. Met 41% is flexibiliteit de belangrijkste vaardigheid binnen competentiegebied 4, gevolgd door aanpassingsvermogen. Een op de drie werkgevers vindt eigen initiatief de belangrijkste competentie van alle vaardigheden die nodig zijn in het kader van een leven lang leren, gevolgd door zelfreflectie.

Samenhang competenties

Er is een interessante interactie gaande tussen de verschillende competentiegebieden. De belangrijkste conclusie is dat je kansen om te worden aangenomen stijgen als je je competenties verder ontwikkelt. Beschik je over gevorderde beroepsspecifieke kennis? Dan stijgen je baankansen met 12,2% als je je analytische vaardigheden (competentiegebied 2) opkrikt van beperkt naar gemiddeld en zelfs met 18,2% als je ze weet op te vijzelen naar een gevorderd niveau.

Een andere conclusie die kan worden getrokken, is dat iemand met gevorderde beroepsspecifieke kennis en beperkte analytische vaardigheden 5% minder kans op een baan heeft dan iemand met gemiddelde beroepsspecifieke kennis en gevorderde analytische vaardigheden. Werkgevers hechten dus meer waarde aan de combinatie van beroepsspecifieke kennis met analytische vaardigheden dan aan beroepsspecifieke kennis alléén. Diezelfde wisselwerking geldt ook voor sociale vaardigheden (competentiegebied 3). Analytische en sociale vaardigheden hebben dus een compenserend effect op een ‘gebrek’ aan beroepsspecifieke kennis en vaardigheden.

Tot slot

Hoe vertalen we de resultaten van het onderzoek nu naar een ontwikkeladvies? Hoewel beroepsspecifieke kennis en vaardigheden het hoogst worden aangeslagen door werkgevers, zoeken ze vooral naar een combinatie hiervan met andere competentiegebieden. Werken aan je competenties vergroot dus altijd je inzetbaarheid.

In dit licht van de onderzoeksresultaten is het goed om te weten dat de genoemde competentiegebieden stuk voor stuk geïntegreerd zijn in de managementcursussen van UMIO. Met élke cursus werk je aan je competenties en vergroot je je waarde op de arbeidsmarkt.

Wil je weten welke cursus het beste aansluit bij jouw individuele ontwikkelbehoefte? Neem dan contact op met programmacoördinator Marion Hameleers via 043-38 84 621 of m.hameleers@maastrichtuniversity.nl.

“Duurzame inzetbaarheid heeft niks met leeftijd te maken”

Ondanks haar relatief jonge leeftijd van dertig jaar is Dien Mueters bewust bezig met haar eigen duurzame inzetbaarheid. Dien is onderwijskundige bij Gilde Opleidingen en nam afgelopen jaar deel aan de cursus Effectief Leiderschap van UMIO. Wij spraken met Dien over de cursus en over duurzame inzetbaarheid.

Als studente Bestuurskunde aan de Radboud Universiteit in Nijmegen bekleedde Dien meerdere bestuursfuncties. Met die bagage rolde ze zes jaar geleden het onderwijs in. Na twee jaar bij het Citaverde College stapte ze vier jaar geleden over naar Gilde Opleidingen.

Samen blijven ontwikkelen

Dien Mueters.

Duurzame inzetbaarheid heeft niks met leeftijd te maken, vindt Dien. “Het heeft voor iedereen toegevoegde waarde om je te blijven ontwikkelen, want de organisatie waarbinnen je werkt ontwikkelt zich ook”, legt ze uit. “Ik ben dertig jaar, dat is relatief jong. Toch merkte ik dat ik met zes jaar werkervaring anders de cursus Effectief Leiderschap instapte dan voorheen in de collegebanken. Ik kon de theorie nu direct toepassen in de praktijk, dat is heel anders dan alleen maar theorie absorberen.

Er verandert veel, zeker in het onderwijs: wetgeving, demografische ontwikkelingen, noem maar op. Ook wordt tegenwoordig anders lesgegeven; er is veel meer interactie dan vroeger. Ik moet zicht houden op die veranderingen en erin meegaan.”

Belangrijke factoren

Naast de continue ontwikkeling van kennis en vaardigheden vormen gezondheid en vitaliteit ook een belangrijke factor bij duurzame inzetbaarheid. Welke factor vindt Dien het belangrijkste? “Ik vind gezondheid en vitaliteit een hygiënefactor om überhaupt te kunnen functioneren”, antwoordt ze.

“Maar je gezondheid heb je slechts voor een deel zelf in de hand. Ik probeer gezond te eten en voldoende te ontspannen. Ik werk meer dan fulltime en kies tussendoor bewust voor ontspanning. Dat doe ik onder meer door te tennissen en te hardlopen. Als je de factor gezondheid en vitaliteit op orde hebt, komt de ontwikkeling van kennis en vaardigheden om de hoek kijken. Je wilt immers van toegevoegde waarde blijven voor je organisatie. Mijn deelname aan de cursus Effectief Leiderschap draagt daaraan bij.”

Veel vrijheid

Volgens Dien faciliteert Gilde Opleidingen zijn medewerkers goed op het gebied van duurzame inzetbaarheid. “Ik krijg veel vrijheid en vertrouwen om dit zelf in te vullen. Denk daarbij aan vrije tijd en een vergoeding om een opleiding of cursus te kunnen volgen. Ook kan ik korting krijgen op sportabonnementen en deelname aan sportevenementen. Ik stel al die mogelijkheden op prijs en ze vergroten ook mijn betrokkenheid bij de organisatie. Zo snijdt het mes aan twee kanten: ik haal het meeste uit mezelf, blijf gemotiveerd en betrokken, waarmee ik mijn waarde voor de organisatie vergroot.”

Effectief leiderschap

Dien kijkt met een positief gevoel terug op haar deelname aan de cursus Effectief Leiderschap. “In mijn werk moet ik af en toe leider zijn en daarvoor kreeg ik bruikbare instrumenten aangereikt”, geeft ze aan. “Het is een praktische cursus waarin de theoretische onderbouwing verweven is. Dat beviel me goed. Het meeste heb ik geleerd van de spiegel die we regelmatig kregen voorgehouden. Hierdoor zag ik hoe ik met mijn houding en gedrag anderen in mijn werkomgeving beïnvloed. Dat is vaak herkenbaar, maar soms ook confronterend. Het zorgt ervoor dat ik situaties uit het verleden beter snap en in de toekomst meer grip heb op bepaalde situaties.”

“De deelnemers kwamen uit allerlei verschillende sectoren”, vervolgt Dien. “Maar toch werd snel duidelijk dat we allemaal tegen dezelfde uitdagingen aanlopen binnen ons werk. Hoe ga je om met weerstand? Hoe zet je een verandering in? Hoe ga je om met die collega die niet lekker in zijn of haar vel zit? Dat was een mooi verbindend element tijdens de cursus.”

Loop je ook tegen vraagstukken aan op het gebied van persoonlijke ontwikkeling of organisatieontwikkeling? Neem dan vrijblijvend contact met ons op. We bekijken graag samen met jou en/of je organisatie welk programma of maatwerktraject het beste aansluit bij jouw/jullie uitdagingen.