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THE SHIFT
Why?
The Shift wants to bring everyone in the same direction and create support in order to create a plan of action in the context of diversity and inclusiveness in the workplace.
Our solutions
In the first of two sessions we aim to create support and zoom in on unconscious bias that everyone carries with them. Both a theoretical framework and concrete tools are provided. In the second session, the aim is to brainstorm together about which direction to take in the context of diversity and inclusiveness or what is being focused on within The Shift. In this strategic brainstorm, we thought together about their policy, strategy and actions. Some of the topics we covered during the brainstorming session were: inclusive recruitment, inclusion in the workplace, well-being in the workplace and inclusive leadership. Concrete ideas are provided with which a plan of action can be drawn up for a more inclusive The Shift.
The results
Concrete action plan with 3 focus points and actions;
Support within the entire organization for the route to be taken;
Clarity about what diversity and inclusion means for the organization;
Thanks to our partnership, they can now work sustainably in the context of diversity and inclusion.
The Shift wants to bring everyone in the same direction and create support in order to create a plan of action in the context of diversity and inclusiveness in the workplace.
Our solutions
In the first of two sessions we aim to create support and zoom in on unconscious bias that everyone carries with them. Both a theoretical framework and concrete tools are provided. In the second session, the aim is to brainstorm together about which direction to take in the context of diversity and inclusiveness or what is being focused on within The Shift. In this strategic brainstorm, we thought together about their policy, strategy and actions. Some of the topics we covered during the brainstorming session were: inclusive recruitment, inclusion in the workplace, well-being in the workplace and inclusive leadership. Concrete ideas are provided with which a plan of action can be drawn up for a more inclusive The Shift.
The results
Concrete action plan with 3 focus points and actions;
Support within the entire organization for the route to be taken;
Clarity about what diversity and inclusion means for the organization;
Thanks to our partnership, they can now work sustainably in the context of diversity and inclusion.
GOVI
Why?
A company in the chemical sector was faced with a major outflow and retention problem among their employees (blue collars). The influx of applicants must be of a higher quality. Until now, the selection of candidates has been done through temporary employment agencies. This has worked less well in recent years with high turnover and little retention.
Our solutions
GOVI hired us to take on the recruitment and make the recruitment process more inclusive. As a partner, we have identified and defined the root causes. Through our research, we have analyzed their recruitment process through desk research, sessions with management and in-depth interviews with: current workers, HR employees and former workers.
We then worked out a recruitment strategy and a retention strategy with a clear action plan in collaboration with management, HR and middle management.
The results
Both open vacancies were filled in from a qualitative pool of candidates. The applications keep coming in so there is an existing pool of candidates for future vacancies.
Thanks to our data-driven approach, we have made an analysis and reported it in order to draw up and implement a strategy together with this company. Parts of our delivery included:
Inclusive vacancy texts were drawn up and preserved;
Recruitment website designed for the entire organization;
Social media strategies designed and rolled out;
Applicant screening and reporting;
Develop personality test;
KYP session: session with the workers on well-being.
A company in the chemical sector was faced with a major outflow and retention problem among their employees (blue collars). The influx of applicants must be of a higher quality. Until now, the selection of candidates has been done through temporary employment agencies. This has worked less well in recent years with high turnover and little retention.
Our solutions
GOVI hired us to take on the recruitment and make the recruitment process more inclusive. As a partner, we have identified and defined the root causes. Through our research, we have analyzed their recruitment process through desk research, sessions with management and in-depth interviews with: current workers, HR employees and former workers.
We then worked out a recruitment strategy and a retention strategy with a clear action plan in collaboration with management, HR and middle management.
The results
Both open vacancies were filled in from a qualitative pool of candidates. The applications keep coming in so there is an existing pool of candidates for future vacancies.
Thanks to our data-driven approach, we have made an analysis and reported it in order to draw up and implement a strategy together with this company. Parts of our delivery included:
Inclusive vacancy texts were drawn up and preserved;
Recruitment website designed for the entire organization;
Social media strategies designed and rolled out;
Applicant screening and reporting;
Develop personality test;
KYP session: session with the workers on well-being.
KOM OP TEGEN KANKER
Why?
Cancer makes no distinction in terms of age, color, socio-economic background, gender, etc. In short, it affects everyone. To reach everyone, both minority and majority groups, it is important that the organization is inclusively diverse. With diversity and inclusion as expertise, UPOP is working together with Kom op tegen Kanker to be there for everyone.
In order to make a connection with a broader and more diverse target group, it is important that the organization is internally inclusive and diverse. To be there for everyone starts from within. We were therefore commissioned by this organization to help shape their five-year plan for an inclusive operation. Their strategic plan of action for the next 5 years covers the following areas:
HR: Recruitment to retention
Inclusive job redesign
Organizational culture
Learning & development
Our solutions
Research internally and externally using focus groups, desk research, etc.
UPOP audit: baseline measurement of diversity and inclusion → UPOP’s roadmap to become an inclusive workplace
Skills assessment: mapping the diversity competencies
Developing a personalized training offer for the entire organization, e.g. all employees, team leaders, management and volunteers.
One year action plan
The results
A vision on diversity and inclusion as well as a 5-year plan that serves as a common thread for the next steps.
A large base of support as well as awareness has been created to start working on this structurally.
Processes and policies were made more inclusive.
Recruitment processes have a lower threshold.
We launched and implemented various initiatives to reach various target groups.
Employees think more inclusively and behave more inclusively.
Cancer makes no distinction in terms of age, color, socio-economic background, gender, etc. In short, it affects everyone. To reach everyone, both minority and majority groups, it is important that the organization is inclusively diverse. With diversity and inclusion as expertise, UPOP is working together with Kom op tegen Kanker to be there for everyone.
In order to make a connection with a broader and more diverse target group, it is important that the organization is internally inclusive and diverse. To be there for everyone starts from within. We were therefore commissioned by this organization to help shape their five-year plan for an inclusive operation. Their strategic plan of action for the next 5 years covers the following areas:
HR: Recruitment to retention
Inclusive job redesign
Organizational culture
Learning & development
Our solutions
Research internally and externally using focus groups, desk research, etc.
UPOP audit: baseline measurement of diversity and inclusion → UPOP’s roadmap to become an inclusive workplace
Skills assessment: mapping the diversity competencies
Developing a personalized training offer for the entire organization, e.g. all employees, team leaders, management and volunteers.
One year action plan
The results
A vision on diversity and inclusion as well as a 5-year plan that serves as a common thread for the next steps.
A large base of support as well as awareness has been created to start working on this structurally.
Processes and policies were made more inclusive.
Recruitment processes have a lower threshold.
We launched and implemented various initiatives to reach various target groups.
Employees think more inclusively and behave more inclusively.
SOLEO
Why?
Soleo experienced a high turnover and outflow of employees, so retention was a major challenge. In addition, the quality of the employees who came in was not good. The right competences, attitude and match with Soleo's culture were not present.
Our solutions
UPOP took a close look at the recruitment process from A to Z using our audit. We therefore started a research phase to investigate where the bottlenecks were in this process. A report was drawn up with concrete recommendations and strategies that our partner could use. The biggest change that came out of the report and that was implemented was the start-up of an academy to train people. In addition, UPOP took on the second phase in the selection process, where we conducted the second interviews in order to guarantee the quality of the employees who came in. The employee experience process was also examined in order to analyze where this can be optimized. Internally, the puzzle was laid for the functions and tasks within Soleo to get started with this as well. In this way we have been able to make it more sustainable in the processes and in their policy.
The results
Due to our inclusive in-house selection and recruitment, and through the academy, the quality of the employees that flowed in increased significantly, resulting in a decrease in employee turnover. A more efficient recruitment process was set up, allowing selection to take place in an in-depth and qualitative manner. In addition, as many barriers as possible in the recruitment process were removed to make it more accessible. Internally, job and task classifications were adjusted in order to start from the strengths of the talent that was already present internally, resulting in more employee satisfaction and higher results. Finally, this change process has brought about a change in mindset. They looked at talent in all its diversity, the potential of an inclusive process and culture and at the bigger picture through inclusive job redesign.
Soleo experienced a high turnover and outflow of employees, so retention was a major challenge. In addition, the quality of the employees who came in was not good. The right competences, attitude and match with Soleo's culture were not present.
Our solutions
UPOP took a close look at the recruitment process from A to Z using our audit. We therefore started a research phase to investigate where the bottlenecks were in this process. A report was drawn up with concrete recommendations and strategies that our partner could use. The biggest change that came out of the report and that was implemented was the start-up of an academy to train people. In addition, UPOP took on the second phase in the selection process, where we conducted the second interviews in order to guarantee the quality of the employees who came in. The employee experience process was also examined in order to analyze where this can be optimized. Internally, the puzzle was laid for the functions and tasks within Soleo to get started with this as well. In this way we have been able to make it more sustainable in the processes and in their policy.
The results
Due to our inclusive in-house selection and recruitment, and through the academy, the quality of the employees that flowed in increased significantly, resulting in a decrease in employee turnover. A more efficient recruitment process was set up, allowing selection to take place in an in-depth and qualitative manner. In addition, as many barriers as possible in the recruitment process were removed to make it more accessible. Internally, job and task classifications were adjusted in order to start from the strengths of the talent that was already present internally, resulting in more employee satisfaction and higher results. Finally, this change process has brought about a change in mindset. They looked at talent in all its diversity, the potential of an inclusive process and culture and at the bigger picture through inclusive job redesign.
IMPACTVALLEY
START IT @KBC
Why?
This part of KBC Group supports start-ups in various aspects of starting their own business and wants to focus on a more inclusive operation as an innovative company.
Our solutions
Based on an assessment, we held a strategic brainstorm with all team members of Start it @KBC. The different focus points were:
inclusive leadership
employee commitment
work environment
branding & EVP
These were the topics most relevant to the organization and its inclusive workplace policies. After processing these results, a concrete action plan was drawn up.
The results
Concrete action plan per topic linked to quick wins and projects.
Support from management because through this exercise, the needs of the team are known.
Concrete state of affairs as well as touchpoints were drawn up.
This part of KBC Group supports start-ups in various aspects of starting their own business and wants to focus on a more inclusive operation as an innovative company.
Our solutions
Based on an assessment, we held a strategic brainstorm with all team members of Start it @KBC. The different focus points were:
inclusive leadership
employee commitment
work environment
branding & EVP
These were the topics most relevant to the organization and its inclusive workplace policies. After processing these results, a concrete action plan was drawn up.
The results
Concrete action plan per topic linked to quick wins and projects.
Support from management because through this exercise, the needs of the team are known.
Concrete state of affairs as well as touchpoints were drawn up.
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