The HR department of Group Jansen is operating at full speed. We regularly roll out the red carpet for new talent, and our Jansen Star Academy treats our new employees to an unforgettable onboarding. But it doesn’t stop there. We’re not lagging behind when it comes to well-being. Annelies and Lotte are happy to share more about how HR champions workplace happiness, which pillars are key, and what their team’s contribution is.
Let’s cut to the chase: how do you work on increasing workplace happiness at Group Jansen?
Annelies: ‘It starts from the very beginning. Our Jansen Star Academy welcomes new employees with open arms.
With a strong onboarding – with a buddy system, breakfast with the CEO, site visits, etc. – these colleagues treat them to the best start ever. And successfully, because during the post-boarding discussions of the previous quarter, our starters gave a score of no less than 8.23 out of 10 for job satisfaction after three months of service at Jansen.”
A killer score of 8.23 out of 10! And how do you proceed from there?
Annelies: “From our department, we focus as much as possible on talent and well-being for all our employees. We don’t do this based on gut feeling, but rather supported by various academic studies.”
Lotte: “The role of the manager is important here. He or she constantly keeps a finger on the pulse. From a good connection with and attentiveness to the team and each team member, a manager can sense whether an employee’s job satisfaction is in or out of balance. Trust is the foundation of a strong team, so we strongly believe in an open-door work atmosphere, where the manager provides feedback and is receptive to feedback on how happy an employee is.”
Connecting and being attentive, then. But that may not be obvious to everyone.
Annelies: “Correct. That’s why we promote ‘managing agreements’. In a work environment where clear agreements arise from talking to each other, listening to each other’s feedback, and then committing to each other, calm, space, and respect are created. In business, you strive for results, period. How you achieve them, you shouldn’t beat around the bush, and nothing mystical needs to be involved. A handy tool for efficiently managing agreements in terms of results is as follows: create a structure for performance based on four elements (manager to employee and employees among each other):
1. Provide role clarity: what is the game and what are the rules? For example: With multiple project managers on a site, all having the same function, it is important to clarify what each person’s role is.
2. Ensure the necessary required information that an employee needs to perform.
3. Clarify which attitudes are needed to achieve results. For example: How do you present yourself at a meeting, etc.
4. Ensure that employees work within their skills.
Working on job satisfaction,
an open dialogue culture is part of that.
‘Managing agreements’ is linked to an open dialogue culture. How does this work?
Lotte: “You don’t achieve job satisfaction in a snap. Working on job satisfaction is a continuous process that we must constantly engage in. Our open dialogue culture is already a step in the right direction. This way, we fully commit to better communication at fixed times.”
Annelies: “During, for example, a commitment conversation (preferably no later than two months after starting), the manager clarifies the short- and medium-term tasks, the objectives, and agreements are made. If things are not clear at that moment, the employee can immediately raise the alarm. Possible frustrations on both sides are thus quickly nipped in the bud.”
Lotte: “The common thread throughout our dialogue culture is, of course, informal feedback. So don’t wait for that formal moment.”
And what about formal feedback?
Annelies: “Once a year, we schedule a formal feedback moment. The manager reviews performance and asks for a renewed commitment. Here, from HR, we find it very important to convey to all colleagues that receiving valuable feedback largely depends on yourself. Be clear to your manager about the feedback you want to avoid receiving ‘wrong’ feedback and unnecessary frustration.”
Lotte: “Are you looking for appreciation, or rather feedback on assigned tasks/performance, or are you seeking coaching/support? Be clear about this to your manager. Also, don’t wait to ask for it. This way, you keep space for yourself.”
Is job satisfaction out of balance?
Annelies: “We are the bridge between all parties. Both managers and employees can come to us. We support, among other things, by making roles concrete, helping colleagues grow through a growth path, if necessary supported by training via our Jansen Star Academy, providing sessions with our coach Liesbet Jansen, organizing the sports calendar, etc. We don’t have a magic wand, but we will always listen and strive for maximum workability for all parties.”
