Jos Ploum - Rabobank

The Change Monitor was a nice tool to get a sharp view on the experiences of the employees. Even more important it was to start up a dialogue about what is needed to secure the made changes. The coming period we can certainly get to work with the outcomes of this dialogue, facilitated by Nicole Loeffen!

Since the end of last year I temporarily lead a department. Increasing quality requirements of customers and regulators required a different way of working. My mission is to realize a serious transition as quickly as possible. Recover the motivation of the employees and enhancing the quality of our output are important focus.

Our department mission is to help our customers to make their dreams financial come true, or to provide financial solutions during lesser times. I started immediately by implementing changes on leadership, culture and structure. For example, we significantly reduced the number of transfers of a customer case. This saves time, is cheaper and reduces the chance of errors. Per customer file now a permanent adviser and supporter are responsible. These interventions followed each other in quick succession. At one point you'll have to ask yourself how the team can still follow.

A colleague pointed me to the Change Monitor, a good way to stabbing a thermometer in an on-going change. By doing this we properly mapped the experience of the department about the initiated change. At first this gave us the confirmation that the people were involved and happy with the on-going transition. In the plenary dialogue two points came up as clearly needed to secure the transition. The first is that we need more time to make the department strong enough to continue in a business as usual situation. The second is that we can further enhance in the delivery of high quality to our customers.

Just like Jos Ploumen start working with your team? If so, please contact me about the options.