The CircleLytics online dialogues ensure that diversity and inclusiveness are 100% guaranteed, with 0% concession. You can invite anyone to join the dialogue: teams, departments or the entire organization. Anonymity ensures that only opinions count, instead of someone’s position, role, hobby, skin colour, gender etc. Across departments or the entire organization.

Employees are facing unprecedented dynamics: working from home, economic uncertainty and health concerns. How do you ensure that employees remain mentally fit, that the stress does not lead to people dropping out, that they remain involved with the organization and with each other, and that they remain productive? Have you ever asked employees how they describe their feelings in these times in 5 words?

We believe that trust is the cornerstone of every relationship. With your partner, your colleagues, customers, members, patients, your family and friends. In the presence of trust, you can better cope with change, uncertainty and new developments, as well as with everyday work. Trust is not a given. You have to work at it, pay attention to it, understand it and develop it.

In cooperation, work and goals are created. Little comes from working alone. You need each other to learn, to achieve results and for self-reflection. That is why we live and work together in all kinds of forms, including organizations. Especially in changing environments and contexts, mutual cooperation is constantly in the spotlight.

HR has to go through it every year, quarter or month, and so do the employees: the employee survey. Collecting employee scores for 10 to sometimes 80 general questions. No wonder employees are not happy with these surveys. It’s unclear what happens next, and they can’t give their real opinion. As a result, management and HR are burdened with what to do next. The big question is: what is the reason behind the survey figures? And, what will we do?
 
If you know why, you can anticipate
In the meantime, 200+ organisations have worked with employees to find out the why, their…

Royal HaskoningDHV has 5,700 employees worldwide, spread over 30 countries; about half of these employees work in or from the Netherlands. We provide services in the fields of aviation, buildings, energy, industry, infrastructure, maritime, mining, transport, urban and rural development and water.
A works council consisting of 13 members has been established for Royal HaskoningDHV Nederland. Specific committees have been established for each of the Business Lines and for the joint Corporate Groups.
Motive: good advice
We were not specifically looking for new ways to talk to our employees. During a training course on professionalizing the Works Council, Winfried Bouts of the WissemaGroup…

Rules. Which ones really hinder employees, do we understand why, and can we solve them? How do you as a works council, HR, manager or CEO ensure that employees actively think about this, come up with ideas and help set priorities? After all, they know exactly what it is that frustrates them every day.
I remember a lecture on Mintzberg and the usefulness of bureaucracy to manage chaos in growing organizations. Today, it is thought that we need to be flexible, embrace bottom-up decision-making, servant leadership and agility precisely because markets are so fickle. Onward! Right? Down with rules, then? Freedom…

 What are right questions to ask employees? And how do you get more insight from the participants’ answers? How and why did they come to their choice? What is the real underlying story? Or does that linger under the surface?
The right questions will lead to a successful round of questions
Asking the right questions sounds simple, but it’s not. Countless surveys you have ever distributed as an organization show this. The response rate is low, the answers hardly give the desired results and the frustrations of employees only increase because they have the feeling that ‘nothing is being done’ with their…

After becoming a Works Council member, you still want to be able to easily consult your constituents. A tool that is based on data provides a solid foundation for advice from the Works Council to senior management.
We talk to Rachid Adbaili, chairman of the Central Works Council of Unilever and Jacqueline Lafranca, official secretary of the Central Works Council Unilever. Unilever has a Central Works Council in the Netherlands and also a local Works Council at each location in the Netherlands.
“We deploy CircleLytics’ dialogue on a regular basis. Employees elect the members of the (Central) Works Council and we represent…

Since 1 January 2018, Aventurijn, Palier and de Kijvelanden have formed one new organization: Fivoor. Fivoor provides a regional offer of forensic and intensive psychiatric care.
Jeroen Gast, board member at Fivoor: “We chose and are choosing modern, participative leadership and want a top-down and bottom-up approach. In a continuous dialogue we keep in touch with employees regarding various topics in order to maintain a broad support base within the organization. With this goal in mind, we set to work.”
Pieter de Man, HR director explains, “After the merger, the organization was large, geographically dispersed and three different cultures came together. That…

We use the dialogue to collect the opinion of our constituents
“The dialogue helps us to get the opinions of our constituents and place them where they belong in our organization; with the director, with the teams.”
A Central Works Council wants to talk to its constituents. The challenge within our organization Politie Nederland is that we wanted a representative group within all disciplines to have their say. However, in a large organization with over 65,000 employees, many of whom also work on the street, that’s quite an effort.
Until we deployed the dialogue. The response rate for this tool is high, giving…

The hard truth is that if you want to take your organization into the future with innovations, your organization needs to be a learning organization:
“On the basis of a unique data set covering 2000 Danish private firms, it is demonstrated that firms combining several of the organizational traits of the learning organization are much more prone to introducing new products than others.” (Peter Nielsen and Bengt-Åke Lundvall, Aalborg University).
One of the critical ingredients for creating a learning organization is ensuring that there is a feedback culture.  Because let’s face it, how do you learn without asking for feedback?
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Based on…

The works council of Reclassering NL has been working with CircleLytics’ dialogue solution for works councils and employee participation for some time.

What does employee engagement accomplish for you?

More diversity and spread of respondents and their responses. It also supports the dialogue with both the director and the constituents.

Mention a theme or themes as an example of how you deployed CircleLytics, and the resulting benefits.

Fast and direct feedback on the progress of setting up casuistry and intervision for specific groups of employees. This made it possible to quickly identify the regions in which this had not yet got off the ground…