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 was a challenge. Yet the ambition was immediately clear: we don’t just want underlying works councils, we want a broad support base and broad participation throughout the organization. Our employees are well-trained professionals, very articulate and they like to share their thoughts, we like to make use of that.”

Based on this ambition, Fivoor started looking for a solution and approach that could support them in the continuous dialogue and connection with their employees. After comparing various participation solutions, they ended up with CircleLytics, because this online dialogue is the only solution with 2 rounds, taking up a few days each time. This ensures that not only dialogue with employees takes place, but also dialogue between employees. Maurik Dippel, CircleLytics Director: “CircleLytics dialogues provide participants with 3 steps: giving your opinion, valuing other opinions, and being allowed to adjust your opinion. It turns out that participants are very open to the opinions of others and learn a lot from them. Of course, they then think more deeply about your question and usually adjust their opinion. Reflection, in other words. Really think and listen better. And because it’s anonymous, hierarchy, time pressure, weird looks, impatience, extra/introversion, working at home or in the office, or who you are just don’t play a role anymore.”

Now, some two years later after commissioning the online dialogue as a tool and strengthening our participatory organizational culture, we look back at the experiences and results for support and employee engagement within Fivoor.

Reina Schot, Works Council chair: “We have set up various digital dialogues within Fivoor. For example, we gather ideas about safety in the workplace from within the organization and then we test them against the employees to find the best possible solutions. But we also use the dialogue to draw our employees’ attention to subjects such as vitality and schedules for New Year’s Eve. This is how we create greater involvement in our decision-making, so that employee participation really takes place together.”

When the topic in the dialogue is close to the employees and they are dealing with it on a daily basis, we see that there is more response, greater involvement and a better substantive dialogue. We can only applaud that. It is then up to us to give proper feedback to the employees and show that their feedback or idea is actually implemented. That way, they feel heard.

Of course, it’s not always a success story. One dialogue was, in retrospect, too broadly formulated in terms of questions; we received less response. We learned from that. How do you design the question? How much space do you give, how much guidance? Do you also add a quantitative scale? Do you repeat the dialogue after a few months? Who do you ask as participants, a team, a department, everyone?

Gast: “We see the digital dialogue as an indispensable fulfilment of our corporate culture and being a good employer. The importance of asking the right questions and properly feeding back results and decisions to employees is a learning process that is still part of our growth.”

Partly because we value our managers and professionals and use this dialogue, we experience high engagement among employees. We ask for feedback, let them choose and together they come up with an explosion of creativity. Schot: “You just don’t get that with a traditional survey anymore. We value their opinion. After all, they know a lot about it and have to deal with all the challenges on a daily basis. We use that response to get to work.”

Gast: “For us, having dialogues are inseparable from modern leadership. Because of the distance and the large number of locations, the content of the dialogue is guaranteed in this digital way. We can now continue to build our organization in a qualitative, engaged way.” Interested in a demonstration of the online dialogue? For example, to follow up on an employee survey and really zoom in? Or to get and keep employees involved in organizational change, and many other applications? As a Works Council, HR, management or jointly?  Then get in touch with Maurik Dippel.

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