Development of Organizational operation and Competence

TRS support organizations in their work with development of operations and competence in order to promote a working environment that increases the possibility for continued employment.

Engelsk trappa

TRS can be an advising and process leading partner in the development of your organization. We can offer organizations connected to our collective agreement to start a project under the supervision of TRS advisers.

Our work methods are built on:

Mutual understanding
To have a unified understanding of the organizations operation from many perspectives.

Participation – everybody is involved

It is a way to create an overall understanding.

Make use of employee’s collective expertise.

Employees become more motivated to work towards objectives which they have been part of creating.

Dialogue – democratic way of working, utilize everyone’s contributions and where everybody’s voice is heard

Workshops during the analysis of organizational operation

Future (Vision)

Organizational operation and activities when it is at it’s best. Employee characteristics of such operations and activities:

“What is significant for the future in the best scenario for”:

  1. Our stakeholders
  2. Our economy and our resources
  3. Our way of working and for our organization
  4. How we should act and behave as co-workers and managers

Present (Operational idea)

  • What is the commission and mission of our organization?
  • What stakeholders can we identify and which one of those are we most dependent on for our operation?
  • What demands do our stakeholders have?
  • What do we offer our stakeholders and what values do we create for them?

Strengths and weaknesses


Discussion about what we are good at and what we can get better at In regard to:

  • Our stakeholders
  • Our economy and resources
  • Our way of working and for your organization
  • How we should act and behave as co-workers and managers

History

Review of important events in the history of the workplace, from various perspectives. In this workshop you visualise important stories that you all can continue to narrate.

Exemple of questions are: What can we learn from our history, both from our mistakes and our success?
What are the most important experiences and how can we include it in our future operations?

Future trends

What important events and trends might affect you in the future? How?

What are the consequences of this trends, both positive and negative?

What competence and what actions do you need in regard to the consequences?

Core values

Identify the most important values in your attitudes, externally as well as internally.

Area to develop in the coming years

Based on the discussions and material from earlier workshops – what are your most important areas to develop to meet the future?

Creating an operational plan with selected needs for more competence

Setting Goals and making an Action Plan

Long- and short-term objectives in relation to areas to develop in the coming years

Deciding what competence we need to reach our goals and for the Action Plan to give the right impact on these goals

Local implementation of needed resources, competence etc.

Implementing Competence development for individual and operation

Management and staff representatives should agree on the work which needs to be done.

All employees should be involved.

The organization/company is responsible for arranging competence development for part of, or for all employers.

This should be done within a period of time which is agreed upon.

The organization/company must be able to show that this support promotes the conditions for a viable workplace.

Support is given as long as a termination process is not on the agenda.