Good employer practices
through dialogue!
Blog by
Ellen Soepenberg
Every day I see how employees struggle with all kinds of issues. Especially when change is necessary, such as during a second-track process. Changes are often accompanied by fear, uncertainty, and resistance. Do you have any idea of the impact it has when you can no longer perform your own job? Or when you need to find suitable work with another employer? As a career coach, I provide insight into these consequences—for both employer and employee. This leads to mutual respect and understanding, the first step towards dialogue.
Dialogue is not a trick
Initiating dialogue in the organization is not a ‘trick.’ It’s a fundamental principle focused on the value of the employee’s own contribution. Starting this dialogue is certainly not just a top-down action. It’s about facilitating conversations between employee and manager on topics that truly matter to them. Discussing the dilemmas they experience in practice.
It actually provides valuable insights
In my experience, working together as management with the employee leads to wonderful insights. This helps employees further develop themselves. There is also an expectation that employees are flexible and eager to learn, to remain employable for the organization. It is worthwhile to focus on employees’ strengths and talents. That is part of being a good employer.
Accessibility and approachability
I also see that the second-track is a very difficult process, both for employer and employee. Fortunately, this is exactly where my added value lies: bringing the parties together. As long as there is understanding for each other’s perspectives and insights, you keep the conversation going. There’s still a lot to gain here. I love that I can help with that. Everything starts with attention. A sick employee appreciates being called from time to time, or just dropping by for a cup of coffee. That’s an important step toward being a good employer. Accessibility and approachability.
Increasing internal mobility
I am proud to work for organizations that exemplify good employer practices. By fully utilizing the available potential, for example through competency development, these companies increase their internal mobility and are actively engaged in knowledge management. They understand the value of paying attention to the different life stages employees go through. This attention is returned in the form of employee engagement and enthusiasm. How wonderful is that?!
Enhancing work ability
A good employer protects employees who are not yet fully recovered from illness and their duties but are eager to return to work too soon. I see this often in practice. The employee involved feels responsible for colleagues, connected to the organization, and guilty about not being able to contribute. Management and supervisors play an important role here, as they can have a significant impact on the work ability of these employees. I am happy to help employers become aware of this.
The goal?
When is the goal achieved? My day is made when people improve themselves. It gives me energy to see them gain insight into what this can bring them.
Do you think: ‘Good employer practices, I see that very differently; it’s very different for us/me’? I’d love to hear! In fact, this is where dialogue proves its value.
Ellen Soepenberg
Career coach
I greatly value personal development and growth, both for myself and for others. I mainly coach people on self-awareness, taking the initiative, and employability. I encourage them to come up with and implement their own solutions.
