eWORK 2000 - European Telework Week

New Ways to Work 2000European Telework4.5.1.2. InterpolisInterpolis applied various forms of flexibility to work processes on a large scale to change the behaviour of itsemployees in order to motivate them. It is partly due to this that turnover has increased significantly over thelast five years.Interpolis holds a leading position in the Netherlands regarding the integrated style of flexibility applied towork processes and is very involved in developing initiatives for new ways of working. Accordingly, flexibleworkplaces have been introduced in the whole new office building that they moved to in 1996. A project is alsobeing carried out that will result in 25% of the employees (about 600 or 700 people) teleworking within 2years.Besides this a new evaluation system has been developed as a consequence of the changes in the ways ofworking.In 1994 a reorganisation scheme called ‘Vast en Zeker’ (Sure and Certain) was introduced. This aimed at notonly increasing the turnover and profitability but also changing the behaviour of the employees. There used tobe a very bureaucratic culture in the organisation, people were internally oriented and product oriented insteadof client oriented. Apart from the reorganisation, Interpolis set up the following projects to create the change ofculture necessary to achieve the desired changes:• implementation of teleworking;• introduction of office innovation for the new building;• introduction of a different sort of evaluation cycle.All of these projects receive a lot of support from top management which greatly stimulates successfulimplementation.The evaluation of the above projects revealed the following results:• higher motivation of staff• increased productivity• decrease in hierarchy• improved and much more open communication• increase in personnel responsibility and• the employees are proud of Interpolis and show this.Both managers and employees are completely satisfied.The various projects have resulted in a cultural change with the consequences that employees are verymotivated and that a higher quality of service is being provided. The present flexible way of working suitsemployees’ needs more and at the same time is not in conflict with those of Interpolis. The new ways ofworking make Interpolis more decisive and motivate employees to a more open attitude and increased teamwork. Both the customer and Interpolis reap the benefits of this.Another impact has been the increased awareness of the name Interpolis and the improvement of its image.Interpolis is now seen by the average Dutch person as an innovative modern organisation and “employer ofchoice”.- 41 -