Méthode

How to manage training and coaching

Crée par : Buurtzorg
Bibliothèque : Buurtzorg (publique)
Dernière mise à jour : 2018 M06 8

Obstacle

In every organization, there is a natural tension between the need for expertise and the need to let people on the front lines make decisions. When expertise is needed, the first reflex of most organizations is to create a core group of experts.


The risk, of course, is that over time two castes will emerge within the organization: a prestigious (often highly paid) group of central experts and a group of people doing operational work in the field without decision-making authority. At the contrary, , it is not logical that each of 600 teams develops expertise in all medical issues they might encounter.

Solution

With over 9,000 employees, Buurtzorg limited the head office staff to only 40 people. There are no typical staff roles (no CFO, Head of HR, etc.). Most headquarters employees are involved in administrative tasks (e.g. social security administration). In other terms, most typical staff tasks are simply assigned to teams.


In order to manage its competencies, Buurtzorg has developed mechanisms to leverage its decentralized expertise.

Étapes

1

Find in-house expertise

Team nurses are encouraged to develop expertise and become points of contact beyond their team. Through Buurtzorg's intranet, nurses can easily identify and access colleagues with relevant expertise in a specific area.


On the Intranet, a section "frequently asked questions about...." allows everyone to find answers to their problems.

2

Create a task group

If competence is not yet developed internally, volunteer task forces of nurses are set up that, in addition to their work with patients, they investigate a new topic and build up expertise (for instance, how Buurtzorg should adapt in response to new legislation). 

Buurtzorg

Organisation de santé révolutionnaire sur les soins à domicile aux Pays-Bas.
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