Floor Jansen: 'everyone at Fontys can develop themselves'

Fontys wants to grow into a knowledge institution in which the talent development of students and research are paramount. With support services that can respond flexibly to changes. This stategy requires - to a greater or lesser extent - new skills and ways of working at all levels. The teacher is increasingly becoming a coach as well, but how? Support staff will work in a more multidisciplinary way; what does that require of them? And how do you lead strategic change programs or get a team moving?

Department P and O of Fontys picked up the gauntlet over a year and a half ago and decided to play an important role in supporting these changes for the Fontysprofessional. 'The development of the organization and the people who work in it are now our priority. We want to equip everyone as well as possible,' says Floor Jansen, teamleader Learning and Development at P and O.

Growth and development

This happens in various areas. Very pragmatically: our department bundled all development opportunities offered by Fontys on the Develop Yourself page of Fontys Hub and added targeted training courses, such as coaching skills and leadership programs. But steps were also taken at a more strategic level: 'Based on thorough research, we designed the Fontys roles. These will really help our colleagues but also managers with their own development and that of teams. They are a steppingstone for the growth of agile professionals and teams.'

The new approach also meant that P and O was no longer doing a number of tasks itself, but outsourcing or organizing them differently. 'We decided to outsource career coaching, for example, and put more focus on developing the organization, teams and their leaders. The HR Business Partners - the direct line between P and O and the services and institutes - have an important role in guiding the change,' Floor says.

‘We have found great partners for a number of tasks, such as Coachkwartier, which provides fast, online or telephone coaching - an appointment within 24 hours, a brief sparring session - to our employees. For now, though, after managerial approval.'

Basic professional development for everyone

The ideal of Floor and her department is that soon all new Fontys employees will receive a "basic professionalization" upon entry, so that they know which Fontys role suits them best and in which they can develop further. Are they, for example, a "connector", an "innovator" or rather an "expert"?

'It's not to that point yet. But wouldn't it be nice if everyone could come in like this and then develop their talents with their managers through the development cycle?'

Finally, a possible disclaimer: the workload. How do we all make time for this personal and professional development? 'I understand that everyone is busy. We also still have to get used to hybrid working and how we organize it together. But slowing down now and then can make for three steps forward,' Floor believes. 'Discuss your own development or that of your team, is my advice. It brings you and your team a lot.'