Agile working at Vektis: why measuring continuously is so important
By Merlinde Blei | September 7, 2020
Vektis is an important business intelligence partner in healthcare and provides smart processes and clear insights for affordable and good healthcare. The organization has been a customer of 2DAYSMOOD since September 2018, and in 2019 they started taking steps towards agile working. This challenge was accompanied by many changes for the employees.
With 2DAYSMOOD, Vektis has made this entire process measurable and transparent for teams. They measured continuously how the mood was – stressed, (dis)satisfied or enthusiastic – and whether employees were still involved in the transformation process.
Ina Haverhals has been working at Vektis since 2011. As a former program manager, she made the step to Agile Organization Coach last year. She currently guides the entire organization of 135 people, divided over 20 teams, in the transformation from a top-down organization to self-managing teams. Agile working is the starting point here. Ina shares her experiences about this process and the use of the 2DAYSMOOD measuring method.
“Now that the new agile teams have been formed and we continue to measure, you can see appreciation in the 2DAYSMOOD data.”
Ina Haverhals – Agile organization coach – Vektis
Scrumming, agile working, self-managing teams: more often we hear that organizations arrange their business operations this way. How did you end up in the role of agile organization coach?
I was, together with two colleagues, responsible for program project management. But these roles do not occur in an agile organization. I saw a great new challenge in this way of working as an agile coach, to help the organization in the transformation to this new method. The organization then gave me the opportunity to fill this role, which I am very happy about.
And now you’re guiding the transformation to agile working. Why did you choose this as an organization?
As an organization we want to be more agile and able to respond more quickly to developments in the market. We also want more self-managing teams. This means much more self-development of the employees within a team. As of January 1, 2020, a large number of teams have been reconstituted around healthcare themes. The period that preceded it was exciting.
And what are the reactions in the workplace?
The results of the 2DAYSMOOD baseline measurement showed us how we, as a transformation team, had to communicate to keep everyone well informed and involved. Now that the new teams have been formed and we continue to measure, you can see the appreciation in the data. The enthusiasm is increasing, the eNPS (employee Net Promoter Score) went from red to green and dissatisfaction is decreasing! The reactions are very positive. Employees see it as an opportunity to learn new things. You also see that many people do better in the new agile teams.
How do your teams use the 2DAYSMOOD measurements?
We use 2DAYSMOOD for and by teams themselves, through continuous online surveys. The management team deliberately has no access to or insight into the data of the individual teams. Our goal is that teams use the obtained anonymous feedback to improve their own team performance, cooperation and the atmosphere. It is important that a safe environment is provided. Our teams are self-managing, so if help is needed, they ask the manager. No control or intervention from the management team is required for this. This is, of course, also a learning trajectory within the transformation.
How do you use 2DAYSMOOD as an organization?
We notice that when we communicate more clearly about the transformation, the enthusiasm of the employees gets higher. Because we monitor this every week in the 2DAYSMOOD organization dashboard, we can even predict it a bit and anticipate with our internal communication. In general, we also see a higher enthusiasm created by the transformation, this is a confirmation for us that we are doing the right thing.
How do you experience that 2DAYSMOOD really supports your teams?
With the mood question we check weekly how the positive and negative emotions are within the team. And once a month we ask employees whether they feel they add value to the organization based on their role. If employees feel that they cannot add value, they will not be happy in their work. We find that very important, because meaning in your work is also essential for intrinsic motivation and employee involvement.
Do you have a tip for other organizations that are focusing on agile working and employee happiness?
Agile working is a mindset that can suit your organization. I would advise every organization to be well informed about this. Look in advance at what agile working can really mean for you.
Happiness at work is also discussed during the retrospectives of the teams. Teams discuss what went well and what went badly in the previous sprint and what improvement action this will lead to in the next sprint, both on a work process and on a personal level. The human aspect is and remains very important to discuss with each other. That bit of attention ensures better cooperation.
So keep listening to each other, and read the answers to the open questions of 2DAYSMOOD, for example the reasons for someone’s mood. They say a lot about what actually concerns the employee. And it also shows that you are doing something with it.