As a banking and insurance group, ARGENTA profiles itself slightly differently and always puts their purpose “100% resilience for our customers and employees” at the forefront of their approach. They attach great importance to sustainable growth and development, both for themselves as an organization and for their employees.
In translating the purpose to employees, the concept of “Feedback & Motivation Climate” was recently launched internally, replacing the annual evaluation cycle. As part of this launch and further rollout to and support for their employees and managers, The Tipping Point was brought in as one of the regular partners in training.
In this new Feedback & Motivation Climate, there is a strong commitment to continuous dialogue and meaningful conversations at the relevant time. The familiar fixed annual evaluation moments and conversations are being abandoned, to make way for meaningful conversations, at the relevant moment. Conceptually and on paper a strong story, but with a big question mark “how do we get our people to go along with this?“.
The focus on people graces Argenta as an organization, and of course in this project, employees and leaders could not be left out either. With the question of how to support our managers and employees in this new approach, we set to work in co-creation for a tailor-made program for both target groups.
The first wave of training was organized for the managers. The well-known evaluation cycle with fixed interviews at fixed times was now dropped, resulting in a lot of questions and uncertainties. What exactly is a meaningful conversation? And when is a relevant time? And if you already know the answer , how do you initiate the conversation? The focus in the training for executives came to be a combination of Psychological Safety and Motivation.
‘Psychological Safety’ was addressed through a concise theoretical approach to the concept, combined with concrete tools and templates on how you as a manager can ensure that there is a safe climate and employees ‘dare’ to speak up, start a conversation and give feedback. ‘Motivation’ highlighted self-determination theory for both themselves and their employees. In the afternoon it was time for practice and together with a simulation actor we practiced having these conversations around motivation in your team.
To provide further support to the employees as well, training was also provided for them in the second wave. In this training the focus is mainly on “Motivation” (according to the self-determination theory). Under the metaphor of the vitamin check, participants can find out what motivation is, how their motivation is doing and what they can do to boost it. During the training, they immediately get to work with very concrete checklists, conversation starters, questionnaires and templates, so that with these tools in hand, they can get their own motivation in focus and join the meaningful conversation.
Thanks to the co-creation approach, a strong program could be set up in a short period of time, completely tailored to the client. The co-creation was also extended to the training itself, where an Argenta Organization & Development Coach was present at each session. In this way the involvement of the organization was reaffirmed, as well as its importance.
The managers and employees were inspired during the training to actually take action and to motivate each other in having the first conversations. Both parties now had the tools and a common language to start the conversation about motivation.
To support the transformation—because that’s what it is for us—from a rather rigid feedback and evaluation cycle to a more open feedback and motivation culture, we sought a training partner to guide and support us in this process. Within this culture, we place a strong focus on the resilience of our employees, on meaningful conversations when they matter most, and on motivation—how to recognize it and give it a personal boost. Turning a new and still undefined concept into something more concrete, tailored to our needs and with a focus on impact, was exactly what we needed—and that happens to be the strength of The Tipping Point.
Together, we developed a program for both employees and managers, with a focus on creating impact through practical tools and actionable frameworks. Both Sarah, the Learning Architect, and the trainer Kristin were invaluable and critical sparring partners throughout this process. Another pilot session here or there? We did whatever was necessary to create the learning tools our organization needs today.
In this new Feedback & Motivation Climate, there is a strong commitment to continuous dialogue and meaningful conversations at the relevant time. The familiar fixed annual evaluation moments and conversations are being abandoned, to make way for meaningful conversations, at the relevant moment. Conceptually and on paper a strong story, but with a big question mark “how do we get our people to go along with this?“.
The focus on people graces Argenta as an organization, and of course in this project, employees and leaders could not be left out either. With the question of how to support our managers and employees in this new approach, we set to work in co-creation for a tailor-made program for both target groups.
The first wave of training was organized for the managers. The well-known evaluation cycle with fixed interviews at fixed times was now dropped, resulting in a lot of questions and uncertainties. What exactly is a meaningful conversation? And when is a relevant time? And if you already know the answer , how do you initiate the conversation? The focus in the training for executives came to be a combination of Psychological Safety and Motivation.
‘Psychological Safety’ was addressed through a concise theoretical approach to the concept, combined with concrete tools and templates on how you as a manager can ensure that there is a safe climate and employees ‘dare’ to speak up, start a conversation and give feedback. ‘Motivation’ highlighted self-determination theory for both themselves and their employees. In the afternoon it was time for practice and together with a simulation actor we practiced having these conversations around motivation in your team.
To provide further support to the employees as well, training was also provided for them in the second wave. In this training the focus is mainly on “Motivation” (according to the self-determination theory). Under the metaphor of the vitamin check, participants can find out what motivation is, how their motivation is doing and what they can do to boost it. During the training, they immediately get to work with very concrete checklists, conversation starters, questionnaires and templates, so that with these tools in hand, they can get their own motivation in focus and join the meaningful conversation.
Thanks to the co-creation approach, a strong program could be set up in a short period of time, completely tailored to the client. The co-creation was also extended to the training itself, where an Argenta Organization & Development Coach was present at each session. In this way the involvement of the organization was reaffirmed, as well as its importance.
The managers and employees were inspired during the training to actually take action and to motivate each other in having the first conversations. Both parties now had the tools and a common language to start the conversation about motivation.
To support the transformation—because that’s what it is for us—from a rather rigid feedback and evaluation cycle to a more open feedback and motivation culture, we sought a training partner to guide and support us in this process. Within this culture, we place a strong focus on the resilience of our employees, on meaningful conversations when they matter most, and on motivation—how to recognize it and give it a personal boost. Turning a new and still undefined concept into something more concrete, tailored to our needs and with a focus on impact, was exactly what we needed—and that happens to be the strength of The Tipping Point.
Together, we developed a program for both employees and managers, with a focus on creating impact through practical tools and actionable frameworks. Both Sarah, the Learning Architect, and the trainer Kristin were invaluable and critical sparring partners throughout this process. Another pilot session here or there? We did whatever was necessary to create the learning tools our organization needs today.
There are currently no events in English. By clicking on the button below, you can consult the events organised in Dutch
You don’t build a strong culture of dialogue with a one-size-fits-all approach. To make dialogue work effectively within organizations, we offer various formats tailored to different needs and situations. These tools help strengthen skills, drive change, and achieve learning objectives. Discover how our formats contribute to impact and sustainable results.
To build a culture of dialogue, developing strong communication skills is essential. This serves as the foundation for organizations to make conversations work effectively. To support organizations in this effort, we deliberately focus on three powerful levers to foster a thriving culture of dialogue: Psychological Safety, Leadership, and a Feedback Culture. Each of these elements contributes to a culture where conversations drive growth, innovation, and sustainable results.
Stay updates on new and inspiring courses, events and updates!
Accredited service
KMO-portefeuille
Reg.: DV.O229775
