Long-term sick leave is an important cost. Both directly and indirectly due to its influence on the motivation of all employees.
To control both forms of costs, many companies and organizations have installed a preventive and supportive policy in which managers play a crucial role. Sometimes this policy runs into limitations for implementation.
The Kenaz approach is completely preventive and focused on creating and maintaining a nurturing and satisfying work culture.
The basic ideas:

  • The more satisfying a work environment is, the greater the motivation to be at work
  • A stimulating work environment is made primarily by the employees themselves. The more actively involved they are in this, the greater the solidarity with the work and with each other
  • We work with intact functional teams because this is the most immediate social environment in which change processes arise and are supported
At the end of the process, employees will:

  • Have a thorough understanding of the building blocks of a satisfactory and motivating work environment
  • Have a greater connection with each other
  • Have a stronger faith in their capacity to shape their working environment themselves
  • Have made and implemented positive changes in their work environment.

A process is set up with a duration of a few months, so that the subject stays on the radar screen of the employees for a sufficiently long time. The process has the following components:

  1. Kick-off with management. Supervisors go through an accelerated version of the entire process so they can fully understand and internalize how and why. They make mutual agreements about do’s and don’ts to maximize the succes rate
  2. Employees go through 4 short sessions (2 hours) with their team over the course of 3 months. Each session has a fixed structure: a lever for creating a stimulating work environment is provided briefly and the team members then exchange experiences and ideas about the relevance and especially the possible application of this leverage
  3. During the last session, small change projects are defined that are within the sphere of influence of the team and that are considered useful by the team
  4. The team formulates the change proposal, presents it to management and executes it
  5. In the meantime, the direct manager is coached to make his / her supporting role as powerful as possible
  6. On the basis of the learning experiences, new proposals are formulated and the process repeats itself

This approach is preferably offered to the entire population of a site or department.