Leadership Reorganization at Tergooi MC

How do you start a large project with a tight deadline? Bas explains, “We began by defining the why. Why are we doing this? What do we want to achieve? Based on that, we developed a concept organizational structure with the project team, paying significant attention to staffing within that structure.” The project team realized that the existing structure with 41 department managers did not fit the new organization in the new building. Bas adds, “The plan was to appoint twenty Heads of Care from the group of department managers. The role requires a higher level of abstraction and different competencies.”

The pressure of the move and the approaching summer period resulted in a tight timeline. The project started in May, and the crucial decisions were made before July 1. Barbara states, “We consciously chose to complete the entire process quickly to avoid prolonging uncertainty about their jobs through the summer.”

Establishing a Clear Process

Bas and Barbara actively shaped the process with the project team. Frithjof van der Werf, Business Development Manager at GITP, was involved as an advisor. Frithjof explains, “Tergooi carefully conducted the selection process for this new role and divided it into two parts. In the first phase, the project team identified the competencies and scored the candidates. Then, GITP provided a ‘second opinion’ to offer an objective view of the employees Tergooi knew well.”

Bas adds, “For us and our employees, GITP’s objectivity was crucial. We didn’t share our findings from the first round with GITP to ensure they could assess as objectively as possible.” Ed Handjes, one of the candidates for the Head of Care role, appreciated the involvement of an external party: “GITP offers expertise and a degree of independence in the process.”

Making fair comparisons

The second opinion provided by GITP focused on objectivity. Frithjof explains, “We used a wide range of tools, including the Talent Match (comprising cognitive, personality, and motivational assessments), leadership style assessments, and in-depth interviews with a GITP advisor. Participants received feedback on their results. We checked with employees if GITP could share their data with Tergooi in compliance with privacy regulations. The results were scored on the same core and supporting competencies as those assessed by Tergooi in the first round, ensuring an apples-to-apples comparison.”

Joint Calibration Session

With a significant amount of candidate data from various rounds and impressions from interviews, consolidating and making well-informed decisions can be challenging. Tergooi MC opted for a Talent Match with a calibration session. Frithjof explains, “During a calibration session, we share insights from assessments and interviews with the client, enabling them to make informed decisions. At Tergooi, people from different organizational levels participated, making the session even more valuable.”

Barbara adds, “We intentionally made this calibration session broad, but personal and confidential. Managers of Care and Operations, a delegation from the Works Council, HR, the Board of Directors, and staff from the Nursing Affairs Office attended, along with GITP representatives. We received feedback that the session was thorough, considered, and open—a great compliment.” Frithjof concurs, “I was impressed by the session’s thoroughness and well-considered discussions involving different disciplines.”

The Value of a Well-Substantiated Decision

The calibration session determined which candidates were suitable for the roles. Bas notes, “The use of tools and data objectifies the candidate profile but also sometimes confirms a gut feeling, providing evidence that supports our decisions. GITP made our thoughts and ideas more objective and measurable.”

Barbara conveyed the decisions to the candidates, both selected and not. “The data helped me significantly in discussing and justifying our choices with candidates,” she says.

Candidates’ Experiences

Barbara highlights the positive feedback from candidates: “They appreciated the thorough time taken by the GITP advisor, providing a safe environment where they could be themselves.” Ed adds, “The process was tense, but I felt well-guided. The assessments were new and intimidating, but I went in open-minded and was surprised by how well the results matched my self-perception. It was reassuring to see that reflected in the assessments.”

Ensuring Trust and Comfort

“Being assessed on competencies and levels while already working in an organization was unusual for some employees,” Barbara notes. “GITP’s professional approach reassured everyone. The initial information session with examples of assessments and questions helped candidates feel at ease,” says Bas.

A Successful Project

Frithjof comments, “This project brought together various GITP disciplines—online assessments, in-depth interviews, talent analytics. These tools collectively provided strong support. The speed and client interaction made it successful.”

Ensuring Careful Execution

Bas and Barbara reflect positively on the project. Barbara states, “In a reorganization, it’s crucial to be thorough to avoid perceptions of bias. Our approach ensured transparency and fairness. We would do it the same way again.” Bas adds, “The careful process and broad support were crucial. The collaboration with GITP was excellent, involving frequent communication to align on details, which is essential for success.