"With the first four employees to arrive in the Netherlands, we started operations at the kitchen table at the Roekenbosch holiday cottage resort in Blitterswijck. There, I had a desktop computer on which - in Excel - I issued invoices. Those were the days of the first company car, which we rented for a thousand guilders a month to drive employees around. Every month we travelled four thousand kilometres in that car.... It was hardly the best deal for Wejebe car rental".
In the years that followed, OTTO quickly achieved further strategic goals. The company's first real headquarters at the end of 2000 was in Venlo. The first staff members were hired... when the new office was established, where the organization had already grown by the end of 2002... the first provision of temporary employees in business class.... was an exponential, revolutionary growth from two hundred provided temporary employees to twenty thousand plus in-house staff.
Frank: "We didn't anticipate this kind of growth. We assumed that it would be a success if we became a regional player with four or five hundred foreign workers. However, we are now an important player in the Dutch and European labour market. We did it with class! A job agency handling up to about two hundred foreign workers can, so to speak, basically be run in its own notebook. With more employees the issue becomes much more complicated. Above eight hundred employees served, organization becomes even more difficult. The next milestones are two and five thousand employees served".
“Our office was the dining table in holiday cottage no. 18 at the Blitterswijck holiday cottage resort, where all the employees also lived”.
Frank: "Technology should make our lives easier, support people. Another great example of our innovation lab's work is Best Match: algorithms allow us to estimate whether new people posted to a company will perform well there. Why does one employee in an order picking position perform better at Albert Heijn than at Jumbo when the work is essentially the same? It may have to do with the culture of the organization. With the Best Match tool, we know in advance where a particular order picker will perform best".
KaFra has organized ten residential locations so far. The quality of the accommodations is good and the organization places a high priority on supporting residents. Frank: "The administrators of these places are referred to in KaFra Housing as welfare officers. Every effort is made to make employees feel welcome in the accommodations."
"The public also feels the weight of this challenge. The most important thing is to build as much as you can. I am pleased with Roemer's report; however, we must now be careful that it does not become covered with dust. We need to think about organizing wisely. It makes no sense to create a whole new certification system. Look at what solutions you already have in place and rebuild them into a form of permission to provide a temporary employee. Standards National Association (SNA) certification is one component of this effort. It should be expanded in collaboration with unions. The other elements are a bond, a certificate issued under the Compliance Inspection Act (Bibob) and a certificate of professional competence. Secondly, be very firm about companies using temporary workers that work with job agencies that are not licensed to provide workers. The threat of a fine of about eight thousand euros per person will make the potential profit from such activities less interesting. Even if the risk of inspection was low".
"The Netherlands is in dire need of economic migrants. I've been saying for a few years now that we need to start heavily spreading our charm to attract them to our country. This can only be successful if we cure the problems of the temporary work industry when we deal with landlords charging unfair rents. The strength of a chain is determined by its weakest link. The sector will always be seen precisely through its prism".
A factor in the success of our company is not only good organization, but also awareness of what we do and awareness of the direction in which we are going. We know how, we know why & we know where. Properly targeted action energy makes a difference. Every two years we sharpen our strategic course. In future years, we will want to find out exactly what motivates our employees. The title of the 2020-2024...
A factor in the success of our company is not only good organization, but also awareness of what we do and awareness of the direction in which we are going. We know how, we know why & we know where. Properly targeted action energy makes a...