All-rounders are exceptional at solving all sorts of practical problems. Whether those problems are technical, commercial or administrative, the All-rounder is capable of making decisions to resolve them quickly to everyone’s satisfaction. All-rounders are good at dealing with unexpected circumstances that threaten to disrupt the normal, everyday course of things. The All-rounder has the authority to make decisions within the boundaries of established procedures to ensure the progress of work. The All-rounder therefore has to be aware of the consequences of his/her actions.

 

Junior All-rounderSchermafdruk_2019-08-13_13.26.47.pngThe key concepts for the Junior phase are: Suitable or Unsuitable. The Junior is the first of four phases of a learning pathway. It is followed by the Medior phase, the fully skilled or Core phase and finally, the Master phase. The Junior is almost always a school-leaver who has had a relevant vocational education. Because knowledge and a problem-solving ability do not always correspond with each other, we use the Junior phase to find out if the employee is suitable or not for the pathway for which he/she has been educated. The employee also gains an impression of the requirements for their work during this phase. He or she puts their previously acquired theoretical knowledge into practice. They learn that their work must have a goal, that there are limits to the freedom with which they do that work, that they have to remain within budget and scheduling, that they can’t leave things half done or done badly and that they have to work well with others in order to achieve the goal, etc. The Junior All-rounder also learns to listen well and not to start before it is entirely clear what is expected of them. He or she learns to work both independently and in a team, and to focus on client needs. The last point has consequences for planning and quality (afspraak is afspraak - a deal is a deal and a promise, a promise) and appropriate conformity. To summarise, the Junior phase is a development period in which the employee learns how you work in an organisation and to what you have to conform. A clear assessment is appropriate for this pathway: suitable or unsuitable?

 

Medior All-rounderSchermafdruk_2019-08-13_13.26.47.pngThe key concepts for a Medior are ‘independence’ and ‘exploration’. They have demonstrated in the Junior phase that they are comfortable with the company’s ways of working and the appropriate work discipline. They can be allowed to work without particular supervision. Within this context, the Medior can explore for his or herself the best way of applying their understanding and knowledge. He or she will try different approaches and check them with colleagues with more experience or colleagues in other disciplines. They engage in discussion with them about insights, techniques and developments. The Medior is interested in the roles of other people in their field and the impact that they have on what he or she does. He/she can clearly describe now how they impact his/her work and where synergies can be achieved. They become convinced that interdisciplinary and other collaboration leads to better results. In short, they will increasingly understand the context of what they are doing by listening well. The Medior also actively explores other potential collaboration, demonstrating that they have their own ideas. As a consequence, he or she gradually gains recognition from those around them, so that they are asked for and chosen more often.

 

Core All-rounderSchermafdruk_2019-08-13_13.26.47.pngCore All-rounders are exceptional at solving all sorts of practical problems. The Core All-rounder is able to make decisions in very diverse situations, quickly leading to solutions to everyone’s satisfaction. He or she assesses regularly occurring, practical situations applying the procedurally determined solution as if it was their own. The problems that occur require a minimal education at a senior secondary vocational level (MBO: middelbaar beroepsonderwijs).

The Core All-rounder deals with unexpected circumstances that threaten to disrupt the normal, everyday course of things. Within the boundaries of what has already been set, the All-rounder has the authority to make decisions to ensure that work makes progress. The Core All-rounder therefore has to be aware of the consequences of his or her actions.

The Core All-rounder is expected to take charge, meaning that they are in complete control of the final result. In order to do this, he/she has to have a proactive attitude. They have to be able to anticipate the consequences of things before they become unavoidable problems.

Mastery
Knowledge and the application of craftmanship in a large number of diverse situations is required. The work therefore demands minimal a senior secondary vocational level education (MBO: middelbaar beroepsonderwijs). The employee is expected to have an understanding of systems and the application of programmes as well as the ability to prioritize. This includes some administration, setting up installations, assessing potentially dangerous situations by applying rules, interpreting factual information and putting documentation together.

Autonomy
Several approaches to the work are possible. The employee has to make the best, practical decisions for him or herself, and set priorities, but within established rules and procedures.

Impact
Communication skills and a degree of empathy are necessary in order for the employee to get things done. Questions will have to be asked, requests made and information exchanged to ensure co-ordination or even, where necessary, correction. A degree of flexibility in dealing with other people is required.

Ownership
The work demands decision-making in changing circumstances based on judgement. Practical experience means that the employee can act more decisively.

 

Master All-rounderSchermafdruk_2019-08-13_13.26.47.pngThe Master All-rounder is at the end of the pathway for this role. It means that his or her expertise and abilities stand out far above those of the Core All-rounder.

The Master All-rounder is a manager or specialist who can solve backroom problems by means of their knowledge and experience. These problems are often very specific, infrequent issues for which the employee on the front line doesn’t have an immediate answer.

The Master All-rounder can collate, analyse and draw conclusions from practical information, which then serve as the basis for advising clients, managers or team members. The position therefore demands authority, because it is about tailor-made solutions in which clients, managers and team members have to have faith based solely, more or less, on his or her say-so. This also means that the Master All-rounder stands out from the group as a manager, so that employees accept it if they are coached or even corrected by him/her.

You also have to be able to discuss and/or negotiate conflicting interests without having to fall back on established rules and procedures. This means that diverse interests have to be harmonized with each other, so that both parties can arrive at a mutually acceptable solution or that senior managers can be given well worked out, well considered advice as the case may be.

It demands a helicopter view and the ability to act very independently. A practical and intellectual ability at the level of higher professional education (HBO, hoger beroepsonderwijs) is required for this position because exceptionally difficult, practical problems can arise that may have to resolved independently.

Mastery
The employee must have completed minimal a senior secondary vocational level of education (MBO, middelbaar beroepsonderwijs), complemented with trade specific or specialist training. Although difficult, exceptional problems have to be solved, it doesn’t require any knowledge of theoretical methods that are taught in higher professional education (HBO). In order to achieve the goals related to the position, various deliverables have to be integrated with each other. A helicopter view is required for this: the ability to understand the problem and to compare diverse solutions by applying a higher than senior secondary vocational education (minimal MBO+) problem-solving ability. The position also demands authority, because tailor-made solutions have to be found for clients and/or employees.

Autonomy
Decision-making is required in respect of practical backroom problems. These are exceptional problems that have to be analysed before a decision can be made.

Impact
Work demands consultation within and outside of the organisation about difficult and exceptional but nonetheless practical matters. In these situations, there are often conflicting interests where one has to adopt a position and make decisions.

Ownership
Work demands consultation within and outside of the organisation about difficult and exceptional but nonetheless practical matters. This also includes the management of a team with All-Rounders/Skilled Workers, which may include ‘confronting’ the team or individual team members where necessary in respect of coaching or performance issues.