ie online een hotelkamer zoekt kan

ie online een hotelkamer zoekt kan niet meer
om Booking.com heen. De kleine speler van enke
-
le jaren geleden is nu een miljardenbedrijf, waar
talent werven een gesmeerd proces is. Behalve
het vinden van uniek talent voor niches. ‘Dat
moeten we echt veel beter gaan doen.’
In de hal van het kantoor van Booking.com aan de Amsterdamse
Herengracht hangt een groot beeldscherm met een wereldkaart.
Daarop lichten verspreid in een onregelmatig tempo telkens gele
puntjes op, als vuurwerk tegen een donkere hemel. “Elk puntje
is een klant die via ons een overnachting boekt,” zegt Rob Zui-
dema, HR-directeur bij een van ‘s werelds grootste online boe
-
kingssites. De inkomsten van Booking.com bestaan uit de com-
missies die de aanbieders betalen voor een boeking. In juli dit
jaar was het dagelijks gemiddelde 850.000 overnachtingen. Het
bereiken van de 1 miljoen lijkt hooguit een kwestie van tijd.
IT speelt voor de dienstverlening een wezenlijke rol. Vrijwel ie
-
dereen bij Booking.com houdt zich daar impliciet mee bezig.
Meer dan honderd verschillende teams werken continu aan ver
-
beteringen van onderdelen van de website. “Meten, verbeteren
en testen, dat is de kernactiviteit van het bedrijf,” aldus grond-
legger Geert-Jan Bruinsma in een recent interview. Het e-com-
mercebedrijf maakt sinds 2005 deel uit van het Amerikaanse
PCLN Group, en levert verreweg het grootste aandeel in de om-
zet, zo’n 6,8 miljard dollar in 2014.
In 2008 trad Zuidema in dienst. Sindsdien zag hij het aantal me
-
dewerkers groeien van zo’n 1000 naar de huidige 10.000 en
leidt hij een team van acht HR-directeuren. De groeicijfers bepa-
len tot op heden de ‘people portefeuille’, zoals hij zijn takenpak
-
ket noemt. “Daaronder valt letterlijk alles wat aan mensen raakt,
inclusief facility management.”
De Nederlandse kantoren staan allemaal in
hartje Amsterdam. Wat is de reden?
“Een bewuste keuze om aantrekkelijk te zijn voor een bepaald
segment van de arbeidsmarkt: jong internationaal talent met
een nieuwsgierige, kosmopolitische instelling en culturele be
-
langstelling. En natuurlijk gek op reizen. Daarom hebben alle
vergaderkamers in de ruim 170 kantoren wereldwijd wand-vul-
lende foto’s van vakantielocaties, gemaakt door de medewerkers
zelf. Zo zijn het ook hún gebouwen. En die foto’s prikkelen de
nieuwsgierigheid naar plekken waar ook ter wereld.”
Met welke opdracht begon je bij Booking.com?
“Toen ik in gesprek kwam met de founders, wilden zij het bedrijf
een grote stap laten maken in omvang en marktaandeel. De op
-
dracht was hoe kunnen we ons bedrijf wereldwijd schaalbaar
maken en groeien van 1.000 naar tenminste 5.000 medewer
-
kers? Daarvoor had ik als HR-manager met ervaring bij het grote
Shell een aantrekkelijk profiel.”
Zie je jezelf meer als MT-lid met HR in porte
-
feuille of als HR-professional in het MT?
“Dat vind ik lastig te beantwoorden. Ik denk dat ik een sterk
business-gedreven approach heb. Maar ik heb altijd tegen mijn
CEO gezegd dat ik tegelijkertijd een buitenstaander ben die van
-
uit zijn professie als HR-manager vragen kan stellen, die een an
-
der niet kan stellen. Dat geeft mij de onafhankelijke blik die ik
nodig heb om me overal mee te kunnen bemoeien.”

Wat zijn voor HR de belangrijkste onderwer
-
pen van de organisatieagenda?
“Voor de hele organisatie staat één ding centraal: de focus op zo
-
veel mogelijk accommodaties aansluiten waar wij boekende klan
-
ten naar toe kunnen krijgen. Verder is alles pareto, 80 procent
van de energie gaat zitten in 20 procent van de omzet en 20 van
de klanten is goed voor 80 procent van de omzet. HR moet ten
eerste bedenken hoe we de
work force
zo kunnen inzetten dat dit
het meeste oplevert. Ten tweede dat we als organisatie overal
ter wereld aanwezig zijn. We moeten dichtbij de accommodaties
zitten waar we onze
bookers
op willen zetten. Een van de eerste
dingen die ik in 2008 voorstelde was: al onze vacatures moeten
open staan voor iedereen over de hele wereld. Dat betekent dat
je alles in het Engels gaat doen, alle communicatie intern en ex
-
tern, dat je jezelf als werkgever internationaal laat zien, dat bij-
voorbeeld alle vacatureteksten op Monsterboard in het Engels
omgezet moeten worden, enzovoort.”
Is die internationalisering nu voltooid?
“Op globaal niveau wel. We hebben 121 nationaliteiten in dienst,
waarvan 85 in Amsterdam. Slechts 1 op de 8 medewerkers hier is
Nederlander. Maar die diversiteit is nog niet evenwichtig ver
-
deeld over alle rangen en standen in de organisatie. Eén van
onze basisovertuigingen is dat diversiteit ons kracht geeft. Maar
op onze technologie-afdeling is 85 procent man. Daar kunnen we
nog beter in worden. We hebben in Amsterdam veel West- en
Oost-Europeanen in dienst, maar minder Amerikanen, Aziaten en
Afrikanen. Die hebben we hard nodig als we ook in Amerika, Ca-
nada, Brazilië en Azië willen groeien.”
Wat maakt jullie personeelsbestand uniek?
“De gemiddelde leeftijd is hier 30, dat is best r

結果 (英語) 1:

IE online are looking for a hotel room can no longer to Booking.com. The small player of enke-Le years ago is now a multibillion company, where talent recruit a lubricated process. Except finding unique talent for niches. ' That do we really have to do much better. 'In the Hall of the Office of Booking.com on the Amsterdam Herengracht hangs a large display with a world map. Thereupon lights spread in an irregular pace every time yellow dots on, like Fireworks against a dark sky. "Each tip is a customer who book an overnight stay with us, "says Rob Zui-DEMA, HR Director at one of the world's largest online boe-kingssites. The income of Booking.com consist of the com-missions that the providers pay for a booking. In July this year was the daily average 850,000 nights. The reaching the 1 million seems only a matter of time. It plays a substantial role for the service. Virtually ie-everyone at Booking.com is implicitly there working on it. Over a hundred different teams work continuously to far-for restructuring of parts of the website. "Measure, improve and testing, that is the core activity of the company, "said ground-father Geert-Jan Baptista in a recent interview. The e-com-Since 2005, part of the American mercebedrijf PCLN Group, and delivers by far the largest share of to-put, such a 6.8 billion in 2014. In 2008, Zahir. Since then, he saw the number of me-employees grow from about 1000 to 10000 and the current He leads a team of eight HR-directors. The growth rates provi-Len to date the ' people ', as he takenpak his portfolio-KET calls it. "This includes literally everything to people, including facility management. "The Dutch offices are all in the heart of Amsterdam. What is the reason? "A conscious choice to be attractive for a particular segment of the labour market: young international talent with a curious, cosmopolitan Outlook and cultural be-long. And of course love travel. That is why all meeting rooms in the more than 170 offices worldwide wall-fill-various pictures of holiday locations, created by the employees itself. So is it also their buildings. And those pictures excite the curiosity to places anywhere in the world. "With which command started at Booking.com?"When I came in conversation with the founders, they wanted to the company a big step made in volume and market share. The on-nomination was how can we our company globally scalable create and grow from 1000 to 5000 at least collabo-kers? Before that I had as an HR manager with experience at the large Shell an attractive profile. "Do you see yourself more as MT-member with HR in porte-feuille or as an HR professional in the MT?"Which I find difficult to answer. I think I have a strong business-driven approach. But I always tell my CEO said that I am an outsider at the same time those of-from his profession as an HR manager can ask questions, that an-der cannot. That gives me the independent look that I need to be able to interfere with me everywhere. "What are the most important topics for HR-pen of the Organization agenda?"For the whole organisation is one thing: the focus on so-much as possible accommodations connecting where we booking klan-can get at. Everything else is pareto, 80 percent of the energy sits down in 20 percent of sales and 20 of the customers is good for 80 percent of sales. HR must be at first think of how we work force so can place bets that this the most. Secondly, that we as an organization anywhere in the world are present. We must close the accommodations are where we get our bookers on. One of the first things I suggested in 2008 was: all our vacancies have open to everyone around the world. That means that you are going to do everything in English, all communication internally and ex-tern, that you consider yourself employer international shows, that at-example all vacancies on Monster board in English should be converted, and so on. "Is that internationalization now complete?"At the global level though. We have 121 nationalities in service, of which 85 in Amsterdam. Only 1 out of 8 employees here is Dutchman. But this diversity is not yet balanced far-of all walks of life in the organization. One of our basic beliefs is that diversity is our strength. But on our technology Department is 85 percent male. There we can even better in. We have in Amsterdam many Western and Eastern Europeans in service, but less Americans, Asians and Africans. Who have we desperately need if we in America, Ca-Nada, Brazil and Asia want to grow. "What makes your workforce unique?"The average age is 30, which is best r

結果 (英語) 2:

ie online searching for a hotel room is no longer
around Booking.com. The small player Enke
-
le years ago is now a billion dollar company, where
recruiting talent is a lubricated process. Besides
finding unique talent for niches. "That
we have to do much better."
In the hall of the office of Booking.com in Amsterdam's
Herengracht has a big screen with a world map.
Then lights scattered every yellow in an irregular pace
dot, like fireworks against a dark sky. "Every point
is a client who books with us overnight," said Rob pure
dema, HR director at one of the world's largest online boo
-
king sites. Revenues from Booking.com consist of the com-
missions that pay providers for a booking. In July this
year the daily average 850,000 overnight stays. It
reached the 1 million seems at best a matter of time.
IT plays an essential role for the service. Almost pe
-
ryone with Booking.com adheres implicitly with that.
More than a hundred different teams work continuously to far
-
improvements of parts of the website. "Measuring, improving
and testing, which is the core activity of the company," said raw
founder Geert-Jan Bruinsma in a recent interview. The e-com-
merce company is since 2005 part of the American
PCLN Group, and provides by far the largest share of turnover
move, about $ 6.8 billion in 2014.
In 2008, Zuidema joined. Since then he saw the number of me
-
ployees grow from about 1000 to the current 10,000, and
he leads a team of eight HR directors. The growth provision
s to date the 'people portfolio "as he takenpak
-
calls package. "This includes literally everything that affects people,
including facility management."
The Dutch offices are all located in
the heart of Amsterdam. What is the reason?
"A conscious decision to appeal to a particular
segment of the labor market: young international talent with
a curious, cosmopolitan setting and cultural be
-
terest. And of course, love to travel. Therefore, all
meeting rooms in over 170 offices worldwide wall-filling
sharing photos of holiday locations, made ​​by the employees
themselves. Thus, also their buildings. And those pictures excite the
curiosity to places anywhere in the world. "
With what command you started with Booking.com?
" When I came to the founders in conversation, they wanted the company
make a big step in terms of size and market share. The on
-
gestation was how to globally scalable our business
create and grow from 1,000 to at least 5,000 cooperating
-
cherry? Before that I had as a HR manager with experience in big
Shell an attractive profile. "
Do you see yourself more as a team member with HR porte
-
? Feuille or HR professional in the MT
" I find that difficult to answer. I think I have a strong
have business-driven approach. But I always tell my
said CEO at the same time that I'm an outsider from
-
from his profession as an HR manager can ask questions that an an
-
der can not claim. That gives me an independent look I
need to interfere me everywhere. " What are HR key onderwer - pin of the organization agenda? " For the entire organization one thing is essential: the focus on so - many possible accommodations connect where we book income klan - can get in to. Everything else is Pareto, 80 percent of the energy goes into 20 percent of sales and 20 of the customers accounts for 80 percent of sales. HR should at first think how we work force able to deploy so that it yields the most. Secondly, we as an organization everywhere present in the world. We must close the accommodations are we our bookers want to put on. One of the first things I had suggested in 2008 that all our jobs should be open to everybody around the world. That means you're going to do everything in English, all communications internally and ex - tern, you see yourself as an employer internationally shows that, for example, all job ads on Monster in English should be converted, and so on. " Is internationalization now completed? "At a global level it. We have 121 nationalities in service, of which 85 in Amsterdam. Only 1 in 8 employees here Dutchman. But this diversity is not balanced well - distributed across all walks of life in the organization. One of our core beliefs is that diversity gives us strength. But in our technology department is 85 percent male. We can still be better. We have a lot in Amsterdam western and eastern Europeans employed, but fewer Americans, Asians and Africans. We desperately need if we are in America, Ca nada, to grow Brazil and Asia. " What makes you unique workforce? " The average age here is 30, which is best r