| CV Heleen Lieffering |
  Heleen Lieffering (1963)Heleen joined the IMO coregroup in January 2009. Heleen is a social- and organisation psychologist, specialized in change questions. In her 20 year career she worked as scientific co-worker at the Erasmus University (1989-1990), as policy staff worker at the HRM department of the GAK (1990-1994) and as labour specialist at the GAK/GMD (1994-1996). She expanded her knowledge and experience on the man and organisation development theme as (senior) labour specialist at a large Arbo office (1996-2001). She continued as an organisation expert and coach at a small consultancy office (2001-2003). Since 2003 she has her own practice, first under the name Lieffering MOVES and since 2008 as a member of IMO’s core group. Education |
||
| • | Bachelor in Pedagogic and Androgogic Sciences at the Rijks Universiteit Leiden, 1981-1983 | |
| • | Doctorat in Social and Organisation Psychology at the Rijks Universiteit Leiden, 1983-1987 | |
| • | Education in labour expertise GAK/GMD, 1994-1995 | |
| • | Master in Labour and Organisation Sciences at the Erasmus University, 1995-1997 | |
| • | Education as an Executive Coach in the School for Coaching, 2004 |
|
|
Experiences Heleen has great experience in the guidance of companies and individuals around the theme of labour and organisation. During the last years she is very much involved with questions around leadership development and culture change. She performs on different levels in this: macro (organisation development) and meso (group development) and micro (individual development). The core principle on all levels stays the same: connect to what is already there and work out of a sincere wish to change. Heleen practiced in different branches but namely in business services, (semi) gouvernmental offices and healthcare. Since 2001 she is active at the gouvermental service organisations in the field of Justice. Recent professional practices In the recent professional practice the next activities in different companies/organisations were central: |
||
| • | Teamdevelopment (for instance the subject of disfunctional behaviour) | |
| • | Guidance of a leadership process leading to integral leadership | |
| • | (Executive) coaching of higher and middle management | |
| • | Conflict handling | |
| • | Research and consultancy around the theme of work stress | |
| • | Guidance and creating the implementation of sickleave policies | |
| • | Trainings for handling sick leave and leadership | |
| • | Guidance of reintegration processes | |
| • | Being a coach, teacher and examinator for different master programmes in the field of labour and organisation sciences | |