‘I have seen the IND become increasingly mature'

The strategy department helps the IND to work in a flexible manner and towards the future in a changing society. The department advises the general management on the direction; it investigates and evaluates developments and connects people in- and outside the organisation. Together with several colleagues, Peter provides advice on the strategic issues that the IND faces. He has recently also advised the general management on the organisation and management development. In this role, he provides guidance to the managers in a multi-year development programme, in which the broad ambition of the IND is laid down. This ambition is about working smarter, simpler and more efficiently and extends to 2028.

Putting out fires 

When Peter looks back on 26 years at the IND, he sees that the organisation has undergone enormous progress. ‘When I started, we were mainly concerned with putting out fires: responding quickly to today's demand, without thinking too much about what came next,’ he says. ‘And that was necessary, given the pressure we were under from politics and society. Of course, that pressure is still there, but the IND is now stronger and more confident. We have become more mature. By this I mean that we think more strategically, dare to indicate our limits and are better able to anticipate the future. That's a big change and one I'm really proud of.’

Looking at the big picture 

Peter actively contributes to this development. ‘We look at the bigger picture: what is happening in the world, in Europe and in the Netherlands? What does that mean for the IND? An example: we know that the working population in the Netherlands is ageing. That has consequences for the labour market and therefore possibly also for migration policy, because we may need more foreign workers. Our job is to provide insight into these trends and to ensure that the IND is prepared for them.’ 
‘How do we do it? By thinking about questions such as 'how do we remain an attractive employer in an increasingly tight labour market' or 'what do political shifts, such as a new government, mean for our organisation'? We help make these developments tangible by, for example, drawing up an environmental image that provides insight into what is happening worldwide. We increasingly share that image with a broader group of managers, so that they can prepare for future challenges.’

Management development 

This brings Peter to the other part of his work; that focuses on mentoring managers. ‘Management development is primarily about awareness’, - Peter explains. ‘How do the different layers within the organisation work together? Does everyone understand his/her role and responsibility? I hold discussions with the tactical and operational managers about how they can connect our strategic goals with daily practice, for example when it comes to the ambition to work more efficiently.’
‘I also give workshops, supervise peer reviews and coach colleagues within the IND and colleagues who are affiliated with the IND through external parties," Peter continues. 'I don't provide ready-made solutions, but I help people think for themselves about what they need to move forward. Sometimes it is an eye-opener when someone realises: 'Gosh, I always do it this way automatically, but why?’  

Helping to grow 

‘And that's exactly what I like', Peter smiles. 'That interaction I have with colleagues. I enjoy seeing people grow, whether through small insights or greater personal development. It is special to have conversations with people who speak from the heart about their work and their personal motivation, and then find the bridge between the two together. Sometimes I even get feedback that I have made a difference to someone's way of working. For example, there was a colleague who told me that he had found a better balance between work and his private life and that he got more satisfaction from his job as a result. When I get something like that in return, I am grateful grateful: that is why I do what I do.’

Stay on track 

The fact that Peter has been working within the Justice Department and the IND for so many years is no reason for him to look for something else. If it's up to him, he will not be leaving any time soon. “I am proud of this organisation and the substantive growth the IND is experiencing,” he emphasizes. 'Politics and society have all kinds of expectations from us. That is not always easy, but we are sticking to the multi-year strategy that we have drawn up ourselves. We are better able to indicate clearly what is realistically feasible and what is not. And we all do it together: the IND is working very hard. Despite the challenges, employees are committed with heart and soul to further professionalising the organisation and finding solutions to complex issues.’

‘For me, the IND is a place where diversity, perseverance and social involvement are core values’, Peter continues. 'And I like to work in such a place’.