“Training is the engine behind the change”

The transition to the renewed pension system is the biggest change ever for the pension sector in the Netherlands. With eight fund clients, APG is facing an enormous challenge. “In addition to adapting our systems and processes, we are also ensuring that every employee feels well prepared for the changes,” says Cindy Zieltjens, HR expert at APG. “We are doing this with a structured approach to change and training, in close collaboration with the business.” 

The training program began by gathering knowledge and insights from the management of the business units involved. “We asked them: what does each employee need to know at what point in time?” Zieltjens tells us. This resulted in a list of ‘must-haves’ that, at first glance, were crucial for the transition. We then went to test this with the departments that would be working directly with the new processes and systems. It was a learning experience for us right away, says Zieltjens. “Because everyone actually wanted to learn everything. Out of a desire for thoroughness, the training list kept getting longer and longer, and we lost sight of the actual goal. The training had to remain manageable for the organization and colleagues. We really had to focus on the most important issues. It was also essential that the training courses were not too theoretical but could be applied in practice.” The result is a well-thought-out and phased plan in which departments that experience the most impact, such as Pension Administration, played a major role in the substantive testing.

Training plan
According to Zieltjens, the main premise is to create a solid knowledge base. “We provide a training plan that includes all the required learning interventions, the target groups, and a schedule. This training plan allows employees to continuously develop the skills, knowledge and behavior that the legislation, as well as new processes and systems, require of us,” she explains. This is done before, during and after the transition. “By following the transition schedule of the various funds, we can ensure that every employee is trained on time. And we apply the just-in-time principle. Employees are trained just before they are to apply what they have learned in their day-to-day work. This achieves the greatest learning effect, resources are used effectively, and we reduce the risk of having to repeat what has been learned.” 

Continuous evaluation and improvement

The success of this training plan does not only lie in devising the right learning interventions. “We also evaluate them continuously in various ways. Through short questionnaires filled out by each participant and through focus groups with stakeholders, such as managers, and content experts who create the learning content,” says Zieltjens. “These evaluations enable us to continuously improve the training program and adapt it to current needs.

Educational principles and practice

The educational principles of the training plan are based on the scientific principles of “70-20-10”. This means that 70 percent of learning takes place through experience (learning by doing), 20 percent through social interaction, and 10 percent through formal training. After all, employees should not only gather knowledge but also be able to apply it. “We have ensured that we integrate learning into the work environment as much as possible,” says Zieltjens. With the integration of the brand-new WeGrow platform, employees have easy access to learning interventions that are tailored to their position and that happen at the right moment in the transition process. “In this way, we also create relevant management information for the supervisors so that we can be sure that everyone has completed their training on time and is well prepared to start working in the renewed pension system.”

Change plan
Change can also bring unrest and uncertainty. The approach is therefore not only professional but also focused on change management. The change plan supports managers and teams in the transition. “For example, the way in which we specifically involve employees in the transition and help them to deal with all these changes. In addition, extra attention is given to the supervisors to ensure they are capable of guiding the employees. We offer an intervention package with targeted communication and change activities that can be used as needed (including communication, inspiration sessions, e-learning, team sessions, and change training). Periodic surveying is also an important part of the change plan. This measures the willingness to change; the degree to which employees and managers want to and can apply the change themselves. Without that willingness, the change will fail. The surveys also pay a lot of attention to vitality and (mental) resilience, cooperation, and executive power. Is there an additional - specific - need for support? Then we look at what is needed together and adjust our services accordingly.”

Challenges and learning points
Although the training has gone well so far, there are also points of attention for the future. Zieltjens points to the need to anticipate larger groups of employees who will need to be trained in the next waves. “In 2026 and 2027, bpfBOUW and ABP will be switching to the renewed system. This means that we will have to train many people in a shorter period of time.”

Nevertheless, there is every confidence. “By keeping the process iterative and flexible, we can switch gears quickly when there are new insights or changing circumstances,” says Zieltjens. She believes the strength of the approach lies in the continuous coordination with the business and the program elements that provide the learning content. “We have the knowledge in-house, so training is done for and by APG employees. What we create is not for sale anywhere in the Netherlands. That makes us incredibly proud.”

Photo: Cindy Zieltjens