Carolien Jaarsma

Within my current assignment at Alliander, I am part of the change and communication team of the Fit4Future portfolio. The portfolio focuses on replacing Alliander's entire IT foundation. Within the team, I am responsible for the change communication of the ERP and IAM programs, using the ADKAR model. The ERP program introduces a new SAP system, while IAM implements a new authorization platform. My focus is particularly on stakeholder and expectation management, as both programs have a significant impact on all levels of the organization. I develop and execute communication plans and associated content planning, and coordinate with various management levels within Alliander and the portfolio.

I was asked to develop the then-unknown specialization of Internal Marketing, with the goal of creating more employee pride for the organizations: Randstad Nederland, Tempo-Team, and Yacht. I did this by connecting the (new) organizational strategy with the brand story. And in some cases: a new positioning. Because what is told outside, we must feel inside. I was responsible for developing creative concepts that translated the strategy into brand stories, creating an annual plan, determining budget and KPIs, and managing a challenging stakeholder field with various political interests. I coordinated communication with the General Directors and Marketing Directors and provided ghostwriting. Subsequently, I engaged the internal teams to involve them in internal campaigns or renewed positioning. I made the 'internal pride' pillar measurable and managed collaborations with external agencies. The result was a stable foundation to build upon.

The main assignment within this role was to professionalize the internal communication of Randstad Nederland. I was responsible for all official internal and corporate communication, developed the communication and content strategy, and implemented a renewed intranet. Additionally, I established leadership communication for the management team, including the introduction of the new General Director, and provided ghostwriting for the management team members. Within this role, I collaborated extensively with the PR team. I coordinated event communication for organization-wide events and developed quarterly updates with video productions. The result: significant progress on the four strategic pillars: Digital Transformation, Marketing Communication, HR Communication, and Leadership Communication.