2021, Verkuil, Arie Hans

The current pandemic poses special challenges for employees. A sur-vey was conducted in April and May 2020. The impact of the switch to home office on the living circumstances, quality of life and well-being was investi-gated. 333 respondents (female 62%, male 38%) participated in this survey. The results show there during these weeks a high level of well-being in the home office. More than 70% of respondents feel comfortable in home office and would like to maintain this type of work organization after the corona crisis. Leadership is a decisive factor. Working conditions at home (suitable working environment, undisturbed work) are less decisive for well-being than good leadership by the superior. Findings show the necessity of clear communication rules, so that em-ployees are optimally integrated into the work processes and content. In addition, a high degree of personal autonomy in the home office and, at the same time, close integration into the team is important for the well-being of employees. Em-ployees would like to keep the autonomy they gained even after the crisis. How-ever, there are increasing demands due to digital leadership. Under these condi-tions, leadership means providing orientation and support from a physical dis-tance, as well as promoting the autonomy of the employee. As a negative impact of Home Office, it can be stated that employees miss regular social exchange with colleagues. In consequence, the presence at the workplace should be used as quality time for building sustainable and resilient working relationships.

2015-07-01, Verkuil, Arie Hans

Beilage in der Grossauflage der Basellandschaftlichen Zeitung vom 1. Juli 2015 zur SwissInnovation Challenge 2015. Die Beilage widmet sich dem Wettbewerb, der FHNW, der Thematik Innovation und den 25 Finalteilnehmenden.

2015-05-31, Verkuil, Arie Hans

Strengthening personal health resources is an important aspect of "Health promotion at the workplace’’. Workplace Health Promotion (WHP) is the combined effort of employers, employees and society to improve the health and well-being of people at work. This can be achieved through a combination of improving the work organization and the working environment, promoting active participation, and encouraging personal development. The question is how employers can best provide access to high quality tools and blended learning programmes which enhance workers’ health behaviors. While acknowledging the individual’s responsibility for his or her own health, this set of activities focuses on the role of the environment and the managers or employers. The attention here is on the organization and design of work in both its physical and psychosocial dimensions. Our task is to identify, prioritize and validate those instruments, which are most appropriate for specific cultures, environments and technologies as guided by the principles of the WHO healthy workplace model. The connection between the physical and psychosocial environments is influenced by high level management choices and decisions about how work will be organised. The psychosocial environment is essential for a health promotion climate. Consequently, the workplace is seen primarily as a venue through which various health promotion programmes can be delivered. Supportive management climate refers to organizing work in ways that promote rather than defeat health of employees. This means maximizing the degree to which employees participate in the governance of their own work (including the maintenance of a physically safe environment), and providing adequate recognition and acknowledgment for good work. In this way, management will communicate their serious intention to create those working conditions that lies in the focus of the connection between the organization of work and health. WHP consists of policies based on programmes, projects or instruments such as questionnaires, guidelines and information materials, programmes on the prevention of addictive drugs (such as alcohol abuse, smoking), the promotion of healthy eating habits, opportunities for physical activity, addressing mental health and stress, promoting family friendly working conditions and providing diversity training programmes. ICOH 31st International Congress on Occupational Health http://online.icoh2015.org/invited/sps_print.html

2015-03-03, Verkuil, Arie Hans

Understanding of Entrepreneurship at FHNW Entrepreneurship is the building of capacity and willingness in order to develop, organize and manage a business along the life cycle of the enterprise, from its foundation to its growth through innovation to its transfer and successful internationalisation.

2017-02-24, Verkuil, Arie Hans

Die Entwicklung, die man als Teilnehmerin oder Teilnehmer der «Swiss Innovation Challenge» durchmache, sei genauso wichtig – wenn nicht noch wichtiger – als zum Schluss auf dem Siegerpodest zu stehen. Das sagte Arie Hans Verkuil, Leiter des

2015-07-01, Verkuil, Arie Hans

2015-04-10, Verkuil, Arie Hans

«SWISSINNOVATION CHALLENGE» – Nach Abschluss der ersten Phase des Wettbewerbs ist Jury- Präsident Arie Hans Verkuil von der Anzahl und der Qualität der Innovationen begeistert.

2016, Miller, Barbara Therese, Helbling, Thomas, Schulte, Volker, Verkuil, Arie Hans

2015-06-01, Verkuil, Arie Hans

Economic growth needs a new understanding and new concepts for sustainable health related advocacy. Corporate mental health approaches and workplace health promotion become an important goal of health promotion across the lifespan. In 2014/15 we introduce a corporate health policy to more than 100 start ups in Switzerland.

2015-03-04, Verkuil, Arie Hans

Understanding of Entrepreneurship at FHNW Entrepreneurship is the building of capacity and willingness in order to develop, organize and manage a business along the life cycle of the enterprise, from its foundation to its growth through innovation to its transfer and successful internationalisation.