What the power of making can mean for staff shortages

One thing we know for sure about the future: change is the only constant. However, what will not change any time soon ­– and certainly not by itself – are the severe staff shortages in the safety sector. A growing problem with major consequences for society, and so complex that no single party can solve it alone. That is why the Embassy of Safety and partner KMPG organised a special conference during Dutch Design Week, aimed at safety and security professionals, scientists, ‘futurists’, and designers. To use creativity and ‘maakkracht‘ (the power of making) to collaboratively explore new perspectives on this issue that affects everyone.

The power of making: the certainty of the uncertain

“We need more space to shape collaboration from the heart.” Tabo Goudswaard kicks off the afternoon with a plea for the power of making. As moderator and creative leader of the Embassy of Safety, he shows inspiring projects to demonstrate how maakkracht works. In doing so, he warms up the ‘creativity muscles’ and invites attendees to think in new possibilities.

This creative power is badly needed to address society’s challenging issues. After all, we can’t solve those in the traditional, result-oriented way. Our present problems are wicked – open-ended, complex, dynamic and interconnected – and they call for a different approach. “Start from what you feel, from what your heart tells you to do. Starting from these values is something designers do very well. The next steps are still unknown: the duration of the process, the cost, and the precise outcomes are all uncertain. This is hard for many people. The process is more uncertain, but it’s far better suited to these types of problems.”

Systematic and integral

In her keynote, Esther Oprins, scientific researcher at TNO, underlined the severity and complexity of staff shortages with hard numbers. “For the first time in Dutch history, the number of vacancies exceeds the number of job seekers. A unique situation, and the end of it is nowhere in sight. The message is clear: we need to start doing things differently.” Oprins advocates for a systems approach in which the entirety of causes, measures and consequences is systematically and integrally considered.

She highlights how we should pay attention to the inseparable connection and optimal balance between technology, human resources and the organisation of work. And we need to do so simultaneously, on multiple levels and with consideration for all potential positive and negative effects. “That sounds very logical, but it doesn’t happen enough yet. One reason is that organisations are still divided into pillars. That hinders an interdisciplinary, systematic approach.”

Another reason is that people turn to technology too often, too quickly. “This often leads to a host of other, unexpected problems. Moreover, technology alone cannot solve these massive staff shortages. It doesn’t replace jobs, only tasks: since the industrial revolution, technology has never led to a reduced demand for staff. That’s why I would urge everyone: look beyond technology and start from an integrated perspective, considering all causes and consequences.”

Visions of the future: 1 + 1 = 3

To accomplish a real breakthrough in tackling staff shortages, we need to fundamentally change our way of thinking. In his keynote, artist, philosopher and director of Next Nature Koert van Mensvoort suggests some starting points and potential new lines of thought. “We usually talk about the future, but there are many futures. And when it comes to the future of work, with all its technological advancements and robotisation, our thinking is often stuck in an incorrect framework. The idea of man versus machine is a false dichotomy: we don’t pit humans against horses in a race either. But a human on a horse, that’s 1 + 1 = 3.”

Van Mensvoort understands those who are hesitant about all the changes technological developments have in store for us. “That’s okay too, we need those open to change as well as more conservative forces. But one thing is certain: things will change. That’s why we must have engage in the conversation about what those changes will look like.” Van Mensvoort offers the attendees some tips for thinking about the future. For instance, keep in mind that social and technological innovations cannot be separated. And doom-and-gloom thinking is easy: it is much harder to predict a future you would want to live in.

In conversation: the safety domain

The impact of the structural staff shortages in the safety domain is made more tangible in the panel discussion. Janet de Vries (National Police), Anita Ligthart (Customs), Miriam Twilt (Custodial Institutions Agency) and Niels van Woensel (Dutch Defence Officers Association) shed light on the situation on the ground and in the field. Anita Ligthart explains that the shortages in Customs are not only visible in the hundreds of vacancies but are also painfully felt in the high workload. “It is becoming increasingly difficult to carry out our tasks together,” she says. Miriam Twilt recognises the heavy workload. “We are losing people because of it.”

The panelists also point to causes specific to the safety domain. Twilt talks about the lack of visibility in her field. “Mostly, these are invisible professions: we should focus on making the work we do better known.” Niels van Woensel explains: “Horizontal entry does not exist in Defence careers. If someone somewhere steps out of the chain, the whole ‘train’ has to move up, creating a gap somewhere else.” And Janet de Vries points out that the frameworks and policy processes in the safety domain are still based on the abundance of the labour market of the past.” She would also like to approach recruitment differently: “One, single police function no longer exists. Perhaps we shouldn’t look at functions so strictly, and instead focus on the influx of talents and skills.”

All panelists emphasise the importance of collaboration. Van Woensel states: “People working within government organisations all share the core value of ‘wanting to do something for society.’ Yet we do not have a flexible ‘loan system’, where people from one organisation can work in another for a period of time. We also encounter feelings of fear often. For instance, we have developed a matching tool for all safety domains. This would allow us to bring in and retain people across all sectors. However, it often evokes a kind of competitive reaction, whereas it really shouldn’t be a zero-sum game.”

The panel discussion concludes with a reflection from Anita Ligthart: “In our domain, we are very attached to rules and protocols. We would do better to look at our core tasks and the reason for our existence. Ask ourselves what our purpose is, instead of saying ‘this is our organisation and we have been doing things like this for years.’ Do we make the system work better for us, or do we work for the system?”

Breaking out

With an afternoon programme full of creative power and future-thinking fresh in mind, the breakout sessions begin. In transdisciplinary teams, participants tackle personnel issues, divided by organisation and presented in a slightly different context. Together, they explore their assigned problems through free association. Then participants, first individually and later in groups, brainstorm as many solutions as possible, bringing them together in three concepts. Finally, the teams pitch their very best solutions to the audience.

The question ‘How can [the navy] solve staff shortages by [retaining employees] and [improving working conditions]’ leads to a pitch for a new kind of conscription, UniforM. It would inspire people, bring in extra hands and produce fresh ideas for the navy and society. Another group comes up with Society Safari, also a non-voluntary contribution to society, but aided by new technology: an app that helps people find their ideal service – a kind of Tinder for conscription. Yet another group pitches AI I: better and more flexible scheduling using AI and wearables, resulting in a better work-life balance for the police team.

Collaboration: Embassy of Safety and KPMG

In conclusion, KPMG’s Annemieke van der Laan and Pascal Hogenboom stress that this quest for a real breakthrough will continue. Van der Laan: “This afternoon proved once again why we as KPMG want to collaborate with the Embassy of Safety. I am still buzzing from all the creativity, energy and the new 1 + 1 = 3 perspectives on how people and technology can enhance each other.” Hogenboom adds: “For us, this is also exciting. It is new and uncertain, but we have all seen that you can really turn on and tap into creativity, organise it and come up with entirely new associations.”

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All ideas and solutions from the breakout sessions are catalogued. Find them here (in Dutch). They will be shared and further developed in future sessions. The next meeting will take place in the first quarter of 2024.