Poolstok wishes to further expand the development services (in company) and wants to offer an answer to challenges faced by Flemish public and para-public organisations,

located in the Flemish and Brussels Regions, today stand for development.

Poolstok wants to take into account as much as possible the specializations present on the market

in order to be able to designate to its customers/partners the most suitable party for a specific question. To meet the objectives of Poolstok, namely on a

professional, effective and efficient way of carrying out development assignments entrusted to it by its members, partners and potential

partners (public organisations and contracting authorities in the wider para-public sector,

see above) Poolstok will work with framework contracts with one or more service providers active in this market. This means that Poolstok will award specific contracts depending on its needs and in accordance with the provisions of the specifications and the framework agreement to be concluded.

Evidence-based working is central to Poolstok and we pay special attention to this within the field of development. We prefer partners who work on the basis of scientifically based and proven quality.

Poolstok is looking for partners who can help its customers organize formal learning moments. We distinguish three categories of interventions within the formal learning plot:

1) individual coaching,

2) training,

3) teamcoaching.

1. (Individual) Coaching

a collaborative, solution-oriented, result-oriented and planned process in which the coach tries to improve the work performance, life experience, self-directed learning and personal growth of nonclinically oriented learning questions (or individuals). We distinguish three types of coaching.

• Skill coaching

Focuses on developing a specific skill and is often a short intervention. This type of coaching requires the coach to adhere to a certain behavior.

Focuses. The coach shapes a specific skill and often works through a rehearsal and feedback process to achieve the desired results. For example, it is about improving communication skills,

sales skills or practicing for presentations or negotiations.

• Performance coaching

Focuses on improving performance within a certain period of time by helping the coachee get a broader perspective on the situation, goals

form and set, overcome obstacles and evaluate and monitor performance. In the workplace, this coaching often follows a performance assessment, the coach helps the coachee to achieve certain performance indicators.

• Developmental coaching

Rather, it deals with personal issues of a non-clinical nature. It requires creating a personal reflective space where the coachee explores problems and options and can create action plans in a

confidential, confidential and supportive environment.

2. Training

Training is a formal, planned effort to help employees develop work-relevant knowledge and skills. Since it is mainly (read: according to this framework contract only) a group event, aimed at transferring knowledge with the aim of 'behavioral change', the competencies and characteristics of the trainers are relevant.

important. He/she must have knowledge of the (work) context, specific content of the training and pedagogical methodologies in order for the training to be successful

let expire. The training of employees in a group can exist, among other things,

from: leadership development, team development, self-leadership, communication training, negotiation, conflict management, networking,

assertiveness, innovative skills/creative thinking, problem-solving skills/critical thinking, presentation skills, meeting techniques, general management techniques

3. Teamcoaching

Team coaching is a team-based learning and development intervention that the team views as a system and is collectively applied to the team as a whole. The focus of team coaching is on team performance and achieving a common or shared goal. Learning from the team is achieved through specific activities such as self- and team reflection, which is facilitated by the team coach(es). They apply coaching techniques such as impactful and reflective questions that raise awareness, build relationships of trust and improve communication... Just like with individual coaching, it is about a more intensive process with multiple interventions.

The team coaching can include:

• Guidance of the cooperation of (new

(composite) management or management teams,

boards of directors,... ;

• Guidance in optimizing

group dynamics and collaboration;

• Guidance in team building

• …

Informal learning can be intentional or incidental, but unlike formal learning, it is not highly structured and voluntary. Poolstok is looking for partners who can help its customers facilitate such informal learning moments. Without infringing on the informal character. In this public contract, we only focus on partners who offer E-learnings. By this we only mean ready-made Learning experience systems with an off-the-shelf range of generic e-learnings in the field of behavioral competencies, management techniques, competencies and skills.