Technische Universiteit Eindhoven
Geen max tarief
Noord-Brabant
40 uur p/w
ICT Informatievoorziening
14de juli, 2025
4de augustus, 2025
In het kort: Je gaat als externe coach medewerkers en teams ondersteunen bij persoonlijke en professionele ontwikkeling, welzijn, leiderschap en teameffectiviteit, met als doel het verbeteren van prestaties en het creëren van een positieve werkcultuur.
The TU/e places personal and career development (wellbeing, productivity, and job satisfaction), team development, leadership, conflict mediation high on the agenda. The HRM department of the TU/e wants to appoint a number of permanent external coaches (preferred suppliers) for these areas of attention in order to be able to advise and support managers and employees more efficiently in organizational, team, and personal development. In order to work efficiently, the HR department of the TU/e wants to bind a number of permanent external coaches to them, to be used (ad hoc) to promote the personal development of employees. In case of requests from the organization, the service providers appointed by HR can be directly put forward and deployed.
We are looking for coaches in the areas of
- Career Development
- Personal Development (including the sub-category: Giftedness Coaches)
- Leadership Development (including the expertise areas of executive coaching and female leadership coaching)
- Wellbeing (including the sub-categories: Health & Burnout, Neurodiversity, and Grief & Loss)
- Team Development and Team Effectiveness (including a sub-categories: Leadership teams, Social Safety in Teams)
- Conflict Coaching & Mediation
We are looking for specialists for each of these domains. If you are a specialist in several themes, please let us know in which themes you can be deployed. The coaches can be deployed preventively and curatively by e.g., managers, HR-advisors and confidential counsellors.
In general, the purpose of coaching is to contribute to the realization of organizational objectives, including
- Creating a learning culture, supported by personal development, career development, employability, and facilitating lifelong learning
- Creating a culture where people reach their potential, measured in increased job satisfaction, candidate attraction and retention
- Creating a culture of wellbeing of employees, measured in rates of preventing and speeding up the recovery of absenteeism, burnout and unwanted attrition
- Improving performance/functioning at work
- Supporting employees with specific needs and/or work-related challenges
- Learning skills to navigate change
- Encouraging reflection and behavioral change that promotes positive stages of adult development
- Promoting (personal) leadership on different organizational levels
- Supporting team development, team effectiveness (e.g. alignment, decision making, purpose) and a safe social environment (e.g. conflict skills and communication agreements)
- Guiding preventive and curative dialogues regarding social safety issues within teams
Key activities and profile of the coach
Key activities
- Awareness of limiting beliefs and ineffective behavior
- Stress & emotion regulation / helping to deal with emotions
- Teaching skills
- Optional: advising, knowledge transfer, and training on the specialty
We are looking for about 2 coaches per focus area (exceptions are mentioned below). The coaches bring the following per focus area:
Career Coaches
Role and tasks
Stimulating career development and job satisfaction.
Coaching individuals to learn how to manage their own career, learning career competences and resilience (encouraging reflection and behavioral change)
Encouraging career actions and choices.
Guiding through tension regulation (making emotions manageable).
Themes
Career choices, work that no longer suits the employee (mismatch in 'ability' and/or mismatch in 'desire'), lack of job satisfaction, creating meaning and satisfaction. The coaching can start on the employee's own initiative or at the manager's request.
Personal Development Coaches (including giftedness coaching)
Role and tasks
Stimulating personal development/effectiveness in work-related situations, resilience, self-awareness and job satisfaction.
Coaching individuals to learn how to be more effective in repeatedly challenging relationships and situations at work. Understand the intensities that often present with giftedness through information and setting goals for new practices and self-care (e.g. encouraging reflection, empathy, experimentation, goal setting, behavioral change adaptive to certain contexts, learning to be flexible and authentic at the same time).
Encouraging development actions, such as goal setting, growth mindset, trying out new visible and measurable behaviors in interaction with others.
Guiding through tension regulation, emotional regulation, self-management, self-care.
Themes
Employee struggles with the same issues in his/her work and wants to learn how to deal with this differently; employee does not function adequately/not at all.
The employee is not aware of the traits of giftedness and how this can impact all areas of their life; learning about themselves and their needs helps them interact more skillfully and productively with others, capitalizing on their strengths.
The coaching can start at the employee's own initiative or at the manager's request.
Leadership Development Coaches (including women in leadership and Executive coaching)
Role and tasks
Stimulating personal leadership development. Coach employees with leadership responsibilities to learn how to deal more effectively with workplace situations and execute an effective people management strategy. Getting the individual(s) to reflect on their own behavior and making them aware of patterns, encouraging behavioral change and developmental actions, tension regulation (making emotions manageable).
If applicable, encouraging personal development specifically for executives on the strategic level.
Themes
The leaders keep coming up against 'the same thing' in their work and want to learn how to deal with this differently; the leader does not function adequately/not at all. The leader lacks understanding of the impact they are having on those around them, and why their leadership is ineffective or counterproductive. The leader exhibits blame, defense, stonewalling, bullying or contempt, and needs to learn more skillful approaches in order to transform these toxic behaviors.
The coaching can start at the employee's own initiative or at the manager's request.
Wellbeing coaches (including the sub-categories: Health & Burnout, Neurodiversity, and Grief & Loss)
Role and tasks
Stimulating the well-being and health of employees (reducing stress-related complaints). Preventing or speeding up the recovery of absenteeism.
Coaching individuals to learn to manage their own well-being, reflect on their own behavior/lifestyle, and learn to listen to body signals. Encourage behavioral/lifestyle changes, execute developmental actions, and teach how to deal with emotions and change in the workplace.
Themes
Coaching can start at the employee's own initiative or at the request of the manager (or possibly the company doctor).
Team Development (including a sub-category: Social Safety in Teams)
Role and tasks
Stimulating team development, improving mutual communication and cooperation, thus increasing team effectiveness, well-being, and team members’ individual job satisfaction and performance. Improving the team relationship, mutual trust, positivity, tension regulation, getting the team to talk to each other in a constructive way, making them aware of toxic behavioral patterns in the team and coaching them to experiment with more effective ways of communicating and working together.
Creating the foundations of a healthy culture throughout the organization.
Themes
Dysfunctional teams, teams exhibiting relationship toxins (blame, defense, stonewalling, conflict-avoidance, contempt, name-calling, gossip), poor collaborations, unable to deliver results. Leadership teams unable to align, make decisions or provide clarity for the organization. Teams experiencing stress from change and instability, such as high turn-over, low engagement, poor performance. Teams with the desire to improve their team relationship, well-being and/or performance, even if doing well they want to do better.
TU/e Team Development Framework: 1. Team Basis (including the areas of Team Building, Team Purpose & Goals, Team Way of Working) and 2. Team Booster (including the areas of Building Trust Relationships, Team Roles & Tasks and a variety of team boosting themes, e.g., Diversity and Inclusion, Social Safety, Team Job Crafting, or Change Management).
Conflict Coaches & Mediators
Role and tasks
Assessing if the parties are coachable or if mediation is the appropriate approach. Coaching partnerships through negotiations, agreements, finding common ground, defining shared goals and aligning behaviors. Improving communication by including all relevant voices, increasing trust and cooperation, making parties aware of toxic behavioral patterns and providing and practicing alternatives. Shifting to mediation when needed or referring. Mediating conflict when coaching is not effective, or if de-escalation is not possible.
Themes
The parties are locked into polarized positions, and they are unable to make constructive process alone. The relationship exhibits toxic behaviors (name calling, blame, defense, stonewalling, contempt, bullying) or for mediation the situation is crossing into potentially legal territory. The parties need ventilation in a safe space, they need an outside neutral party to help them untangle their fixed positions and to get new perspectives on the situation. Or for mediation, they need a go-between to facilitate communication until the situation softens or cools down.
If you have another theme as a coach in which you are a specialist, please let us know.
General procedure of employment
- Coaches provide a photo and write an introduction in which they present themselves (see template in the attachment)
- Deployment depends on demand from the organization. This means that the coach is deployed on request.
- Coach facilitates a free and non-committal introduction/‘chemistry check’ intake with the employee. Employees can choose for themselves which coach they want to start a coaching trajectory with
- Coach sends an e-mail to HRM at the start & finish of a coaching trajectory
- Coach works with a coaching contract in agreement with the manager and HR. The content of the coaching sessions remains confidential. Any coaching goals that need to be aligned with manager or other stakeholders and coachee(s) must be done before the coaching trajectory begins. The coach and coachee will both need to confirm that coaching sessions have taken place; no additional reporting back to the organization is done by the coach
- HRM sends an evaluation form to the coached employee/team and the manager or other stakeholders after completion of a coaching process
- Coaching processes initiated by the employer always start and end with a three- or four-way conversation with the supervisor and, optionally, the HR adviser. During this meeting, joint assessment and agreements are made regarding the coaching goals, scope and contract and there is a joint evaluation of the realization of agreements
- At least once a year, a (digital) conversation takes place between coach and HRM to evaluate the cooperation and quality of the coaching. Coach may aggregate findings and identify patterns that repeatedly show up at the organizational level, not individual. HRM discusses the outcome of the evaluations with the coach
De Eisen
– De coach heeft een gecertificeerde coachopleiding, opleiding tot loopbaanprofessional of andere specialistische coach-gerelateerde opleiding en certificering afgerond.
– De coach heeft minimaal 100 coaching cliënturen, waarvan ten minste 40 uur in de aangewezen specialisatie. De coach heeft een duidelijke specialisatie en expertise in coaching op het aangegeven aandachtsgebied, aangetoond door professionele coachopleiding, certificering en officieel geregistreerde uren.
– De coach is lid van een beroepsvereniging voor professionele coaches, loopbaanprofessionals, psychologen: NOLOC, NIP A&O sectie, NOBCO, ICF, STIR of van een beroepsvereniging voor therapeuten met aansluiting bij RBCZ of mediator met aansluiting bij NMv; de coach houdt zich aan alle ethische richtlijnen, heeft geen berispingen ontvangen van coachingsorganisaties en het lidmaatschap is actueel.
– De coach kan coachen op basis van assessments zoals Hexaco persoonlijkheidsassessments, anonieme 360 team- en leiderschapsfeedback (zoals LCP, Lencioni), assessments voor psychologische veiligheid (zoals Fearless Organization); bij voorkeur gecertificeerd in het terugkoppelen van relevante assessments (alleen wetenschappelijk gevalideerde assessments, geen MBTI).
– De coach kan een aantoonbaar trackrecord van effectiviteit laten zien, bijvoorbeeld het behalen van cliëntdoelen in zichtbare en meetbare resultaten, demonstratie en toepassing van coachingscompetenties.
– De coach kan aantonen dat hij/zij werkt aan eigen professionalisering, bijvoorbeeld via bijscholing en/of intervisie/supervisie.
– Kandidaten zijn geen studenten of medewerkers van de TU/e.
– Coaches kunnen zowel individueel als op team-/afdelingsniveau worden ingezet (bij voorkeur).
– Er worden coaches gezocht die vloeiend kunnen coachen in het Nederlands en coaches die vloeiend kunnen coachen in het Engels (bij voorkeur moedertaal).
– Coaches bieden bij voorkeur zowel digitale als fysieke coaching aan.
– De aangeboden kandidaat voldoet aan de kwalificaties en competenties zoals opgenomen in het functieprofiel (paragraaf 1.3), aan te tonen met een actueel CV.
Specifieke eisen per specialisme:
**Career Coaches:**
– Lid van een beroepsvereniging voor professionele coaches, psychologen of loopbaanprofessionals: NIP A&O sectie, NOBCO, ICF of NOLOC.
– Gecertificeerd coach met minimaal 100 geregistreerde uren.
**Personal Development Coaches (inclusief hoogbegaafdheidscoaching):**
– Lid van een beroepsvereniging voor professionele coaches, psychologen of loopbaanprofessionals: NIP A&O sectie, NOBCO, ICF of NOLOC.
– Gecertificeerd coach met minimaal 100 geregistreerde uren.
**Leadership Development Coaches (inclusief executive coaching en vrouwen in leiderschap):**
– Lid van een beroepsvereniging voor professionele coaches, psychologen of loopbaanprofessionals: NIP A&O sectie, NOBCO, ICF of NOLOC.
– Gecertificeerd coach met minimaal 100 geregistreerde uren.
– Voor executive coaching is executive ervaring vereist, met certificering en minimaal 500 uur coachingservaring.
**Wellbeing Coaches (inclusief Health & Burnout, Neurodiversity, Grief & Loss):**
– Lid van een beroepsvereniging voor professionele coaches, psychologen: NIP, NOBCO of ICF, of lid van een beroepsvereniging voor therapeuten met aansluiting bij RBCZ.
**Team Development Coaches (inclusief Social Safety in Teams):**
– Lid van een beroepsvereniging voor professionele coaches, psychologen: NIP, NOBCO of ICF.
– Gecertificeerd coach met minimaal 100 geregistreerde uren.
– Voor executive coaching is executive ervaring vereist, met certificering en minimaal 500 uur coachingservaring.
**Conflict Coaches & Mediators:**
– Lid van een beroepsvereniging voor professionele coaches, mediators of psychologen: NMv, MFN, etc.
Overige algemene eisen:
– De coach is geen student of medewerker van de TU/e.
– De coach dient aan te geven op welke thema’s hij/zij inzetbaar is.
– De coach dient een foto en een introductie aan te leveren volgens het bijgevoegde template.
– De coach werkt met een coachingscontract in overeenstemming met de manager en HR; de inhoud van de coachingssessies blijft vertrouwelijk.
– De coach faciliteert een vrijblijvende kennismaking/intake met de medewerker.
– De coach stuurt bij aanvang en afronding van een coachtraject een e-mail naar HRM.
– De coach en coachee bevestigen beiden dat de coachingssessies hebben plaatsgevonden; er is geen aanvullende rapportage aan de organisatie vereist.
– De coach neemt minimaal eenmaal per jaar deel aan een (digitaal) evaluatiegesprek met HRM over de samenwerking en kwaliteit van de coaching.
De Wensen
– Stress & emotion regulation / helping to deal with emotions.
– Teaching skills.
– Optional: advising, knowledge transfer, and training on the specialty.
– When selecting external coaches, attention is paid to a diverse composition to offer employees a varied selection.
– Experience in the field of coaching in higher education/universities is a plus.
– Prefer coaches/mediators who can be deployed at individual and team/department level.
– We are looking for a number of coaches per specialism who can coach fluently in Dutch and a number of coaches who can coach fluently in English (preferably mother tongue).
– Preferably, coaches offer both digital and physical coaching.
– The tenderer is permitted to offer several candidates for this tender.
– For Career Coaches: Please indicate certificates, licenses, and registrations (e.g., for personal assessment tools, other examples).
– For Career Coaches: Indicate your expertise with academic staff or professional (support) staff, executive leadership. Indicate the language that coaching can be provided in.
– For Personal Development Coaches: Please indicate certificates, licenses, and registrations (e.g., for personal assessment tools, other examples).
– For Personal Development Coaches: Indicate your expertise with academic staff or professional (support) staff. Indicate the language that coaching can be provided in.
– For Personal Development Coaches: If applicable, indicate your expertise with giftedness coaching.
– For Leadership Development Coaches: Please indicate certificates, licenses, and registrations (e.g., for personal assessment tools, other examples).
– For Leadership Development Coaches: Indicate your expertise with academic staff or professional (support) staff, executives. Indicate the language that coaching can be provided in.
– For Leadership Development Coaches: If applicable, indicate your expertise with female leadership, or executive coaching.
– For Wellbeing Coaches: Please indicate certificates, licenses, and registrations (e.g., for personal assessment tools, other examples).
– For Wellbeing Coaches: Indicate your expertise with academic staff or professional (support) staff. Indicate the language that coaching can be provided in.
– For Wellbeing Coaches: If applicable, indicate your expertise with health & burnout, neurodiversity, and/or grief & loss.
– For Team Development Coaches: Please indicate certificates, licenses, and registrations (e.g., for personal assessment tools, team coaching, other examples).
– For Team Development Coaches: Indicate your expertise with academic staff or professional (support) staff, teams and executive leadership teams. Indicate the language that coaching can be provided in.
– For Team Development Coaches: If applicable, indicate your expertise with social safety in teams or other team development areas.
– For Conflict Coaches & Mediators: Please indicate certificates, licenses, and registrations (e.g., for personal assessment tools, other examples).
– For Conflict Coaches & Mediators: Indicate your expertise with academic staff, professional (support) staff or students. Indicate the language that coaching/mediation can be provided in.
– For Conflict Coaches & Mediators: If applicable, indicate your expertise in law, mediation, and how you combine coaching and mediation.
– If you have another theme as a coach in which you are a specialist, please let us know.
– In your reaction to this tender, please indicate the theme(s) you can be deployed on as a coach.
– Coaches provide a photo and write an introduction in which they present themselves (see template in the attachment).
– Coach facilitates a free and non-committal introduction/‘chemistry check’ intake with the employee. Employees can choose for themselves which coach they want to start a coaching trajectory with.
– Coach sends an e-mail to HRM at the start & finish of a coaching trajectory.
– Coach works with a coaching contract in agreement with the manager and HR. The content of the coaching sessions remains confidential. Any coaching goals that need to be aligned with manager or other stakeholders and coachee(s) must be done before the coaching trajectory begins. The coach and coachee will both need to confirm that coaching sessions have taken place; no additional reporting back to the organization is done by the coach.
– Coaching processes initiated by the employer always start and end with a three- or four-way conversation with the supervisor and, optionally, the HR adviser. During this meeting, joint assessment and agreements are made regarding the coaching goals, scope and contract and there is a joint evaluation of the realization of agreements.
– At least once a year, a (digital) conversation takes place between coach and HRM to evaluate the cooperation and quality of the coaching. Coach may aggregate findings and identify patterns that repeatedly show up at the organizational level, not individual. HRM discusses the outcome of the evaluations with the coach.
– CV and references: The tenderer is requested to upload the CV of the candidate to be engaged and to specifically indicate the competences of the candidate in relation to the contract as set out in this request for tender. The tenderer must describe relevant experience in a reference. Please add the contact details of the reference. The client reserves the right to contact the references.
– Personal statement and vision: The candidate must set out a personal statement specifically for this contract. Core question: Why are they so suitable for this contract (as set out in paragraph 1.3)?
Interesse in deze opdracht?
Zo werkt onze dienstverlening- We beoordelen je CV om te zien of er een match is.
- We controleren of je voldoet aan de eisen en wensen.
- We onderzoeken op basis van data of je gewenste tarief concurrerend is.
Omdat het proces verloopt via een aanbesteding is het belangrijk dat je een goede kans maakt om de opdracht te winnen. Bij een match starten we het offertetraject, bij twijfel laten we dit binnen 1 werkdag weten.
De procedure verloopt via een aanbesteding. De eerste introductie doen wij daarom op papier.
- We werken samen een offerte uit waarin we toelichten waarom jouw profiel aansluit op de gestelde eisen en wensen.
- We verzamelen de benodigde stukken indien gevraagd zoals referenties, diploma's, motivatiebrief, VOG etc...
- Op basis van data bepalen we een kansrijk uurtarief voor de offerte. Jij hebt zelf natuurlijk het laatste woord in het biedingstarief.
Wij houden van eerlijk en transparant zaken doen.
Als je aan slag gaat via Bij Oranje hanteren we de volgende voorwaarden:
- We vragen 10% marge over je uurtarief voor de duur van de opdracht.
- We betalen je factuur binnen 21 dagen, je hoeft dus niet op je geld te wachten!
- Als jij je opdracht goed doet en daardoor bij de dezelfde opdrachtgever een nieuwe opdracht mag doen dan ben je daar volledig vrij in! We hanteren geen concurrentie-/ relatiebeding.
Wij houden van eerlijk en transparant zaken doen.
Als je aan de slag gaat via Bij Oranje Detachering dan hanteren we de volgende voorwaarden:
- We vullen samen een loonheffingsverklaring in en tekenen een overeenkomst van opdracht.
- We rekenen 15% marge van je uurtarief voor de duur van de opdracht. Het resterende bedrag verlonen we volledig als brutoloon.
- Binnen 21 dagen na het ontvangen van je getekende urenstaat, ontvang je de netto-betaling op je bankrekening. Je hoeft dus niet op je geld te wachten!
- Als jij je opdracht goed doet en daardoor bij dezelfde opdrachtgever een nieuwe opdracht mag doen dan ben je daar volledig vrij in! We hanteren geen concurrentie-/relatiebeding.
Reageren kan tot uiterlijk één volledige werkdag vóór de deadline (zie procedure)!