Implementing worldwide restructuring,
International group production units, 12,000 employees,
present in 15 countries.
- Multiple factories are being utilised for less than 50% with high overheads
- Conflictual social relations in several countries, little dialogue
- Social disputes usually result in judicial intervention
- Factories have been making losses for years
- Parent company wants profitable factories or closure
- Necessary changes are not getting implemented
ANALYSIS
- Listening sessions show lack of alignment about the strategy to be applied
- No integrated European action plan, just a number of ad hoc plans
- European works council asks questions about the transnational implications
- Works councils in the various countries demand clarity
- In a number of countries, actions have been taken in court to clarify the situation
- Lots of changes in a short time with little resources and follow-up
- No proactive approach from the social partners to provide context for the changes
- Management credibility in certain locations is an issue
- First line supervisors have no answers to questions from their team members
APPROACH
- Vision and mission workshop with executive team to get everyone on the same wavelength
- Project charter and project team to develop an operational plan for this project
- Mapping all changes and determining priorities within the organisation
- Plan drawn up to gain the trust of trade unions step by step through a transparent policy and to make them aware of the importance of changes to ensure the future of the factories through a “didactic approach”.
- Formal and informal communication structure set up with social partners
- Concrete agreements about how to relate to each other in a more constructive way
- Formal and informal communication structure set up with social partners
- Concrete agreements about how to relate to each other in a more constructive way
RESULTS
- Cascade for the implementation of the strategy has been introduced
- Communication of the content from the listening sessions has worked as a catharsis. Employees have finally been able to make their complaints public
- The approach of the unions was critically examined by employees who are open to improvements (future)
- Focus on the strategy and practical implementation with concrete proposals and actions (step-by-step plan over 18 months)
- Teams work better together and understand how they depend on each other to achieve results
- Relationship with unions is less formal and less tense
- Increase in employee engagement through clear communication and less stressful discussions with unions