Modernising social dialogue
Modernising social dialogue – from conflict to culture of dialogue-
production company, 1400 employees, France.
- Constant conflicts between unions and employer
- Inability to make changes
- Constant social legal conflicts in court

- Heavy loss-making organisation
- Foreign headquarters wants profitability or closure
- Very frustrated executives
- Employees speak openly about the lack of vision
- Employee satisfaction survey
< 40%
ANALYSIS
- Average productivity of full-time employee < 5 hours/day
- Works councils and safety committees take a very long time without any contribution to improving the situation
- Accidents 50% higher compared to other companies in the group due to non-compliance with guidelines
- Managers not visible among the people
- In the past only exchange of strictly necessary information
- A large number of pending issues have remained unresolved for years
- Poor reputation in labour court
APPROACH
- Map out non-productive activities and ‘root cause’ analysis
- Listening exercises at all levels and analysis of satisfaction surveys from recent years
- Analysis of all court cases in recent years, in search of causes
- Map out the necessary information for employees, works council, safety committee and managers
- Draw up a structured formal communication plan
- Establish informal communication
- Leadership training for both front line and senior executives
- Modernisation of the HR approach (with the same employees)
RESULTS
- Accidents at the average level for the group
- From conflict situations to consultation and exchange of information
- Managers involved in the daily activities of the employees
- Coaching of the senior management team on how to deal effectively with ‘difficult’ employee representatives
- In one year from < 5 productive hours to > 6 with very positive consequences for the operating result already in the first year
- 3-year pathway to profitability because the necessary changes can be made.