Building trust, shaping the future

This company operating in the fast-moving energy was facing the prospect of a change in the rules of the game for the different parties involved and the renegotiation of all agreements. The industrial relations situation, characterized by a high level of confrontation with an organization that regards conflict as a highly desirable state, was set to quickly reach a dead end if it did not change.
A difficult situation for a senior management team which also set great store by traditional methods of standing up to the main trade union but was looking to take the first steps towards opening up relations.

The approach

To analyse, using the same analysis grid, the level of satisfaction of each party regarding the way in which labour relations were being conducted, and to evaluate the usefulness and feasibility of a change to the existing situation. To work towards consensus in evaluation and identify possible areas of change.

The results obtained :

  • A major transformation of the existing posturing in the industrial relations process
  • As less confrontational relationship. The impact of this was not directly discernible in economic terms, but it was evident to those who had experienced the transformation of the approach to industrial relations, that there was a noticeable gain through a ‘saving in negative energy’
  • Faster implementation of changes. When a reorganization project was discussed before implementation by the managers, workforce and trades union organizations to identify problems and find solutions, implementation became part of the natural process, with more fluidity and less conflict

 

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