The aim of this project in a world-renowned international consumer goods group was to increase the competitiveness of its 50 or so plants in Europe and thereby generate significant savings in the European supply chain.
First of all, all compensation & benefits and all working time and break regulations that had a financial impact were recorded in all plants. The HR Interim Manager then compared these material working conditions with the conditions in the national market and the other factories. This made it possible to determine where and how much was "paid" compared to the market. At the same time, a clear picture emerged of the internal position in the internal plant ranking.
In a second step, the conditions were adjusted to the market level, the deployment flexibility of employees in the factories was increased, working hours were made as flexible as possible and annual working time accounts were introduced everywhere.
Special challenges arose not only from the complex negotiations with foreign works councils and trade unions. At times, there was also a complete lack of conviction in the factories to consistently implement uncomfortable changes.
As a result, the performance management project generated massive savings. It made the factories significantly more competitive and increased productivity. In Germany, the project even made it possible to negotiate employment guarantees for the plants in return for the significant savings and the net increase in working hours.
