The financial services division of a large corporation had acquired several companies. The post-merger activities were carried out under the term "reverse integration". This meant that the management structures in the acquired companies were largely retained. However, the old management team was insecure and the continued existence of the old structures and approaches contributed significantly to a decline in employee motivation. At the same time, turnover and profits were falling, which in turn increased the fear of losing their jobs.
The current HR interim manager's mission was to bring momentum back into the company and turn resigned employees into proactive, motivated employees who were interested in the company's success.
Not long after starting her role, a group of employees turned up at her door and wanted to inform her that they wanted to set up a works council. The current interim manager understood this as a call for help from the "delegates". She immediately initiated a workshop with the employees. This resulted in a working group of volunteers who, under the moderation of the HR manager, developed proposals on how the workforce could be motivated for the company and their own activities again. The result was a concept that was received with great enthusiasm by employees, managers and the Management Board, who all volunteered to sponsor the project.
Stage concept in three steps
The concept was presented at a company event.
Step 1: Analysis and evaluation
The aim was to find out what really motivates employees in personal discussions based on a jointly developed, standardized questionnaire. It was emphasized that only employees should conduct the surveys and that employees should only speak to interviewers they trust.
This way, a large number of employees were surveyed, which made it possible to obtain very interesting and representative findings.
Step 2: Implementation of initial measures and continuous elimination of identified weaknesses
The employees experienced quickly implemented measures that noticeably lifted the mood in the company. It was often only small things that were important to the employees. These included, for example, the installation of sound and privacy screens in open-plan offices, which contributed to a more pleasant office atmosphere.
At the same time, other work or interest groups were created, such as an engagement forum, which was used for personal development and further training, but also to promote communication between departments and divisions. Many other measures have been developed over the years. Today, employees may no longer be aware of the origins of many programs, but they are still lived and contribute to the company's success.
Step 3: Regular reporting and celebration of successes
The project group reported regularly to the Management Board, which quickly approved the next steps to be taken. The active support of the project teams and the public recognition of achievements made a decisive contribution to success.
With this pragmatic and extremely effective concept, the HR manager established a positive, new corporate culture in a very short space of time, in which employees actively participate in the company and contribute to greater sales growth and success with great commitment.
