As a first step, we devised individual questionnaires that were sent to the leadership team, trade union representatives, and managers. 

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This was followed by group discussions with union representatives and one-to-one interviews with directors. This enabled both qualitative and quantitative data to be collected on ER strategy and vision, negotiation, consultation and communication. 

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The data results were formally presented to the leadership teams of both the unions and the company, including the CEO.

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Following this diagnosis, all parties agreed to undertake a three-phase change programme, backed by both CEO and full-time officials. 

 

Phase one

• A joint steering group was established. This group defined the objectives of the change programme and identified and informed wider stakeholders.

• The first areas to jointly problem solve were identified, based on the diagnosis.

• The role of the teams were defined, members were identified, problem statements were agreed and training was provided for teams and facilitators.

• Time was allocated and a deadline agreed for the problem solving teams.

• The problem solving teams made their recommendations to the steering group. All recommendations were accepted.

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Phase two

• A second-round of problem solving teams were set up focusing on the next tranche of issues raised in the diagnosis.

• All people managers and union reps attended training on the change programme, its aims and outputs. This training was designed and delivered by the trade unions and operational and IR leaders together.

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Phase three

• Changes to date were consolidated and embedded across the organisation. 

• Facilitated joint sessions were designed and delivered to improve industrial relations in two specific business units.