Organisational Engagement is enjoying growing interest over the last few years. Not only is it now prominently featuring on many Corporate Social Responsibility agendas and reports, but Organisational Engagement is also increasingly seen as a crucial instrument for successfully taking on today’s progressively dynamic business environment.

This is easily explained. As business environments get more dynamic and more complex, the traditional “command & control” structures are stretched beyond their range of effectiveness. There is simply not enough time to come up with all the instructions the organisation needs. It is no wonder therefore that the last decade has seen a growing interest in things such as inspired and authentic leadership, corporate values, empowered organisations, and of course Organisational Engagement as they all represent potentially more effective alternatives to traditional command & control approaches. They are not just a flavour of the month either as things are not going to get simpler going forward.

Question:
Are you sure your people are sufficiently engaged to help you pave the path to a better future, especially if the road is bumpy?

  • How much of your organization (levels, disciplines, number of people) is really actively involved in designing and planning change?
  • Do you know what the major controversies are and what to do to mitigate them?
  • Do you have a tested approach for engaging the different stakeholders (internally and externally) in major change efforts
  • Are you able to use (European) Workers Councils effectively to increase organizational engagement?

The 2009 European Works council (EWC) Directive which will come into effect in June 2011 in the 27 European Member States should be seen in this context. Instead of treating this new directive as yet another piece of regulation that you may or may not have to comply with, it can also be seen as one of the practical tools for enhancing Organisational Engagement and help make large scale restructuring efforts a success. At a minimum however, it represents a good point in time to reassess your company’s needs for Organisational Engagement and what the new EWC directive can contribute to this.

Question:
Are you confident you know what it will take to successfully and timely conclude the regulatory (works Councils) information and consultation processes when embarking on substantial mergers and cross-border restructuring?

  • Have you field trialed information and consultation processes? Do you have tested covenants and protocols?
  • Do you have productive working relationships with the various stakeholders and their representation?
  • Are your company’s works councils co-owners of the long term success of the firm?
  • Do you know the limits and thresholds of the various stakeholders when it comes to major mergers and cross-border restructuring?

We care about this. Through research, surveys, seminars, and working with our clients we try to advance the cause of Organisational Engagement in general and specifically how EWC’s can positively contribute to large scale cross-border restructuring efforts.

Question:
Have you got everything set up to turn major mergers and cross border restructuring from a risk into opportunities to emerge as stronger, more trusting and engaged organizations ready to take on the future?

  • Do you have a proper baseline of employee engagement and means to gauge engagement?
  • Have you monitored and acted on the impact on employee engagement of recent important decisions?
  • Do you have a clear target model and levels for employee engagement?
  • Do you have clear engagement role models and cases?


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