HUMAN RESOURCES SERVICES: Solving Root-cause Employee Relations Issues in U.S. Multicultural Company

HUMAN RESOURCE SERVICES:

Solving Root-cause Employee Relations Issues in U.S. Multicultural Company

HUMAN RESOURCE SERVICES: Solving Root-cause Employee Relations Issues

BACKGROUND

A mid-west U.S. private equity firm retained EWA to address problems in two recently-acquired portfolio holdings with complementary lines of analytical testing equipment products. Along with their U.S. locations, one of the companies had a plant in China, the other in Vietnam.

EWA was asked to conduct an Organization Assessment to validate the issues and their causes, and provide solutions to resolve them.

HUMAN RESOURCE SERVICES: Solving Root-cause Employee Relations Issues

APPROACH

Data collection, analysis and recommendations

Performed the Organizational Assessment by conducting 3 group interviews to obtain information in the context of their Core Values, and to get input on what managers perceived as conditions on the floor:

- Top Management
- Middle Management
- First line managers
- Conducted individual interviews with members of a representative stratified sample of hourly employees
- EWA team members also made many plant tours to see employees at work and observe their interactions with managers and fellow employees.

Implement recommended actions

- EWA prepared a report to management that included recommendations for improvements. EWA reviewed the report and recommendations with management to get agreement on specific steps and priorities.
- After joint review, EWA finalized a roadmap for improvement. In addition, EWA helped management establish metrics to measure change in hard issues (productivity, financial results), and soft issues (employee relations, complaints).

Measure near-term, mid-term and long-term results

Short Term

- Reset all branding to new company
- Improve top down and upward communications
- Establish and reinforce formal recognition programs
- Accelerated start to develop more effective supervisory skills

Mid Term

- Expand ESL classes to improve facility communications and foster better team work
- Resolve lingering transition issues
- Improve retention of new hires
- Develop HR systems
- Continue to develop more effective supervisory skills
- Identify and rectify any internal equity issues
- Develop a meaningful Safety program with accountability

Long Term

- Study ways to adapt effectively to changes in workforce and labor market demographics
- Develop innovative approaches to recruiting sources
- Continue supervisory training and bench strength development

HUMAN RESOURCE SERVICES: Solving Root-cause Employee Relations Issues

RESULTS

Based on the data we gathered, EWA recommended short-term, mid-term and long-term tactics and strategies to address the issues.

- Created a “One Company/One Culture” environment using the PE firm’s Corporate Core Values as a framework.
- Suggested resolutions to employee relations issues.
- Gained consensus with Executive Management on issues, priorities and next steps.
- Developed metrics to measure progress and to guide clear and open communications.
- Facilitated implementing solutions to enhance employee cooperation, engagement and participation.

Timely Topics To Drive Growth.

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GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE

GLOBAL FOOTPRINT SERVICES:

PLANT CLOSURE

GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE

BACKGROUND

As part of a global restructuring of business units, a multinational chemical company was closing one of their Chinese production facilities. EWA engaged as Project Leader with responsibility for closure implementation.

GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE

APPROACH

Six months prior to plant closure

- Closure strategy (budget, timing, expenditures, government relations, etc.)
- Defined implementation team (Operations, HR, Legal, Security, IT, etc.)
- Development of communication plans (staff, government, external, etc.)
- Security risk assessment (employee unrest, physical & IP assets theft, etc.)

Three months prior to plant closure

- Implementation of operational and protective security measures
- Finalized equipment & inventory disposition, decommissioning plant, etc.
- External stakeholder negotiations (governmental agencies, landlord, etc.)
- Obtain approvals from business zone, governmental authorities, etc.
- Identification of compliance and payment issues, severance packages

Upon plant closure and after

- Finalization of equipment disposition and plant demobilization
- Filing government documentation in keeping with the registration, business license, board resolutions
- Filing of all necessary financials, bank accounts, tax, VAT rebates, registered capital and customs documentation
- Competition of all de-registration and governmental documentation and plant turnover to the landlord

GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE