This is one of the most perplexing companies we’ve ever worked with. Although they employ some great employee relations practices they are a constant target of an International Union – they have had several union elections over the last decade (which they’ve won – some with our assistance).

This location’s initial survey, taken on the heels of their narrowest election win, showed some problems (overall they rated about neutral). They characteristically attacked the low-rated areas. Phillip Wilson assisted their team in implementing several projects to improve the work environment.

The changes included a formal performance appraisal system with regular feedback to team members. Supervisors were coached on both positive coaching skills as well as differentiating and coaching poor performers.

The management team used the survey results to map out a 3-year improvement plan. Quarterly the management team would revisit progress on the items identified as priority areas in the prior quarter. Near the end of that plan they conducted a second opinion survey. It showed a 21.7% improvement over the earlier survey.

During this time the facility maintained record production levels and a near-spotless safety record. It is a model for the industry.

NOTE: Due to the sensitive nature of these interventions, the company identity is kept confidential. If you would like to learn more, or wish to arrange a discussion with the actual client, please contact Phil Wilson at 800-888-9115.

This company suffered about as near a miss as you can – they won a union election by just one vote in a unit of around 150 employees. They hired us to help them after this election.

This organization had a number of serious issues, starting with a challenging relationship between the owner of the company and its top operations manager. One of our primary tasks for the year was working this out or making a change. Ultimately a new leader was selected for the position.

The survey results also showed frustration with pay and benefits and immediate supervision. The company’s growth outpaced many of their employee relations systems and our task over the next year was to catch up. We developed policies and procedures to help ensure consistency across departments (a major complaint).

We were able to implement a number of other communication improvements. Things were really on a roll.

Then disaster struck. About a month before the union could file another petition (which we figured was a near certainty) the company learned that it would be forced to pay nearly 50% more for health insurance. It was able to absorb about half of this increase, but employees would be asked to pay about 25% more for insurance.

We used this very negative development to test how well we had done preparing supervisors for their role as communicators during the year. Each supervisor met individually with his or her direct reports and explained the situation. They went over all the options with employees.

In the end the benefit communication went as well as could be hoped. Employees weren’t entirely happy (which showed up in the survey results) but they were sure that the company was doing everything it could – and they saw tremendous improvement over the last year.

Surprisingly, the union never came back. This was a tremendous accomplishment and a testament to the hard work done by the leadership team of this company.

NOTE: Due to the sensitive nature of these interventions, the company identity is kept confidential. If you would like to learn more, or wish to arrange a discussion with the actual client, please contact Phil Wilson at 800-888-9115.

These two facilities are part of the same 18-facility nursing home chain. Our firm was engaged to conduct an employee satisfaction survey for the entire chain. These two facilities rated at the bottom of the company results. We were asked to work with the management team at both facilities to help them improve their results.

Each location worked up its own employee relations improvement plan with assistance from Phillip Wilson. One facility primarily needed to work on team-building issues among the leadership group. This included teaching the group the Facilitation Conflict-Resolution Model and assisting the Administrator in facilitating meetings with members of the leadership team.

The second facility needed to work on communication with one department and also had to deal with inconsitency among the departments. We implemented regular “skip step” meetings between the Administrator and the departments. We also implemeted regular “in-service” training for department heads on areas where we found the most inconsistency.

Both facilities also needed to work on development discussions with direct care and support staff. We coached leaders on how to conduct these discussions.

We assisted the facilities in communicating the survey results and developing action plans. During the course of the year we worked on high priority issues uncovered in the survey. Facility administrators also received individualized coaching to deal with issues that came up during the year.

One year later all 18 facilities were surveyed again. This time the two “problem” facilities rated number 1 and 3 on their overall survey results.

NOTE: Due to the sensitive nature of these interventions, the company identity is kept confidential. If you would like to learn more, or wish to arrange a discussion with the actual client, please contact Phil Wilson at 800-888-9115.