Large North American appliance manufacturer
The situation: Acquiring companies and being acquired was creating instability in a formerly very stable workforce. Reorganizations and retooling of job responsibilities clouded accountabilities as well as career paths.
The approach: Re-stabilizing the workforce meant providing employees with the tools to have more control of their own job performance, job satisfaction and career development. Our MPG process was rolled out to drive meaningful, results-oriented employee/manager discussions around the firm’s changing landscape, employee priorities and individual development. Employees then executed concrete action plans for increased job satisfaction, performance improvement and career development.
The results: Almost 2,000 employees have completed the process, and individuals appear to be making better career decisions – balancing what’s good for the organization with what’s good for them. According to the firm’s manager of education, “During my 30 years here, MPG has had more positive impact on employees’ attitudes and morale than anything we have ever done.”