The Fourth Element: Workplace Partnership - Case studies
Here is a selection of recent case studies demonstrating the Fourth Element: Workplace Partnerships.
- Kesselaar & Zn, a Construction company
- Lessons from Kaiser Permanente
- Partnership and Quality of Working Life at Nottingham City Hospital
2012 - Royal Flora Holland is 'the flower auction of the world’, with annual sales of € 4 billion. Since 1911 FloraHolland brings together supply and demand of growers and buyers, in 200 countries now. FloraHolland is a cooperative service with more than 4,000 employees. The company has export auctions in Aalsmeer, Naaldwijk and Rijnsburg and auctions for the domestic market in Bleiswijk and Eelde. FloraHolland is a cooperation and owned by the growers. In 2008 there was a big merger and 2009 was a tough year economically. So there was a lot of uncertainty among staff. The introduction of a uniform structure increased feelings of alienation.
FloraHolland wants to give follow up to the results of employees investigations by working with structured focus groups. There is established a private development program for managers, which aims to align the leadership style with the corporate culture. And there is started a pilot with narrowcasting: in the operational departments there are screens with information about what is happening in the company. Also there are implemented improvements in the HR organisation.
Together with executives and unions it was decided to hold soundboard sessions at all locations. The social manifesto is actively used as a guide to set a joint vision on industrial relations. Of the 4,000 employees, 200 participated in the talks. The company took part in the AWVN (the general employers association in the Netherlands) ‘manifestafette’- 2011-2012 .
There are no results known yet.
Kesselaar & Zn, a Construction company
The workplace innovation in this company concerned cooperation in the supply chain, personal development of staff and the implementation of new organisational forms.
Partnership and Quality of Working Life at Nottingham City Hospital
The study grows from the collaboration of the two authors in ‘Improving Working Lives’ (IWL), a UK government initiative to enhance quality of working life for staff in the National Health Service (NHS). IWL, especially in its implementation ‘on the ground’ demonstrates both the potential and limitations of centrally determined regulation as a means of stimulating organisational innovation and change. The case study is based on a reflective account of workplace innovation, combining the perspective of an active trade unionist and clinical midwife in the Hospital with that of a re-searcher concerned with dialogue-based organisational innovation. The study also draws on a review of current thinking about partnership undertaken as part of a UK WON project supported by the Department of Trade & Industry’s Partnership at Work Fund, involving interviews and dialogue seminars with several leading actors.
Lessons from Kaiser Permanente - Improving performance and engagement in healthcare
On 15th June representatives from Acas, the IPA, NHS Acute Trusts and PCTs, NHS Employers, Royal Colleges and Universities took part in a Workplace Innovation Workshop which focused on a question of key relevance to the future of healthcare: "how do you involve and engage NHS staff in ways that lead to tangible benefits in patient care and organisational performance?" Guest speaker John August (Executive Director, Coalition of Kaiser Permanente Unions) led a lively and informative discussion on how collaborative working relationships between management, unions and staff at US healthcare provider Kaiser Permanente create sustained improvements in quality of patient care.