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Corporate Campaigns….. What can we learn? GIRN, 26 th April 2012

Corporate Campaigns….. What can we learn? GIRN, 26 th April 2012. Andrea van Duijse VP HR Employee Engagement, ER/IR, Compliance. HR Strategy & Internal Communications. Agenda. Context / problem statement Spot the differences – USA / “rest of world” Ingredients to success.

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Corporate Campaigns….. What can we learn? GIRN, 26 th April 2012

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  1. Corporate Campaigns…..What can we learn?GIRN, 26th April 2012 Andrea van Duijse VP HR Employee Engagement, ER/IR, Compliance HR Strategy & Internal Communications

  2. Agenda • Context / problem statement • Spot the differences – USA / “rest of world” • Ingredients to success Reflective & Interactive

  3. Context • Global corporate campaigns by unions or NGO’s. • Against Europe-headquartered multinationals operating in the USA • Challenge that the company acts different in the USA than in Europe • “One Company, One Standard” claim

  4. Spot the Differences • What do multinationals do fundamentally different in USA, or might be perceived that way? What areas have multi-nationals been challenged on? • Freedom of Association • Use of ‘freedom to speak’ to advocate company position during unionisation campaign. Link to Global Compact ‘respect FoA’. Neutrality clauses. • Training non-CBA employees to operate a plant during a strike. • Anti-union behaviour (neutrality). • “You consult employee representatives in Europe saying you value dialogue and in the USA you don’t”. • Us/them mentality (positive/cooperative versus confrontational) • USA ‘system’ is structured is a more adversarial, versus eg union rep on Board of company in Europe. The structure in place, drives the behaviour. • Legalistic society in USA • Interest based bargaining (Europe) versus power bargaining (USA) Is it language? Or behaviour?

  5. What are the ingredients to success? • What are the good practices to mitigate the risk of challenge? • Global philosophies – alignment in language & behaviours • Positive relationships with employees, focusing on the informal face to face dialogue.Dialogue between frontline supervisors and employees; invest in this while times are good; prep supervisors to be the company voice.Continuous communication on business performance & context helps set stage for successful bargaining. • Capability building of line and HR • Understand global environment • Cognisant of the risks • Prepare for campaigns • Q&A for investors, media, etc. • Senior management briefing • Quickly acknowledge, respond and fix problems. • Assess legal vulnerabilities upfront (where are you weak?) • Bring union into tough decisions • All emplyees should have a representative (union representatives / management representative) • Risks are acknowledged and shared.

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