Reference no: EM133098081

VIRSIS

The leader in its field in Canada, VIRSIS employs some 200 plant workers. Its workforce is very stable and about 45 employees, most of them young, were hired in the last two years. Three first-line foremen also joined the organization during this period (3.7). Since the company is active in a highly competitive market, it has to offer innovative, top-quality products at the lowest cost. All its customers are in the United States and are becoming increasingly demanding. To respond to this situation, the organization has made a concentrated effort to improve plant efficiency overthe last five years. It would like to continue its improvement projects in order to sustain its dominant market position. It can rely on a strong and aligned management team to help it achieve this goal.

Unfortunately, recent discussions about working conditions have had an impact on the climate at work. Management has noticed a lack of cooperation, teamwork and knowledge sharing among employees, as well as a reluctance to get involved in the organization. Employees also pay little attention to rules about coffee and meal breaks. What's more, they remain suspicious of the organization's motives since their previous experiences with organizational change resulted in layoffs.

VIRSIS wants to implement a human resources management model that focuses on accountability, skills promotion and results (rather than on management by seniority) in order to enhance employee involvement. However, it doesn't know where to start. It has already informed managers of the direction they will be expected to take and the support it will be asking you to provide.