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The problem

In 2003, thousands of staff went on strike at a major airline resulting in a huge impact on business. Aspire was chosen to undertake an analysis of industrial relations in the company on the basis of our proposed methodology.

What we did

We involved all parties in a close review of the company's existing industrial relations strategy, structures and working practices and assessed how well negotiation and communication channels were working.

Aspire formulated and agreed a basic understanding of the perceived issues. We then set up discussion groups involving management and key union representatives and interviewed company directors. To enable analysis of both qualitative and quantitative data a survey was designed and distributed to employees at all levels. We also researched the wider airline industry for data that assisted us in understanding the dynamics of the industry and in particular the predominant employee relations issues.

The result

The detailed report of our findings made uncomfortable reading for many people within the company, however, it clearly identified areas of common ground for all parties and highlighted differences of opinion and understanding. This was an important first step for the company which was determined to put the situation right.

Summary findings were presented at a Joint Conference on the way forward involving the main board and senior managers, union reps and union officials. Wider sharing of the results was agreed.

A joint Steering Group was established to oversee the programme initiative. Aspire instigated a bottom-up change process as the first step in a longer process of change. The objective was to achieve effective industrial relations and increase problem solving at all levels.

Aspire consultants worked with the Steering Group to develop a plan, keep them focused, raise the profile and gain support for the programme, help benchmark progress externally and measure progress internally.

Phase 1: A series of joint Action Teams, made up of union representatives and managers began to tackle some of the key concerns from the Aspire research. Using Aspire's Action Team process and facilitators, the groups came up with practical and realistic recommendations which were implemented within the business.

Phase 2: A second round of Action Teams was set in progress based on the similar team make-up as in Phase 1 addressing another set of issues. A series of discussion groups aimed at raising the profile of the programme were also undertaken.

Phase 3: An Action Team Pack for all employees and Change Facilitators was developed. The action team approach became integrated into the business and was used by managers and union representatives to resolve problems in their own areas. Aspire aimed to train internal facilitators in the action team process and provided them with a comprehensive learning pack. Phase 3 also delivered a Change Programme Management Framework for ongoing projects initiated locally.

Phases 1 & 2 have been written up for presentation and knowledge management purposes.