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With proper communications, a merger of two companies need not strike fear of job losses and erode the productivity of staff of the integrated entity.
"Things can be sticky in taxing times, but a comprehensive staff communication architecture can help align expectations and boost group dynamics, contributing to workforce cohesion," says Texa Ng, human resources director, human resources and administration, DKSH Hong Kong Limited.
In 2002, Swiss-based companies Diethelm Keller Services Asia Limited and SiberHegner Holding Limited amalgamated into DKSH Holding Ltd, a leader in market expansion services with an Asian focus. The company currently employ a global workforce of 22,000.
Following the merger, the company stepped up communication, devoting the subsequent year to bringing the two groups of staff into line with new DKSH directives, easing the intensity of insecurity among staff.
"Having an SAP system in place of two distinctively different ERP systems was expected to create a blow, affecting a across section of staff. Therefore, a change management task force comprised of several SAP process project teams was set up," Mr Ng explains.
Individual project team owners led focus groups, designed and carried out an array of training and team-building exercises. A special bimonthly newsletter was issued to keep staff in the loop every step of the way.
Mr Ng says, "We wanted to make it fun so a project-naming competition, quizzes, and a series of road shows were incorporated as part of an internal marketing drive. We also gave away souvenirs and keepsakes to mark the occasion."
Engaging culture
DKSH's unique operation model as a client marketing vehicle puts employee relations on the limelight. "We don't have our own products so staff are our prized assets, and it is company policy to value and develop them," Mr Ng notes.
To underscore the key role they play in the organisation, staff are treated to an array of social gatherings that doubles as venues for restating to everyone the company's values. For instance, DKSH Hong Kong's managing director hosts bimonthly staff gatherings at the company's town office and logistics centre in Kwai Chung. Company performance, new businesses and other key messages are explained over a spot of lunch or refreshments. The occasions also serve as opportunities for staff to celebrate birthdays and exchange information on a personal level.
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"Put staff in a position where their values become evidently apparent and their contribution highly comprehensible"
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Mr Ng points out that these activities offer an excellent opportunity for staff from the company's four specialised business units, namely consumer goods, healthcare, performance materials and technology, to get acquainted with each other.
If certain staff are unavailable for the events, filling up their information needs is served by the group's global newsletters Fantree News and a separate publication put out locally by the company's newsletter committee in Hong Kong.
Close management support enables the DKSH Hong Kong office to form an employee-centric Fantree Club. Over the years, the club has organised a wide range of staff initiatives encompassing leisure pursuits and personal enhancement to help staff maintain a healthy balance between work and life. These have ranged from courses in photography, yoga and cooking, to activities such as war games, golf, karaoke, bowling, mah-jong, family barbeques, movies days, health talks, health check programmes as well as an influenza vaccination scheme. The company's football, bowling and other sport teams are encouraged to participate in open competitions.
Effective vehicles
Staff communication at DKSH Hong Kong is not just another cog in a centralised mechanism. Maintained by the HR department, the bulk of the company's people-oriented agenda aims primarily at meeting the company's HR strategies, moving towards achieving the DKSH vision, mission and values. "One of our objectives is to put staff in a position where their values become evidently apparent and their contribution highly comprehensible, particularly to the staff themselves," Mr Ng stresses.
However, communicating effectively with staff of varying job levels, from different business units and office locations, can cost a great deal of time and efforts. Electronic means such as emails may offer some help, but to reach highly mobile staff like those based at the logistics centre as well as sales staff who are constantly on the move, the company issues internal circulars and, to a certain extent, relies on supervisory staff to distribute company messages. "Our managers are required to remain receptive and observe accessibility, while general staff are encouraged to communicate with their supervisors in a scrupulously straightforward manner," Mr Ng notes.
He adds that communication starts the very minute a new member of staff signs on, through to a pre-probation interview and sometimes inevitably, an exit interview. "Feedbacks from departing staff can be constructive, allowing us to see specific issues, job positions and the company in different lights," he expands.
This is accompanied by ad-hoc employee surveys. "The success of the Fantree Club was a product of staff preferences," Mr Ng says. "Other surveys have helped with the decision for certain value-added services such as staff catering and shuttle transportation that are currently in place for staff."
Salient points
- High engagement environment eases uncertainty and insecurity in times of change
- Staff initiatives build morale and foster relationships
- Managers stay responsive and accessible
- Employee surveys gauge realistic results
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