1,500 non-union employees in southern Ontario.

Parent company and senior management in the U.S.

Results of their annual engagement survey were poor.

The company feared union certification and, given the importance of safety in the plant, could not afford low levels of employee engagement.

The Collin Baer Group created a confidential arena for employees.

We facilitated Action Planning Discussions with employees from across the plant to identify what needed to change to improve the working environment.

Results of these discussions were shared with senior plant leadership and Head Office, and then with employees in special meetings.

Senior plant management committed to change in the core areas of concern: compensation & benefits discrepancies, career development for hourly workers, and organizational structure.

A Canadian was included on the senior management team to serve as an employee liaison.

Senior leadership received management training on how to better communicate with hourly workers.

Career-pathing opportunities for hourly employees were identified and communicated.

The plant remains non-union.

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