How to improve energy management in a global company?
How do we get the best out of our employees to improve their performance?
New technologies have blurred the boundaries between work and private life. International customers demand 24/7 attention and competition keeps on growing. The heavy mental and emotional strains and higher taxes lead to less engagement, productivity loss and even failure. We helped EY with developing the ‘Top Performer Program’ for partners, and the ‘Fit 4 The Job Program’ for all employees.
Over a six month period, we rolled out workshops, individual coaching sessions and interventions where participants actively worked on their personal energy management to increase their physical, mental and emotional energy and resilience. EY reported that the time on tasks that cost energy was reduced by 4 hours/week and the time on energy-gaining tasks increased by 5 hours/week. Next to that, 2 hours of non-productive work per week was reduced. 85% of the employees became overall fitter and felt less tired after work! Both programs ran successfully in the organisation for several years.
How to create greater engagement within teams and reduce stress?
How to energize change on a global scale?
How to create a winning culture when merging companies on a global scale?
How can you produce a winning culture in the middle of an acquisition process, a continuously changing market and fierce competition? Grünenthal’s challenges were to integrate two companies, fight a local silo mentality and develop their leaders for a new reality and future challenges. To support achievement of the aspirations of Grünenthal LatAm - touch 660 million lives in Latin America by 2020 and become a US$1 billion company - and guarantee a future of sustainable growth, they needed to build a high performing organization.
Mentally Fit rolled out a change program in 8 countries, animated 120 sessions and 105 individual coachings for 400 managers. We increased talent attraction, engagement and retention, improved business performance by defining KPI’s and KDI’s (Key Development Indicators) and shaped the cultural transformation process. 92% of all participants was positively influenced by the program and Grünenthal evolved from 82% to 96% in the ‘Great Place to Work’-rating!