A clear approach
One of the elements that makes insourcing so complex, is the fact it is all about (re)placing people who all have individual contexts. Therefore, it is key to draw up a good roadmap and to align this with the in- and outsourcing party. Laws are of great influence, but also the demands of all parties involved. These issues were inventoried first. Hereafter, the work of all individual employees was mapped out. This provided an estimate of the work and employees needed in the new situation.
In addition, working conditions have been put together in the old – and new situation, so that it became clear what had to happen. This is an accurate process, in which many qualitative information was quantified in a new calculation model. This provided a great deal of insights into current costs and also made clear what costs would arise when adjusting working conditions. This time-consuming process step was not only a very important element in managing expectations of all concerned parties. It also proved very useful in negotiations with the trade unions.
The wellbeing of employees in their new situation received a lot of attention in this process. The goal was to make everyone feel part of the organization and appreciated, and also to be directly integrated in the daily business. Quintop has set up an appropriate change-& onboarding programme. Central in this was organising workshops in which we looked at similarities and differences in organisation cultures, core values and communication. The open dialogue that arose in this phase offered all employees a lot of confidence in the overall change.