High Performance Workplace Strategies

High Performance WorkplaceIn today's competitive global economy, manufacturers that employ High Performance Workplace Strategies are more likely to succeed and grow.  High Performance Workplace Strategies enable a business to implement new solutions for improving their productivity and competitiveness. High Performance Workplace Strategies depend upon the uninterrupted flow of acceptable information between workers and management, a solid decision-making structure, job skills cross-sharing, and workforce up-skilling and education.

In an effort to find new ways to compete effectively, many businesses face difficult decisions on a daily basis. Should the business be downsized? Should it adopt cellular manufacturing techniques? Should it seek wage concessions? Should it adopt progressive workplace practices? Should it expand the role of the labor/management committee process in the operation of the business?

Whatever the proper course of action, both management and labor must take ownership of that action, generating and implementing new ideas jointly to create a sustainable process of organizational change.

SEWN works closely with management and labor to improve the productivity, culture, and profitability of a business. SEWN works with all parties to analyze the problems at hand, suggest new ideas, and implement the group's decisions. Two key principles critical for success are:

  1. The Need to Engage The Workforce - In order to achieve long-term success, all companies need to engage their workforce by ensuring that workers have the knowledge and skills to perform their job, and the interest and enthusiasm to remain productive. Small- and middle-market manufacturers, especially privately-owned or closely-held firms, suffer the most when workplace relations deteriorate.
  2. The Need to Ensure the Businesses' Success - On the other side of the coin, the workforce needs to be attentive to the needs of the company as a whole, rather than focusing only on issues that benefit individual employees.

The long-term interests of the company and the long-term interests of the workforce are closely intertwined. SEWN is sensitive to the concerns of management and the workforce, and has extensive experience in facilitating open dialogue between them as an important layoff aversion strategy.