Great Place to Work (GPTW)

Reflection and development of workplace culture in a Chinese company.
Development of a Co-Constructing Program for a Chinese subsidiary – conducted in Chinese language.
CONTUR two persons cn
Testing recipes

Our customer

As a subsidiary of a European group, our client distributes food products in China and has a portfolio of world-leading brands from various countries.

The client has been officially named a Top Employer 2020 in China by the Top Employers Institute.

Initial situation

Our client in China conducted a GPTW survey last year. GPTW has conducted the world’s largest and most respected series of studies on workplace quality, management and the role of trust in a workplace culture.

 

Based on the results of the survey conducted, management in China is initiating a specific project. This project is not only to share the results of the survey, but also to create a sense of transparency and knowledge sharing for continuous improvement, as “Wisdom of ALL company people”.

 

Design

Design-Basis:

  • Employees are the performers
  • Based on the positive look forward, refrain from focusing on analyzing problems
  • Co-Creation, more cooperation and integration from different departments
  • The Objective of the program: All staff participate in the “Great Place to Work” discussion: Development issues and Action Plan
  • The outcomes of the program: GPTW Prospect, GPTW development items, GPTW Co-constructing plan
  • Long-term influence of the program: Build company culture: open, diverse, inclusive; Improve employee satisfaction and team cohesion; Healthier development of company

Implementation

  • Warm-up and Kick-off: Show respect to the staff; build close relationships between staff and management. Build up trust. We work closely with client for a communication plan at the beginning of the program.
  • Co-Construction Workshop: Improvement Ideas. Facilitation of 7 workshops in total: 5 in Shanghai, 1 in Beijing, 1 in Shenzhen
  • Selection of results and build-up project teams: Project teams were formed and two employees from each department were selected as “experts”. Members of the management team were assigned as “mentors”.
  • 2. Co-Construction-Workshop: Project ideas turned into action plans, in 4 workshops in Shanghai, 1 workshop in Beijing and 1 workshop in Shenzhen. A concrete project plan was developed together with the project teams.
  • Project follow-up: Results and work status are tracked in regular presentations and follow-ups, supported by internal HR staff and executives.

 

 

2 runs

13 workshops with a total of
approx. 450 employees

30 projects initiated

project

The result

In total, 30 projects were initiated and implemented in the company. The program has improved cross-functional communication and collaboration, increased employees’ understanding of the company’s business, and enhanced the project management skills of many employees.

This program has also contributed to the customer being recognized as a Top Employer China 2021.

Comments of the participants

Read more customer projects

Construction and project development Leadership, culture and AI Coaching
powerhouse-drobak-montessori-norway 1x1
Skanska: Leadership Development with AI Coaching

Change leadership behavior with scalable AI Coaching. Ensuring the transfer of leadership development programs through self-coaching with artificial intelligence. Fostering self-reflection and creating cultural change.

learn more
Pharmaceutical company Leadership and culture
Pharma
Goodbye silo: Together towards a new leadership culture

Customer-specific development programs for leaders to create a dialogue-oriented leadership culture on the basis of newly developed leadership guidelines.

learn more
Waste management and recycling industry Leadership and Culture
Knettenbrech + Gurdulic
Knettenbrech + Gurdulic: Customized development program

Develop the competencies of experienced and new executives and develop, apply and model a common understanding of leadership based on the KNETTENBRECH + GURDULIC values.

learn more
International Company Cross-culture Collaboration
Festhalten
Cross-cultural collaboration in international teams

Fostering cross-cultural collaboration in international teams. Client and stakeholders in Europe and the team in Mexico and US.

learn more
international medium-sized company (location: China) Sustainability Management
Baum Gebäude
Getting managers on board for the implementation of a climate strategy

At one of our international customers in China, we raised awareness among managers about different perspectives on sustainability in companies. The measure ran as a parallel to the development of the climate strategy for the site.

learn more
Global Automotive Supplier Train the Trainer in China
Gebäude
Established bi-national training team in China

Personnel development of a German-Chinese management team at a German automotive supplier in China and establishment of an internal training center. “Train the Trainer” of the existing training staff in the cultural context.

learn more
Internal. Manufacturer Musical Instruments + HiFi Leadership and Culture
Noten
Yamaha – International Management Development Program

International Management Development Programme for European managers at an international brand supplier.

learn more
Plant and mechanical engineers Coaching in Australia
Kommunikation Vertrieb
Coaching of executives in Australia

Personal development support for sales executives in Australia. Culturally experienced coach, valid psychometric tests incl. debriefing.

learn more
Electronic company Intercultural Collaboration
Elektrotechnik Chip
Multicultural collaboration in production

Multicultural collaboration in production, sensitize teams to communicate effectively.

learn more
DAX Company Change
Industrie Halle
Transformation process industrial park

Managing and reflecting on change processes. Transformation support via an introduction to Janssen’s Model® based on the Four Rooms of Change theory by Claes Janssen.

learn more