Conflict Management & Dialogue

One of the leading operators of health facilities in Germany has been facing an increasingly escalating wage dispute for over three years. Several rounds of negotiations with the collective bargaining partner, the United Services Union (ver.di), did not lead to an agreement and there was an indefinite strike, which was followed by up to 20 percent of the workforce.

The wage conflict and in particular the strike led to increasing strain on the workforce as well as political and media pressure. The employer’s reputation, particularly with payers, referring health care facilities and potential patients, was significantly jeopardized.

As a result of the failed collective bargaining, the aim was to ward off a collective agreement that was harmful to the company and to reconcile the interests of employers and employees within the framework of individual company agreements.

Communication with employees, the press and the other stakeholders involved makes a significant contribution to resolving collective bargaining disputes and asserting one’s own negotiating position.

By means of an internal mobilization of employees as part of an employee initiative, a counter position to the strikers was built up and at the same time the loyalty to the employer was strengthened. With an open-ended, internal dialogue process between employees and employers, an alternative solution was introduced instead of a conflict-laden collective bargaining. The focus of the dialogue process was the development of company-specific solutions in the areas of wages and salaries as well as operational services and processes.

At the same time, the employer was positioned as a solution-oriented, reliable partner in the media, as well as among political decision-makers, patients and central stakeholders – in particular cost bearers and referring health care facilities – who guaranteed medical care at the highest level despite an unlimited strike.

The internal dialogue process mobilized a large majority of employees to oppose the strike and to work constructively on a solution. Furthermore, a model for a future-oriented remuneration structure was negotiated and further optimization measures in the areas of work environment, operational performance and processes were identified and successfully initiated.

The dialogue process led to a continuous decrease in strike participation until the strike ended. Ver.di and the employer side have concluded a non-tariff agreement on a remuneration model that essentially corresponds to the position of the employer.

ZIEGLER was responsible for all internal and external communication formats as well as the control and moderation of the dialogue process between employer and employees during the entire process.