- Subject
- Case · Care
- For
- anyone facing a similar choice
- Status
- final
Two cultures. One care organisation.
A merger of two home care organisations with 380 staff between them, which became one organisation within fourteen months.
The question on the table
Two home care organisations in the same region decided to merge. On paper it was a perfect fit. In practice one had fixed rosters and a solid support staff, while the other worked with self-managing district teams. After the decision two camps soon formed: “us” and “them across the road”.
What we did
- 1
Exploration
Conversations with 24 people from both organisations, from district nurse to executive, plus both works councils.
- 2
Joint design group
Twelve staff from both organisations designed together how the district teams would work.
- 3
Paired managers
Each region temporarily had two managers, one from each side, who led the transition together.
- 4
Works council
One joint request for advice, prepared with both councils. Positive advice within six weeks.
How the organisation changed
| From | To |
|---|---|
| Two boards, two support staffs | One board, one compact support staff |
| Fixed rosters and self-management mixed up | District teams with their own rosters within fixed agreements |
| Sickness absence 7.8% | Sickness absence 5.9% |
A year later
On the return day we looked together at what had stuck.
- 5,9%
- sickness absence, was 7.8%
- 31
- district teams with the same way of working
- 0
- staff made redundant
Appendix A · Invitation
A first conversation costs you an hour. Nothing else.
We come to you, or you come to our office on Voorbeeldstraat. You outline the situation. After an hour you know whether we can help, and what that would look like.