Leading a proactive Works Council

The most effective Works Councils do not wait for proposals to arrive on their table. They actively identify opportunities, build support and influence decisions before plans are finalised.

This training is designed for Works Council Chairs and Secretaries who want to help their Council move from a reactive role to a proactive position within the organisation.

You will learn practical methods to identify opportunities for influence at an early stage, strengthen your strategic position and build productive relationships with key stakeholders. The training also introduces the Navigator Method, a proven approach for increasing influence and creating more impact.

Using practical exercises and examples from your own organisation, you will develop a concrete action plan for making your Works Council a stronger and more proactive discussion partner.

Objectives of the training

After completing this training, you will:

Be able to apply the Navigator Method to influence decision-making in a proactive and strategic way;
Understand how to analyse and use organisational dynamics and stakeholder relationships to strengthen your influence;
Know the key principles and techniques of effective negotiation;
Be equipped to help your Works Council take a more proactive role within the organisation.

Working method

The training combines theory, practical exercises and reflection on your own Works Council practice. You will work on real-life situations and develop concrete strategies that can be applied directly within your organisation.

By the end of the programme, your Daily Board (DB) will have a clear action plan for strengthening the Works Council’s position and increasing its influence as a proactive and valued discussion partner.

For whom?

This training is designed for members of the Works Council Daily Board (DB): Chairs and Secretaries.
Throughout the programme, participants work both in plenary sessions and in separate Daily Board groups, allowing you to focus on the specific challenges and opportunities of your leadership role. We therefore recommend attending the training with at least two members of your Daily Board.

‘Move from reacting to shaping the future of your organisation.’

The Navigator work method

The Navigator work method was developed at the request and with the support of the Ministry of Social Affairs and Employment to improve the practice of employee participation. There is an active group of licensees and enthusiastic users. It appears to be a much-proven and also well-functioning methodology for a proactive approach.
Want to know more about the background of the Navigator work method? Visit the website.

09:00 - 09:30
Arrival
Welcome with coffee and tea.
09:30 - 10:30
Start and introduction
With the introduction we lay a foundation for an instructive and inspiring training.
10:30 - 11:30
The influence of our Works Council
How satisfied are you with the influence of your Works Council? And what is your Works Council doing to increase its influence? We list the possibilities for influence in various phases of decision-making. We also discuss the most important tasks of the DB. Each appoints what he/she wants to work on this training.
11:30 - 12:30
The Navigator Method for the proactive Works Council
The Navigator Method provides concrete tools for early influence on changes in the organization. The Navigator says: “Don't ask but share an opinion.” The Works Council profiles itself early on with its own assessment framework for an upcoming change. Based on this, the Works Council can actively negotiate.

This morning we will cover the Navigator Method. Then each DB will work on a review framework for its own topic. You will practice presenting this assessment framework and you will get tips from the other DB’s. You will also learn how to involve your co-members in the creation of an assessment framework.
12:30 - 13:30
Lunch break
13:30 - 14:30
Continue the Navigator Method for the proactive Works Council
14:30 - 16:00
Negotiating with the director
With the Navigator Method the Works Council makes its own assessment framework for a change at an early stage. This assessment framework helps you negotiate with the director: The Works Council knows what it considers important and wants to make concrete agreements about it. This afternoon we will list the most important tips for negotiating. In the subsequent exercise you will discover what the DB can do to make OR negotiations a success.
16:00 - 16:30
Concrete steps for our OR
We will conclude the training with concrete plans. What areas for improvement do you take from this training? And how will you discuss those with our Works Council? Perhaps a customized training for the Works Council would be a good follow-up to this training.
16:30 -
Evaluation and end of the training