ENGAGEMENT CASE STUDY: Toyota North America

   
A MULTI-YEAR EMPLOYEE COMMUNICATION AND CULTURE CHANGE PROGRAM AS TOYOTA INTEGRATED ITS SEPARATE NORTH AMERICAN AFFILIATES INTO ONE,
​NEW ORGANIZATION – TOYOTA MOTOR NORTH AMERICA
    

THE CHALLENGE

With the decision to combine its distinct affiliates in North America into one integrated business and establish a new headquarters location, Toyota needed to ensure that its employees and their families understood the business rationale and were aligned behind the vision for Toyota’s future. Toyota also needed to establish new communication vehicles, put its leaders and managers in a position to be effective change agents and communicators and assist employees during this time of significant change.

THE APPROACH

To ensure employees felt part of the change, rather than the change being "done to them", a plan needed to be developed that included a combination of education, creativity, change management and support at all levels of the company. From senior leader and HR change workshops to developing communication materials that explained why the integration is critical for the company’s sustained growth, the integrated approach helped inspire excitement for the future for Toyota Motor North America. Ongoing efforts to answer employee questions and provide information about the personal impact of the changes ensure that employees are heard and respected through the process.

THE RESULTS

The integration of the affiliates was seamlessly communicated to all U.S. employees and following the communication, 83% of employees understood the reasons for unifying the company’s headquarters.