Year of construction: 2017/05/24 BERN Építő limited liability company

Amount of aid: 14 313 826 Forint

​

Detailed description of the project:

​

Uneven workloads require the development of flexible forms of employment in which workers have the opportunity to spend less time in the workplace after extra work accumulated during more intensive ordering periods and also provide the employer with the necessary capacity for these periods. For selected jobs, it is necessary to accurately identify each workflow, for manual workers, to examine the accounting period of the time frame, and for workflows that are not necessarily time-bound or time-limited (eg do not have special equipment requirements that only work at the workplace). can be operated), it is also worth considering the possibility of teleworking. Based on the questionnaires filled in by 25% of the employees of the organization, management interviews and the management and employee survey, it can be seen that the company is suitable for the introduction of flexible forms of employment in the selected jobs. Based on the responses to the questionnaires to assess employee needs, organizational culture, and forms of employee employment, we can say that the corporate culture includes the elements that allow the introduction of flexible forms of employment that are not hindered by the unanimous opinion of managers and employees. Due to the changing workload, a maximum of eight hours of working time per day cannot be ensured evenly, so the introduction of flexible work organization can significantly help employees to reconcile work and private life.

​

The introduction of flexible forms of employment involves the following cost items: the use of 12 consulting days, the aim of which is to make the introduction of flexible forms acceptable to the entire employee community and to integrate into the company's organizational culture and long-term survival. To this end, organizational documentation is developed in the field of labor law and finance, the fit of flexible forms to the organization as a whole is fixed in HR policy and coordinated with the corporate strategy, and IT consulting ensures the usability of the IT background.

​

A total of 5 leaders will participate in the two types of two-day leadership trainings: Leadership Efficiency Development and Leadership Skills Development are designed to help leaders navigate the process of organizational change. A total of 90 people will participate in the three two-day employee trainings. The focus of the co-operation training is to strengthen the co-operation and synergy between the employees (groups), the aim of the time management training is to enable the employees to master effective time planning patterns and work-life balance techniques during the course. The aim of stress, conflict management and lifestyle development training is to increase personal and work efficiency. The primary task of the workplace mentor is to ensure the professional implementation of the application and to provide a kind of spiritual help to the colleagues. Alexandra Horváth has been the marketing manager of the company since 2015, with 10 years of professional and work experience, a college graduate with a degree in economics, who has been with the company for a long time and is trusted by her colleagues. His personal abilities, such as his good communication skills, also make him suitable for this task. For the transformation, it is essential to procure teleworkers ’work equipment, i.e. laptops and their associated Office suite, as well as telecommuting software modules to record working hours and competencies, as well as measure stress levels.

​

These tools will be used to remotely reach colleagues in a redesigned job and to support their daily work in a new form, will be tools for new remote workstations. The 6 laptops and Office packages will be the tools of a colleague’s home workstation converted to telecommuting, as they all have a number of tasks in their jobs that require these tools.

​

At the time of the survey, 44 people work in a six-month working time frame, 15 people in a traditional form of employment work 40 hours a week, 8 hours a day, 3 people work 30 hours a week, 1 person a day 1 a day and 1 a day. External factors, which are also characteristic of the construction industry in general, also affect the operation of Bern Zrt. Such an external effect is the changing intensity of weather conditions on the one hand and orders on the other. Both factors result in the workload being unevenly distributed in the business year, so in congested periods there are many additional tasks and problems to be solved that burden the entire organization: seasonal labor must be provided, a lot of overtime accumulates, extraordinary work occurs.

With the recruitment of new employees, the number of employees in the organization will increase further, when the development is completed, the number of employees will be 65, the development will affect 15 employees with redesigned positions, training and consulting activities will affect the total number of employees. The employment of 11 employees will be transformed into teleworking, the form of 4 employees will be transformed into casual work.