Main challenges

The company wanted to gain insight into the organizational climate and identify both their strengths and areas for improvement. Although many issues are already recognized through direct interaction with employees, they wanted to provide everyone with an opportunity to express their opinions anonymously through a structured survey.

In the past, they had already conducted climate assessments, but these brought little added value, mainly due to a lack of follow-up support and a clear direction on how to use the results. This time, they were looking for a partner who would not only support them in data collection but also help them interpret the findings and plan the next steps.

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I’m really glad we entered this partnership, and I’m looking forward to continuing our collaboration, because I see you as a partner who can truly help us on this journey.

Jolanda Luštrek, HR Director

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Solution

After the initial meeting with Quantifly, the Butan Plin team recognized that our approach and in-depth organizational diagnostics could help them gain a comprehensive picture of the company’s functioning, including both the strengths and the pain points employees experience, along with the challenges they face.

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The results you get from the analysis are designed in a way that makes them easy to understand. Even the questionnaire you shared with employees was excellent.

Nuša Zajc Demšar, HR Generalist

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The positive experience was echoed by the company’s CEO, Grzegorz Andrzej Janzen, who saw the collaboration with an external partner as a key opportunity to assess how the company is truly perceived as an employer. His goal was to gain a clear understanding of how employees experience the organization, what aspects they view positively, how they interpret the company’s strategy and future, and how engaged they feel. For him, this data is vital not only to address shortcomings but also to foster a safe and supportive work environment.

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We have to know where we stand. We don’t like to have painted grass and believe in artificial reality.

Grzegorz Andrzej Janzen, CEO

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Results

Butan Plin conducted its first organizational climate and culture assessment with Quantifly in 2023. The results provided a solid foundation for developing action plans and implementing targeted improvements within the company.

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In 2024, they decided to enhance their existing approach by incorporating an Organizational Network Analysis (ONA). This gave them deeper insight into informal information flows, employee communication, and helped identify key individuals within the organizational network. This broader perspective proved extremely valuable for understanding the company’s internal dynamics.

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I’m really glad that two years ago, we had the courage to start this collaboration. We believed in Quantifly, in their story, in the tools they developed. From what I know of the Slovenian market, I think it’s one of the best tools for diagnosing company culture, especially with this new step we took in the second year.

Jolanda Luštrek, HR Director

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The results revealed that interpersonal relationships are one of the organization’s key strengths. There is a strong sense of connection and collaboration within the company, which is recognized by both employees and leadership. CEO Grzegorz Andrzej Janzen emphasized that the company places great importance on selecting people who want to be involved, value collaboration, and contribute to a positive atmosphere. They aim to create a work environment where each individual can grow and develop with the support of their colleagues. The HR team supported this with data showing that several action plan proposals this year focused on team-building activities, highlighting employees’ desire to connect, build relationships, and foster a pleasant workplace.

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Presentation of results and follow-up activities

The results of the analysis were first presented to the company’s leadership and HR department, with whom we outlined the framework for continued collaboration. This was followed by a presentation to the middle management team, who received additional training to conduct workshops within their respective departments.

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We definitely don’t want the survey results to end up sitting in a drawer when the next analysis comes around in the fall.

Jolanda Luštrek, HR Director

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1. Training for managers on presenting organizational culture and climate measurement results and setting up an action plan with their team

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The first activity we carried out following the initial presentations was training for managers on how to lead workshops focused on sharing results and developing action plans at the department level.

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The training was designed as an interactive workshop aimed at interpreting the organizational climate and culture results and creating concrete action plans for improvement. Managers gained insight into key metrics and developed solutions for specific organizational challenges. The main goal was to equip managers to independently present the results to their teams and lead a similar workshop, allowing them to create and implement measures tailored to their team’s needs.

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After the training, managers (supported by the HR team) ran workshops within their teams. These sessions focused on the most pressing issues identified in their respective departments. In 2023, 19 action plans were created, 17 of which were successfully implemented. In 2024, 12 action plans were developed, and their implementation will continue to be monitored, with support provided where needed.

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Quantifly provided us with valuable data and insights that formed the foundation of our workshops. Their analysis helped us identify key areas for improvement in each department. Based on these insights, we were able to guide meaningful conversations with employees and co-create action plans tailored to their specific needs. Quantifly’s support made the process structured and effective.

Nuša Zajc Demšar, HR Generalist

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According to Nuša Zajc Demšar, employees were eager to participate in the workshops. They especially appreciated the fact that the results were easy to understand, and they gained deeper insight into comparisons, measurement methods, and the interpretation of key metrics. The CEO also emphasized that he appreciated the structured nature of the process, particularly the follow-up meetings that allowed them to rebuild dialogue by simply asking employees: “How can we improve?”

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They also shared four examples of action plans created during the workshops:

• Establishing an onboarding system in the warehouse tailored to real needs.
• A team-building activity for a team with a new leader, aimed at building trust and connection.
• “HR breakfasts” before internal meetings, creating opportunities for informal gatherings of all employees.
• Informal coffee chats within the HR team outside the office to encourage open conversations on various topics.

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The CEO sees this bottom-up approach as a crucial step for empowering both managers and employees within the organization.

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Your guidance and clear instructions on how (based on the analysis insights) we should follow up are well recognized by employees, by me, by the management team and line managers. There was clear guidance on what we should do, how to approach people, and how we should talk to our employees. It was extremely valuable.

Grzegorz Andrzej Janzen, CEO

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2. Workshop on change management

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During a period of transformation, which included both internal changes and a new value proposition on the market, Butan Plin decided to strengthen its leadership team's competencies in change management.

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To support this effort, they invited us to design and deliver a workshop on the topic, tailored for middle management. Jolanda Luštrek, HR Director, emphasized their awareness that effective change management is critical in today’s environment. She particularly appreciated how the workshop created space for reflection and feedback, while also providing practical tools to support leaders, both at senior and line-management levels.

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The CEO highlighted that the key takeaways included understanding how leaders are connected to employees, how they convey strategic messages, and how to communicate new strategies, opportunities, and challenges. This valuable knowledge, he believes, will help the company rebuild a stronger connection with its employees.

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We really understood that we need to communicate clearly what is ahead of us. The communication is extremely important, especially when it comes to our strategic direction, even if some projects are confidential at some stage. It is imporant to establish connection and dialogue with our colleagues as early as possible, to let them know what’s coming. Even if this directions are sometimes unpopular. I think this is one of the key learnings I learned from you. That we need to be transparent, sharing with people what is ahead of us.

Grzegorz Andrzej Janzen, CEO

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3. Support for EVP project and Star Profile workshop

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As part of the SHV Group, Butan Plin regularly engages in cross-departmental development initiatives. One such project was the Employee Value Proposition (EVP) project. While the company received general guidelines from the group, it was granted enough flexibility to adapt the approach to its own culture and organizational context.

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Nuša Zajc Demšar, HR Generalist, sees the project as highly valuable, as it covers the entire employee lifecycle, from recruitment to offboarding. SHV provided a list of attributes that served as a foundation for crafting the EVP. These were successfully aligned with insights from the organizational analysis, which revealed what employees appreciate, value, and wish to see more of. That provided a good foundation for preparing the EVP.

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AnThe analysis revealed what employees value most in the company and helped us define the key elements of our EVP. Thanks to that, we didn’t need separate workshops just for EVP development.

Nuša Zajc Demšar, HR Generalist

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As part of the EVP initiative, we also collaborated with the HR team on a Star Profile Workshop, aimed at creating compelling and targeted job postings. The workshop focused on formulating authentic messaging that reflects the real employee experience and speaks directly to the ideal candidate.

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Together, we crafted a job posting for an HR Generalist, a role they were actively hiring for at the time. In this two-hour session, the team reflected on what they enjoy about working at Butan Plin, the challenges they face, the kind of person they’re looking for, what they expect from the role, the company’s key strengths, and where they believe they can find their ideal candidate.

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This process helped the team align internally on expectations and create a clear, attractive job ad that resonated with the right applicants. The result was an excellent response to the job posting, with a high number of qualified candidates applying.

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We created a job ad we’re proud to share because it truly speaks to the right candidate. I recommend this workshop to any company that knows what kind of person they need but struggles to put it into words.

Nuša Zajc Demšar, HR Generalist

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After the workshop, they introduced concrete changes to the candidate selection process, including adjustments to how job ads are written. Now, their job postings highlight the team’s true values and expectations, making them more aligned and attractive to potential candidates.

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This workshop enabled us to efficiently gather the necessary information and quickly create a job posting. It helps companies attract the right people from the very beginning.

Nuša Zajc Demšar, HR Generalist

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4. Mastermind meetings for managers

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The final ongoing activity are the Mastermind meetings for managers. The goal of these sessions is to further empower leaders while fostering connection and collaboration among them. This strengthens a sense of collective problem-solving and supports the exchange of knowledge and experience.

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I really like the way Quantifly presents things, as I believe their knowledge is very future-oriented. The topics they covered were well understood by our people. They were eager for these workshops, so we hope to continue this collaboration.

Jolanda Luštrek, HR Director

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How do our interviewees see the Quantifly diagnostic project?

Jolanda Luštrek, HR Director, views the entire project as a long-term journey that requires commitment and engagement from all leaders, not just the HR team. Only through this collective effort can an environment be created where employees feel included and valued. She highlights the importance of effective communication and transparency throughout the process.

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Nuša Zajc Demšar, HR Generalist, appreciates that the process was smooth, insightful, and highly collaborative. She especially valued Quantifly’s strong support, ensuring the team understood every step of the way.

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Grzegorz Andrzej Janzen, CEO of Butan Plin, emphasizes the importance of engaging in conversations with employees and supporting their understanding of the strategic direction. He believes it’s essential to know how people want to grow and where they see opportunities, both for business and personal development.

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ResI'm really happy. And the organization was also happy. So you know happy employees, happy company, and happy shareholders.

Grzegorz Andrzej Janzen, CEO

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The collaboration with Butan Plin is an example of a comprehensive partnership, spanning from organizational diagnostics and EVP to trainings, workshops, and department-level initiatives. Every activity was based on data obtained through measurement, which enabled targeted, concrete, and sustainable changes.

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If you're also considering working with Quantifly, feel free to explore our website and get in touch!

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