Tagging some folks I’d love to hear from! 
@HRJoy @HRHappiness @SabbuSchreiber @andra.enache @Kim Stringer @nina.johansson @Hellohere @Salewa @SalC @rstambolieva @damayantichowdhury09 @Carly Murphy
Thanks @Moe for an other interesting topic! 
If I were faced with rolling out a new law that limits overtime to 3 hours per week, especially in a company where people are used to working much more, I’d start with clear and empathetic communication. I’d make it clear that this is a legal compliance issue rather than an internal policy change.
To ease the transition, I’d suggest a phased communication plan. Start with an announcement explaining the law and the need for contract updates, followed by manager briefings and employee-facing FAQs. I think it’s important to acknowledge the impact, especially on earning potential, while reinforcing the company’s commitment to fairness and support.
To help manage resistance, HR could
• Offer a short transition period (if legally allowed) so teams can adjust gradually
• Explore alternative incentives like project-based bonuses or recognition
• Support managers with talking points and guidance for difficult conversations
• Use pulse surveys or informal check-ins to monitor how people are feeling after the change
At my company, we’ve found that flexible working time makes a big difference. Employees can move within a certain overtime balance range, taking time off when needed and making it up later, even over several days if needed. Overtime payouts are rare and only happen in exceptional cases, since we typically use time off in lieu to compensate extra hours. This flexibility really helps absorb changes like these without too much disruption.
I genuinely believe that combining honest communication with practical flexibility is key to maintaining trust and engagement, even when changes are out of our control.
In addition to the previously written:
Resistances:
No. 1: is self explaining, I don’t see any serious resistance
No.2 + 3: get in contact with the works council to mitigate the reduced income. Look together for tax benefits evereybody profits from. They might have an idea for an operating agreement and then be helpful to sell the “bad news”. Anyway better than to have them against you.
Thanks @Moe for an other interesting topic!
If I were faced with rolling out a new law that limits overtime to 3 hours per week, especially in a company where people are used to working much more, I’d start with clear and empathetic communication. I’d make it clear that this is a legal compliance issue rather than an internal policy change.
To ease the transition, I’d suggest a phased communication plan. Start with an announcement explaining the law and the need for contract updates, followed by manager briefings and employee-facing FAQs. I think it’s important to acknowledge the impact, especially on earning potential, while reinforcing the company’s commitment to fairness and support.
To help manage resistance, HR could
• Offer a short transition period (if legally allowed) so teams can adjust gradually
• Explore alternative incentives like project-based bonuses or recognition
• Support managers with talking points and guidance for difficult conversations
• Use pulse surveys or informal check-ins to monitor how people are feeling after the change
At my company, we’ve found that flexible working time makes a big difference. Employees can move within a certain overtime balance range, taking time off when needed and making it up later, even over several days if needed. Overtime payouts are rare and only happen in exceptional cases, since we typically use time off in lieu to compensate extra hours. This flexibility really helps absorb changes like these without too much disruption.
I genuinely believe that combining honest communication with practical flexibility is key to maintaining trust and engagement, even when changes are out of our control.
I am such a fan of your answers to these puzzlers! 🤩
Your approach is one I can appreciate as well. Years ago, working as a community manager elsewhere, we needed to bring in a change in a community’s guidelines that was meant to be in line with new regulations. Your point on emphasising that this is a compliance decision and not an internally motivated one reflects what I did back then as well!
Transparency is important, but it seems especially important when that transparency lets employees know that you didn’t have any choice but to make a rather sudden change.
Speaking of sudden change, the transition period is also a great suggestion!
In addition to the previously written:
Resistances:
No. 1: is self explaining, I don’t see any serious resistance
No.2 + 3: get in contact with the works council to mitigate the reduced income. Look together for tax benefits evereybody profits from. They might have an idea for an operating agreement and then be helpful to sell the “bad news”. Anyway better than to have them against you.
An excellent contribution. As a follow-up, do you think it would be good to have a sort of good newss/ bad news scenario to smooth the landing of this contract change? Your point on trying to work on tax benefits to help everyone is a fascinating one. Forgive my ignorance, it’s just something I would never have thought of - but clever indeed!
