The period between 1 March and 31 May 2026 is an important one for German companies as the works council elections will be taking place. Every four years, employees are elected to represent the interests of the workforce. In Germany, companies with at least five permanent employees are eligible to elect a works council. Preparations are currently in full swing. A large number of players are involved: the current works council, the candidates for succession, the election committee, the HR department, the management, the employees, trade unions if applicable – and, last but not least, the communications department.
Litmus test for corporate culture
For many companies, the election period is a sensitive time during which employees reflect more deeply on how serious the company is about workforce participation, dialogue and trust. Even if management and the communications department are not allowed to intervene in the election, how the election environment is perceived has a major impact on the mood within the company – and thus on the employer’s image, culture and transformation processes.
What companies can (and cannot) influence strategically
The election itself (procedure, candidacies, communications by the election committee) cannot be influenced, nor can the voting behaviour of employees. But the following aspects can be influenced, and are crucial in terms of communications:
- Framework and culture: How respectful, transparent and professional is the environment in which the election takes place?
- Tone of leadership: How do management and executives talk about the election and their works council in general? Neutrally, respectfully, by seeking dialogue?
- Communications climate: Are there channels and forums where questions and concerns can be addressed at an early stage?
- Issue management: Are current projects, restructuring measures or points of friction explained proactively – or is there room for speculation?
For communications departments, this means that the months leading up to the election are a time of heightened sensitivity – especially if the company is undergoing a process of change, integration or transformation at the same time.
Constructive cooperation instead of fear of the works council
The leadership team and managers are well advised to promote a high-calibre works council and a high turnout in works council elections. After all, close, trusting cooperation with a committed works council is crucial to being able to act and jointly shape the future of a company. It is in the company’s interest to have strong collaboration between all parties involved as well as to encourage qualified and committed colleagues who want to make a difference to stand for election.
Companies should not be afraid of a strong works council. Nor do they have to helplessly surrender the field to their employee representatives. If there is good, participatory communication within the company, the works council will not become a complaint hub for employees or an ally in the fight against the company, but rather a dialogue partner for management – on an equal footing. Approachable board members, a good corporate and leadership culture, internal communications and effective management communications – all of these contribute to employees feeling heard and involved. The works council can then concentrate on acting as a mediator between company management and the workforce. Ultimately, it is about company management and the workers’ representatives finding a constructive way of working together.
Works council elections as a sounding board
Many see the election as an opportunity to make their voice heard in the company – even beyond the actual function of the works council. The elections themselves are a mood barometer, often being perceived as an indicator of trust, satisfaction and leadership behaviour. But they are also a catalyst for discussion. In times of change (mergers, reorganisation processes, cultural change), critical issues can come more strongly to the fore. If there is dissatisfaction, mistrust or change fatigue, this can boil over when the time comes for works council elections. In short, the elections are a sounding board.
Tips for communications managers
Since election dates are fixed, early planning is crucial, but the mood develops beforehand. The communications department must remain neutral and may not exert any influence – but it can still provide clear, factual and transparent information and communications. Above all, however, it should do the following:
- Empower managers: They are the most important multipliers – and at the same time the greatest source of uncertainty.
- Not shy away from critical issues: Conflicts or frustration should be addressed proactively – e.g. through well-moderated dialogue.
- Not ‘switch off’ after the election: The real cultural moment comes afterwards – when cooperation with the new works council begins.
Conclusion: Elections as an opportunity for culture and trust
Works council elections are more than just an organisational process – they are a litmus test for the communications culture. Companies that take a strategic approach – with the right attitude, transparency and a clear understanding of the works council and employee participation as part of corporate culture – strengthen employee trust and the credibility of the management team.
Natascha Kunath, Managing Director
H/Advisors Deekeling Arndt