Your flirting succeeded.My answer: See what the options are, and set up a temporary decision committee to make a decision based on anticipated pros/cons/risks/costs. You can collect info about the pros/cons and expected effect on morale through questionnaires, interviews with a sample of staff, maybe even focus groups. Depends how big a company it is and how big a deal it is. If the company is willing to re-consider its decision, then options might include leaving them as-is (even following the merger if they will still work in different locations perhaps), getting company A to drop its uniform code, or something else. If the decision that all will wear uniform in future is set in stone, then can anything be done to 'give' something back to employees to soften the blow a bit, e.g. simultaneously introduce a flexible working arrangement, maybe have dress-down fridays, possibly say they only need to wear uniforms in certain circumstances, have the company give them a clothing allowance?Also they will need to communicate what they're doing and why very clearly to all involved. Make it participative, show that people are being listended to and the company is trying to address their concerns but ultimately a decision has to be made and what's good for the company as a whole might not be best for specific individual employees. Also get managers to endorse it/tell their staff about why it's being done etc rather than it seeming to come from nowhere. And enforce the uniform code - give people a bit of slack initially perhaps, but stomp down hard on the troublemakers. Maybe even do stuff like have a 'dress and appearance' section in their appraisal - it all depends on the context whether it would be suitable - in exterme circumstances even potentially link it to pay somehow.Either way there needs to be clear leadership/direction and communication.Sorry about the ramble... don't have much time. The flirting technique works wonders by the way xx
