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Foreward
Introduction
Note from the author
Chapter 1. How Do You Feel About The Company?
Chapter 2. What Has Been Good/Enjoyable/Satisfying For You At Staffwell?
Chapter 3. What Has Been Frustrating/Difficult/Upsetting To You In Your Time Here?
Chapter 4. What Could You Do Better Or More For The Company If Given The Opportunity?
Chapter 5. What Extra Responsibility Would You Welcome, That You Were/Are Not Given?
Chapter 6. How Can The Company Enable You To Make Fuller Use Of Your Capabilities And Potential?
Chapter 7. WHAT TRAINING DID YOU LIKE OR NEED THAT YOU DID NOT GET, AND WHAT EFFECT WOULD THIS HAVE?
Chapter 8. HOW WELL DO YOU THINK YOUR TRAINING AND DEVELOPMENT NEEDS ARE ASSESSED AND MET?
Chapter 9. WHAT TRAINING AND DEVELOPMENT DID YOU RECEIVE THAT YOU FOUND MOST HELPFUL AND ENJOYABLE?
Chapter 10. WHAT CAN YOU SAY ABOUT COMMUNICATIONS WITHIN THE COMPANY/YOUR DEPARTMENT?
Chapter 11. WHAT IMPROVEMENTS DO YOU THINK CAN BE MADE TO CUSTOMER SERVICE AND RELATIONS?
Chapter 12. HOW WOULD YOU DESCRIBE THE CULTURE OR FEEL OF THE COMPANY?
Chapter 13. WHAT COULD YOU SAY ABOUT COMMUNICATIONS AND RELATIONS BETWEEN DEPARTMENTS, AND HOW THESE COULD BE IMPROVED?
Chapter 14. WERE YOU DEVELOPED/INDUCTED ADEQUATELY FOR YOUR ROLE(S)?
Chapter 15. WHAT IMPROVEMENTS COULD BE MADE TO THE WAY YOU WERE INDUCTED/PREPARED FOR YOUR ROLE(S)?
Chapter 16. WHAT DID YOU THINK ABOUT THE WAY WE RECRUITED YOU? HOW DID THE REALITY ALTER FROM YOUR EXPECTATIONS WHEN YOU FIRST JOINED US? HOW COULD WE HAVE IMPROVED YOUR OWN RECRUITMENT? HOW COULD YOUR INDUCTION TRAINING HAVE BEEN IMPROVED? (POSED ONLY TO THOSE NEW HIRES IN THE COMPANY FOR LESS THAN ONE YEAR)
Chapter 17. HOW CAN YOU BE HELPED TO BETTER KNOW/UNDERSTAND/WORK WITH OTHER DEPARTMENTS FOR THE COMPANY TO PERFORM MORE EFFECTIVELY?
Chapter 18. WHAT CAN YOU SAY ABOUT THE WAY YOUR PERFORMANCE IS MEASURED, AND THE FEEDBACK TO YOU OF YOUR PERFORMANCE RESULTS?
Chapter 19. HOW WELL DO YOU THINK THE APPRAISAL SYSTEM WORKS FOR YOU?
Chapter 20. WHAT WOULD YOU SAY ABOUT HOW YOU ARE MOTIVATED, AND HOW THAT CAN BE IMPROVED?
Chapter 21. WHAT SUGGESTION WOULD YOU MAKE TO IMPROVE WORKING CONDITIONS, HOURS, SHIFTS, AMENITIES, ETC?
Chapter 22. What would you say about equipment and machinery that needs replacing or upgrading, or which isn’t fully/properly used for any reason?
Chapter 23. WHAT CAN YOU SAY ABOUT THE WAY YOU ARE MANAGED? ON A DAILY BASIS? AND ON A MONTH– TO-MONTH BASIS?
Chapter 24. HOW WOULD YOU CHANGE THE EXPECTATIONS/OBJECTIVES (OR ABSENCE THEREOF) THAT ARE PLACED ON YOU AND WHY?
Chapter 25. WHAT, IF ANY, RIDICULOUS EXAMPLES OF POLICY, RULES, INSTRUCTIONS, CAN YOU HIGHLIGHT?
Chapter 26. WHAT EXAMPLES OF RIDICULOUS WASTE (MATERIAL OR EFFORT), POINTLESS REPORTS, MEETINGS, BUREAUCRACY, ETC., COULD YOU POINT TO?
Chapter 27. HOW COULD THE COMPANY REDUCE STRESS LEVELS AMONG EMPLOYEES WHERE STRESS IS AN ISSUE?
Chapter 28. WHAT THINGS DO THE COMPANY OR MANAGEMENT DO TO MAKE YOUR JOB MORE DIFFICULT/FRUSTRATING/NON-PRODUCTIVE?
Chapter 29. HOW CAN THE COMPANY GATHER AND MAKE BETTER USE OF THE VIEWS AND EXPERIENCE OF ITS PEOPLE?
Chapter 30. HOW STRONGLY ARE YOU ATTRACTED TO COMMITTING TO A LONG AND DEVELOPING CAREER WITH STAFFWELL?
Chapter 31. WHAT CAN THE COMPANY DO TO RETAIN ITS BEST PEOPLE?
Chapter 32. HAVE YOU ANYTHING TO SAY ABOUT YOUR TREATMENT FROM A DISCRIMINATION OR HARRASSMENT PERSPECTIVE?
Summary
Acknowledgements
About the Author
About STAFFWELL
Thank You
This book is not a standard management treatise – chock full of abstract points for students, aspiring executives and top-level management to provide hollow “take-aways”. Nor is it loaded with absurd euphemisms that could be transformed into the buzz words of tomorrow. In a market cluttered with books on theoretical management practices and often-conflicting reviews of case studies, this book differentiates itself in both its form and its thinking. Its central tenet is that business, particularly in the service-sector, is ultimately about people. This, unto itself, is hardly new or ground-breaking. However, amidst the Board meetings, strategy planning sessions, capital markets presentations and review of spreadsheets, the issue of people, how to motivate them, what they want and really need is too frequently labeled by top management as a “soft-issue” and shelved. The author reminds us that the focus on people is most often the single most critical issue in optimizing the success of a business and that this can be lost in the noise during both good and bad economic times.
This book represents a practical treatment of key management issues in accessible language that should appeal to a broad spectrum of business people, not just those who work in the service sector. It is an account about the experiences of one woman and her quest to improve the company she founded and runs. We are privy to an evolution in her thought process and how enlightening and rewarding it can be, in commercial and humanistic terms, to engage with co-workers on a more personal level. However, the book is not unilateral in its narrative. The author brings us into her workplace and introduces us to the people who work for her, and their respective personalities, by allowing us to hear the voices of her staff directly. This dual interaction is what will strike home for most readers and is what makes the book both unorthodox and, I believe, more effective than its peers. The issues and opinions of the employees are stated for all to read and I believe that most will relate to the vast majority of topics discussed.
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• Management that care about the company;
• Management that delegate and give opportunities to the team that enables them to grow;
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