By Jim Harris Ph.D., Joan Brannick Ph.D.
Discovering AND holding nice staff What makes an worker nice? based on Harris and Brannick, nice staff are those that fit the tradition of the corporate they paintings for and whose own values align with the organization's center goal. discovering and maintaining nice staff identifies 4 uncomplicated organizational purposes-operational excellence, customer support, unleashing know-how, and spirit. by way of targeting this type of as their middle function and utilizing it to force their choice and retention recommendations, businesses will achieve a long term aggressive virtue and create a place of work filled with self-motivated staff who're hugely -purpose-driven. in response to examine into most sensible practices at greater than 250 businesses, this step forward ebook stocks how a few of state-of-the-art so much innovative agencies are doing simply that -- and closing down the revolving door -- by way of leveraging their middle objective and company tradition to allure and hold nice staff. Written in a crisp, reader-friendly variety, with a number of examples and case reports, it indicates managers and HR pros find out how to: * simplify and streamline the recruiting procedure* enhance organizational concentration via benchmarking their company's practices opposed to the world's best-run businesses* in attaining a superb 'fit' among staff and company tradition* turn into the company of selection inside of their undefined, their marketplace, and their neighborhood. In modern-day tight hard work industry, discovering staff which are 'keepers' is necessary to luck. This ebook deals a strong new motion plan to assist businesses locate and continue staff who will permit them to discover and continue good fortune. Dr. Jim Harris, President of The James Harris team (Pensacola, FL), is a certified speaker who tracts office developments and their effect on worker motivation and retention.
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Additional resources for Finding & Keeping Great Employees
Customers who strongly support a culture of customer 30 The Four Core Cultures service need to ‘‘fire’’ customers who are more trouble than they are worth so that they can best meet their current and future customer service needs. This notion flies in the face of the conventional wisdom that the customer is always right. Whether you believe the customer is or isn’t always right, one thing all service-driven companies agree upon is that the customer is always the customer, and that, right or wrong, it is everyone’s job to deliver outstanding service to that source of all business.
6. ‘‘Caffeine Nation,’’ Human Resource Executive (March 1996), p. 28. 7. Jim Harris, Getting Employees to Fall in Love With Your Company (New York: AMACOM, 1996), p. 21. 8. Daniel Pink, ‘‘Free Agent Nation,’’ Fast Company (DecemberJanuary) 1998, pp. 131–147. PART TWO THE FOUR CORE CULTURES CHAPTER 3: A CULTURE OF CUSTOMER SERVICE CHAPTER 4: A CULTURE OF INNOVATION CHAPTER 5: A CULTURE OF OPERATIONAL EXCELLENCE CHAPTER 6: A CULTURE OF SPIRIT CHAPTER 3 A CULTURE OF CUSTOMER SERVICE ‘‘Our customers are everything.
The customer’s perception of total value is critical to Midway. Whereas most of Midway’s competitors rush through repairs in a hurry to get to their next call, Midway’s service technicians invest a little extra time with each customer. The service technician, conducting a walk-through inspection alongside the customer, examines the customer’s entire plumbing, electric, and air conditioning systems, explaining each system’s functions while answering questions and uncovering additional service opportunities.
Finding & Keeping Great Employees by Jim Harris Ph.D., Joan Brannick Ph.D.