Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Thu May 01, 2008 6:57 pm Post subject: Where Might We Start?
The previous post may be seen as a road map for improvement. Mis-diagnosis is an EXTREMELY costly process. Not only is time and clients loss, it greatly complicates scheduling, prevents on time delivery and plays havoc with cost. There are huge cost to be saved, even with modest improvement.
Everything has to start somewhere and though a shop might choose any of the categories, I have chosen one in particular. The "comfort of the technician." While this includes physical comfort, it goes far beyond that to psychological comfort items as well.
Here are a few points to start with.
Has any of these factors ever affected your performance?
How might management address these factors?
What factors are missing, with regard to the technician's comfort?
Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Thu May 08, 2008 8:31 pm Post subject:
Hopefully I can get something started here. One of the items that pops out at me is "Feels Unfairly Treated."
This is a pretty subjective area and one many managers may not feel comfortable discussing. That is the way an employee "Feels." This does not mean the employee is mistreated, quite the contrary.
Since perception is largely accepted as reality, I feel perception needs to be managed, as far as it can be. This means, while we may not be able to change the way a person feels, I can certainly work to lessen the chance of them feeling ill toward the company, without actual cause.
A person who feels unfairly treated may also feel justified in withholding effort, even intentional sabotage. How might a manager influence such an important area?
Joined: 19 May 2007 Posts: 206 Location: Camp Verde, AZ
Posted: Thu May 08, 2008 10:44 pm Post subject:
I can remember a couple times where I felt that I was unfairly treated.
At one job i was promised the next new machine, but when it came in, I did not get it. The same person that got the last new machine got this one. I got his used one. If the boss had not told me i was getting the next new machine, it would not have been a big deal. As it was I felt slighted. I think that managers need to be careful to only promise what they can, and will, deliver.
Another time I was working as a prototype machinist. When I would get a new job I would take the blueprints back to a table and study them until I understood what was to be made. I would figure out the steps and processes needed to make the item. Then I would got to work and make it. The foreman told me on several occasions to quit wasting time studying the prints. He said I should be looking at them while making the parts. I felt he was treating me unfairly, because I could produce faster and better quality if I understood what it was I was supposed to make.
I think managers need to let their people have leeway in how they do things. Rules and processes are fine, but allow people to do things in a way that is comfortable for them. People are not machines or robots.
The only way to know if someone feels that they have been mistreated is to talk to them. If an issue comes up, address it quickly and come to a resolution.
_________________ David Wittmayer
Owner / Manager
Hansen Enterprises Fleet Repair, LLC
Camp Verde, AZ
www.hefrshop.com
Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Tue May 13, 2008 8:47 pm Post subject:
Dave wrote:
The only way to know if someone feels that they have been mistreated is to talk to them. If an issue comes up, address it quickly and come to a resolution.
Hi Dave,
Those are very good points. Over the years I have found that, asking my wife's opinion on decisions concerning staff members works out pretty well.
Another thing I have noticed is that consistency often seems more important to people than getting what they want. Inconsistency seems to drive folks nuts. I once had a teacher that was a real hard case. Class started at 9AM at 9:00:01 you would be turned away and there was no excuse. No one saw this as unfair, because he was 100 percent consistent. Looking back, he was one of my favorite teachers.
Joined: 15 May 2007 Posts: 774 Location: Baton Rouge, LA
Posted: Tue May 20, 2008 6:24 pm Post subject:
I have always had a interest in behavior, particularly as it relates to the workplace. Many years ago I began informally interviewing people I meet, about their jobs. Over the years I have spoke with several hundred people many who had changed jobs. The vast majority cited not being treated fairly as a reason for leaving their jobs.
More interesting, to me, when indirectly asked about job performance, the number one reason for "intentional slacking" was a feeling of not being treated fairly. Hardly a scientific survey, but I feel there seems to be trend.
Rules not being enforced consistently was the number one reason people cited as the reason for their feelings . . .
You cannot post new topics in this forum You cannot reply to topics in this forum You cannot edit your posts in this forum You cannot delete your posts in this forum You cannot vote in polls in this forum
FAQ
Search
Memberlist
Usergroups
Profile
Log in to check your private messages
Log in
