… old gag, you have two hopes of delighting your entire workforce with your compensation and benefits strategy: No Hope Bob Hope So how do you meet those basic needs? In his book Drive , the author Dan Pink puts the case for three compensation and benefit rules. Rule 1: Treat people fairly If people within an organisation feel that they are all paid equitably for their contribution then they will be happy with what they are paid. Rule 2: Pay slig…
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How to Change Behaviour or Why Fish Don’t Ride Bicycles
…r? Here is a model to frame the problem… There are 5 stages people have to pass through before they will change their behaviour for good: Awareness Want Know How Capability Reinforcement If you want to create change, you need to address all 5 stages. Let me give you an example, imagine you want the world to take to their bicycles, what would you need to do? Stage One: Awareness Do people know what want them to do? Are they conscious of the issue?…
The Question That Will Tame a Dragon
…lf fund the flapjack) My ears pricked up, something to listen to, a way to pass the time The steward apologised, his machine was broken The lady started to screech, “this receipt looks fraudulent, I can’t use that” (clearly it was expensive flapjack or she was very tight) The steward explained that it was the only machine on the train, it was hardly his fault The lady became a dragon, she started to breath fire “call this customer service, it is t…
Nasty Evil Wallboards
…boards at a station or a score boards at a football game? All they do is pass on information, they let people know what is going on. A good thing? Or intrinsically evil? Acting on your performance is a good thing Staffing up for peaks in customer demand Implementing projects to reduce demand Cross training your staff Rewarding your agents if they have a record day Engaging your employees with the issues Hiding your performance; well that is just…
A Sense of Perspective
…ddle-aged men having heart attacks don’t sell newspapers. The real killers pass by unnoticed. We see them every day, and they blend into the background. Worry about the unremarkable The same is true in business. The biggest problems — money wasters, customer dissatisfies or general organisational screw-ups — are the mundane everyday occurrences, not the management noise. Worry less about the risks and more about the common or garden issues. They…
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