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How a New Jersey plant changed its culture in less than a year
January 5, 2012
Average levels of employee engagement aren't good enough for this company, as one New Jersey plant discovered. Here's how a fast-moving manager changed the plant's culture in less than a year.
Organizations going through change should involve their employees as much as possible in the process. Employee surveys are essential to hearing people's feedback, as one company has learned.
All conversations with employees are valuable, says Douglas Conant, a seasoned CEO, most recently of Campbell Soup Company. Every face-to-face interaction can promote a company's strategy and goals and increase a leader's impact.
As baby boomers age, managing older workers has become an issue, just as leading younger employees was in the 1990s. But when it comes to engagement with their jobs, it may not be the oldest nor the youngest who are most at risk.
