Number of pages: 216
Publisher: Gallup Press
BBB Library: Operations Management
Six Sigma black belts around the world have gotten good at improving four of the root causes of quality defects, machines, materials, measurement, and methods, but there is another root cause identified in the Six Sigma methodology: people. This root cause has largely been ignored. This is not too surprising because it’s probably the hardest to fix. But, it may also be the most important.
"This book describes an innovative management approach that improves the financial performance of sales and service companies by managing employees and their interaction with customers." Accounting Web
"The Human Sigma approach combines a proven method for assessing the health of the employee-customer encounter with a disciplined process for improving it. It is based on five new rules to bring excellence to the way employees engage and interact with customers. Companies that follow these principles are outpacing their competition by 26% in gross margin and 85% in sales growth." Bloomberg Business
Based on research performed by the prestigious Saratoga Institute, The 7 Hidden Reasons Employees Leave provides readers with real solutions for the costly problem of employee turnover. Readers will learn how to align employee expectations with the realities of the position, avoid job–person mismatches, and provide feedback and coaching that breed
In this book we get to know that human assets aren’t a part of a business. If you take away the human assets, you don’t have a business, just a bunch of offices and equipment that can’t do anything. Businesses are people–irrational, emotional, unpredictable, creative, oddly gifted, and sometimes ingenious people
Employees are the engine that keeps companies running. And healthy employees, who are emotionally, mentally, and physically prepared to take on whatever challenge is in front of them, are more likely to make the companies they work for grow and flourish. Seems pretty simple, right? So why are most workplaces so
In the early 1960s, Douglas McGregor defined contrasting assumptions about the nature of humans in the workplace. These assumptions are the basis of Theory X and Theory Y teachings. Theory X assumes that people are lazy and will avoid work whenever possible. Theory Y, on the other hand, assumes that people
Peek out your office door and take a good look at your employees. With the exception of a few royal pains, you've got a nice group of people. By and large, they do good work, they get along with you and one another and they're generally well intentioned. But, are they
To implement the right changes, a rigorous process of monitoring engagement and defining appropriate support and activities is needed.
Employee engagement does have a direct and measurable relationship to, impact on customer engagement.
Engaged employees want their organization to succeed because they feel connected emotionally, socially and even spiritually to its mission, vision and purpose.
Employees who build and nurture strong customer relationships have an indirect impact on corporate financial health.
The Human Sigma management approach starts by accepting human nature and then uses it to manage employees.
Customers who feel strongly connected to your company spend more and stay loyal. When employees and customers are happy, your profits can soar.
Companies that keep their promise create trust, a sense that promises they make today will keep in the future.