The SAS Institute provides "subsidized Montessori child care, free snacks, and unlimited sick time for staff." The result of that impressed Elsen; "An industry-high employee retention rate."
And Elsen couldn't help but be moved by the innovative way in which Southwest Airlines treats employees. The employees at Southwest Airlines are "taught" how the profit-sharing aspect of business works because management stuffs "comic-book style financial statements into Cracker Jack boxes." By seeing the financial realities of day-to-day business dynamics, Southwest Airlines workers know how to "...unleash their creativity to shrink costs and beef up the bottom line," Elsen explains.
She even promotes the book for libraries by suggesting "innovative management is always a winning theme" when it comes to "public and academic library business collections."
Still another review of the book - by Leigh Rivenbark in HR Magazine - explains that what the Freibergs have offered readers is a strategy that puts employees before customers. The theme of Rivenbark's critique is simple; employees are the "chief communicators of a company's culture to the world, so if employees aren't happy, customers won't be either..."
Rivenbark was impressed by the innovative and strategic management style of the retail chain Bon Marche, featured in Guts. The CEO and HR chief worked collaboratively to create an "employee-first culture" at Bon Marche. How did they do this? They changed the culture completely in an attempt to slow down the rate of turnover. Management went to employees and asked them to put together "telecommuting options, bonus programs, a casual dress code" along with a flexible schedule to fit workers' personal driving needs and family concerns. "Turnover plummeted," Rivenbark went on, and the customer service department improved as well.
This book is loaded with examples that can be used by employees and management in many ways. The bias that the authors show over and over is against companies that run their businesses the old fashioned, top-down way. Authority for many companies still lurks at the top of the ladder, and employees are expected to...
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