Being able to manage break times and lunches has become a difficult task to keep up with. When it starts to affect productivity and customer satisfaction it is just as difficult to avoid. After a needs assessment and logic model we have been able to find the tools, measurements and data that will allow us to regulate the problem and enforce a program to improve customer satisfaction, provide consistent flow, efficient production, and instill motivational reinforcement. Since our employees are having a hard time following company policies in regards to lunches and breaks we have put together a training and development program that will monitor, address, and enforce our concerns. The (MET)Mandatory Extensive Training Program is a program that
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It is solely up to a center manager to give or take away these additional benefits. In the other hand, a 30-minut meal break is required after 4 hours worked during a shift and per company policy may not be taken advantage of. To keep our employees rested and focused we concluded that additional rest breaks should be continued but the program has to be enforced. This will also help aid high number of employee turnover ratio, documentation errors, poor performance reviews, and a higher number of negative donor satisfaction surveys. In our business speed is critical just as responsibility for attendance. Not having accountability and presence of one employee can affect the production area as a …show more content…
Times will be recorded on a spreadsheet just like the one shown (figure 1.1). Speed and efficiency will be directly observed by group leads and recorded using a stopwatch provided by management. From the moment a donor enters his/her information into the kiosk all throughout the donation process, time is running and counted towards the overall HPD. However time management has not been calculated because it has never been enforced neither observed. Again, this is why we have set in place a group leader for each production area who will ensure that constant flow and customer satisfaction is followed throughout the entire visit. Direct observation is supported by management and may be recorded on any employee at any random time. If a group lead feels that a staff member needs additional training, it will be provided through the MET
It is solely up to a center manager to give or take away these additional benefits. In the other hand, a 30-minut meal break is required after 4 hours worked during a shift and per company policy may not be taken advantage of. To keep our employees rested and focused we concluded that additional rest breaks should be continued but the program has to be enforced. This will also help aid high number of employee turnover ratio, documentation errors, poor performance reviews, and a higher number of negative donor satisfaction surveys. In our business speed is critical just as responsibility for attendance. Not having accountability and presence of one employee can affect the production area as a …show more content…
Times will be recorded on a spreadsheet just like the one shown (figure 1.1). Speed and efficiency will be directly observed by group leads and recorded using a stopwatch provided by management. From the moment a donor enters his/her information into the kiosk all throughout the donation process, time is running and counted towards the overall HPD. However time management has not been calculated because it has never been enforced neither observed. Again, this is why we have set in place a group leader for each production area who will ensure that constant flow and customer satisfaction is followed throughout the entire visit. Direct observation is supported by management and may be recorded on any employee at any random time. If a group lead feels that a staff member needs additional training, it will be provided through the MET