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5. Plan: Identify opportunities to effect a solution -.make a plan to implement. <br /> 6. Do: Implement the plan (may want to test the implementation -plan with yard staff at <br /> this point). <br /> 7. Check: Measure results. Study what you have learned. This too, may be <br /> accomplished with a survey, focus groups, etc. <br /> 8. Acl: Act on test results. Make modifications to the implementation. <br /> The Committee decided to begin with Step One of the process for Issue #5 as follows: <br /> Step One -Plan: F;:~~ _ <br /> Problem Statement: Why don t employees feel appreciated . <br /> 1. Some employees don't know their supervisor well enough to have a personal <br /> relationship with them. <br /> Why? Some employees are not comfortable talking with others -they are more <br /> reserved. <br /> 2. Supervisors don't take the time to appreciate employees. <br /> Why? It's hard for supervisors to find opportunities to express appreciation. <br /> ,Why? Supervisors are busy, behind in their workload, trying to catch up. They <br /> lose what opportunities exist to show appreciation. <br /> Why? Work may be considered mundane or routine -the same work all of the time. <br /> 3. Employees feel as if their opinion on what to do or how to do it is not asked for, and <br /> if given, not considered. There seems to be no opportunity to offer suggestions for <br /> improvement and no acknowledgement of suggestions if they are given. <br /> Why? ervisors are limited in the wa the can reward eo le. <br /> Wh ? ~s orica <br /> y . y, we vela <br /> ways one it t is way -resistance to change. <br /> Why? Perception of the supervisor's role - to be directive. <br /> Why? pe~i~~„c~g„~.'t fg~.~v~r rQUgh wi ,,,~ettin,back <br /> to~,~~e~;.,,~~,,ir . <br /> s~t.~r~exrae~~~~P~~o~ rase <br /> Why? Suggestions not communicated through channels. <br /> Why? Sometimes it takes a long time to process ideas. <br /> ,Why? Time constraints <br /> Why? Sometimes employees don't recognize limitations (same goes for work <br /> groups, citizens, Budget Committee...). <br /> <br /> 4. Supervisors take credit for the good things employees do, but employees take the <br /> blame for errors. <br /> Why? <br /> 5. Managers don't realize the skill level of employees (skills they use every day, what it <br /> takes to do their jobs, such as improvising on the job which takes years of <br /> experience.) <br /> Why? It's not an expectation of supervisors. <br /> 2 <br /> <br />