Company says pivot, complete this self development training, watch and execute these leadership videos, go to MMDP, etc. and many of us do. What happens? Boom, RAE position gone.
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Lol, this is right on target, you just described my female boss, in the ATO organization......." Try and reduce the amount of managers that are promoted simply because they have been with AT&T for 20-30 years, they bring very little innovation and tend to “run off” anyone who"makes them feel inferior
S---er,....
Our probem Goes beyond training and collecting badges, , AT&T had been Confronted with Leadership challenges in all segments for the past 7 years, Now, at least, we have the tools for finding out what really stirs us the employees to commit to our jobs even if we don't always understand the results and Like clouds on the horizon, might be an early warning system for a breakdown in engagement, which is exactly what happened with AT&T Please stop telling staff how much JD Powers Associates thinks of AT&T and work towards your staff liking AT&T. Always remember “nothing changes if nothing changes”. Utilize some of the Leading with Distinction concepts by removing the “manage by fear”, “because I said”, and “we have always done it this way” mind sets. Try and reduce the amount of managers that are promoted simply because they have been with AT&T for 20-30 years, they bring very little innovation and tend to “run off” anyone who makes them feel inferior.
Treat each employee equally without playing favorites. End the MPP program current management “blindside” reports with negative statements and do not understand how to properly utilize the MPP tool. The MPP currently causes more harm than good. Simply stopping the MPP program will increase your Net Promoter Score overnight.
Immediately place a freeze on PIP’s, write-ups, and terminations. Build an in house review team that troubled employees can contact separate from HR to help understand why AT&T and her management are failing that individual. The current 3rd party EEO line is garbage. Work to relocate that individual if humanly possible under a different management structure and try to save that human asset or human resource. A lot of time and money goes into each employee and simply “trashing them” should be a very last resort. Look long and hard at your current management teams for managers who have a higher than normal staff churn. Challenge each group to reduce their scheduled meeting by 20% by the end of 2017, Less is more and staff will have more time to complete critical training which will reduce technical errors within project schedules. Separate out a small Subject Matter Expert team to randomly review work ensuring the schedule doesn’t drive outages and the acceptable risk level is warranted. Currently the managers and Directors operate with in a “conflict of interest” asked to drive the schedule and operate safely even approving their own teams work. Lead by example and show up to meetings on time.
I know at least two people who were forced to move to Dallas and then lost their job via surplus within a year. Moving is never a guarantee in fact it makes you more vulnerable.
If you notice, most of the jobs have went to Dallas or Atlanta, if you want to work for the company, you know where you need to go!
That's how Randy can feel better about the company he's destroyed. He says pivot and take the 2020 training as the stats start to suggest most are taking and have completed. Then he turns around and tells the press he can't find a talented workforce to take the company to the next level.
It's more Houdini sh$!t.
Talent or no talent (not that he or his minions could recognize) he's engaged in a series of expensive short sighted untalented dealings that must. E paid for in jobs. It's simple.