THERE IS A HELL! - - - IT IS CALLED RETAIL NEVER TRUST AN EMPLOYEE AND NEVER IT'S BOSSES! | Page 2

NEVER

Trust an Employer or It’s Bosses
I just think it's difficult for employees to be sold some moral argument about how they
should dedicate their lives to the company, for the good of the company, when the person
giving the argument doesn't have to do the same.
The idea that the good of the company is the good of the employee often falls very short.
Lastly, I think that employees on the ground level, engaging customers often have to face
the fact that the company places them in compromising and uncomfortable positions with
customers, which feels like a slight betrayal of their own belief system or feelings about what
is right. They have to support 'company policies' that they see are obviously not friendly or
helpful to the customer, but have no power to affect it. It's like being made to do the
company's dirty work.
Some employees don't trust some employers because ACTIONS (OR INACTION) SPEAK
LOUDER THAN WORDS. When you freeze decision styles that challenge the times, good or
bad, and layoff 10% + of the workforce, and freeze hiring--and the workload continues to
grow even loyal employees lose trust. It's like dropping an anchor on a fast moving ship that
suddenly stops all movement forward so that you're dead-in-the-water. When that happens
employees are at a decision point. Some will suffer silently, or produce an anonymous letter
and some will jump ship, first chance, onto other ships that are still moving forward. You can
trust those result as predictable outcomes when employees see the writing on the wall or
feel their sweat equity is doing little to stoke a stalled ship.

Short answer, because we haven't earned it.

We talk about employment at will, but we resent the fact it has be clearly explained and
reciprocal to be enforced.
Today we still refer to employees as
'human capital' and human assets' rather
than people. We call the skills of setting
appropriate expectations, giving feedback;
coaching, selecting and hiring the right
people 'soft' skills and build monuments
to technology. We don't teach leadership
very effectively.
When faced with financial pressure the
first step taken by most organizations is
to reduce employment through 'right sizing', off shoring, etc.
C level compensation the last two years increased 20% per annum while the average worker
saw a 2% increase.
In most organizations change is something we try to do 'to' people rather than with people.

dodie ste®eo p®odu©tion ™

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