EWA sent a small team to the plant and conducted a series of structured interviews with Senior management, middle management and a sample of the hourly workers.

EWA team spent more than a month interviewing Guangdong employees and management, and observing and documenting interactions among workers and their leaders.

• • Spent several months coaching the General Manager of the facility, and teaching him how to coach his subordinates
  • Provided Basic Supervisory Training on the interpersonal skills needed to improve management’s attitude and behavior towards employees
  • Implemented Job Rotation where practical and employees with potential were identified and given greater responsibility
  • Trained supervisors to focus on finding and rewarding good deeds, rather than on policing and criticizing unwanted behaviors
  • Created basic employee consideration programs to reward positive results and quality-saves, such as departmental “Employee of the Month” awards, birthday recognitions, and more frequent rest breaks to allow employees to refresh and socialize
  • Introduced a structured compensation approach, and opened up the employee welfare benefits program to assure fairness and full legal compliance
  • Defined Employee Standards and implemented a realistic job preview process to acquaint prospective hires with the realities of the job environment, enabling them to set realistic expectations
  • Launched a semi-annual Employee Attitude Survey program to measure results in the collective temperament of the workforce and their perceptions of change