In sharing some thoughts on interviewing questions and what and how we handle a new employee, it constantly reminds me of the question, what is the environment like this new employee is entering? The most impactful environment will be the actual day to day work area and the other employees in that department, who the new employee will be working with and will be indoctrinating him/her into the culture of the department and company. If this culture isn’t healthy; then, has the new employee been set up for failure?
Hate to admit it but yes. I certainly can look back and acknowledge where a department wasn’t performing well, not because it did not have talent, skill or experience but because it had interdepartmental bickering, jealousy, politics, and confusion. The culture was bad. Probably the whole company culture wasn’t healthy. It took time to recognize and was tough to change but it accomplished with improved results.
Imagine a lift maintenance department at two different ski resorts, one has fairly high turnover, significant lift downtime and frequent management changes. The other has long tenured staff, low lift downtime and, reflecting the staff, the management has been around for some time. We don’t have to imagine this, I can take you to an example of each resort today. Why do these differences exist?
The pay is fairly comparable allowing for the seniority, overall experience is similar, external training levels are similar as well. The difference is the organizational health of the respective departments.
Here’s a link to take the survey. There are 17 questions, that will provide instant feedback as to the organizational health of your department/company (depends on your rank, for the working mountain ops folks I’d suggest answering based on your department or just mountain operations).
It would be great to hear back from you on the survey results and I’ll be sharing more in the future on this topic.