This meant Jorge, the screen printer, had to “eyeball” placement, a process he realized wasn’t easy when he screened shirts with crooked lettering. When Bost went undercover to learn screen printing, he discovered that design specifications were missing. The undercover bosses also learn the challenges and skills required to carry out job responsibilities. Why don’t those bigwigs come in here and see what it’s like? Company picnics are nice, but take care of us on the job instead.” They don’t provide water-it’s a budget thing. It’s very hot, and we work too long for no money.” Kim, a warehouse employee told Taylor, “It’s hot inside here. An employee loading boxes into a truck said, “We claim to sell fun, but it’s no fun in this truck. Taylor also learned that cost-cutting measures that eliminated sports drinks and water caused negative consequences on the front lines. The first employee he encountered described OTC as “a godforsaken, grueling place to work” and said half the employees didn’t care about OTC because managers don’t know how to interact with employees and treat them as numbers. He learned, however, that they were experiencing anything but fun. Sam Taylor, CEO of Oriental Trading Company, went undercover to ensure front-line employees were staying true to the company mission of selling fun. Strategy #1: Experience Firsthand What Employees Deal With On the Job However, the most powerful takeaways are the underlying lessons learned while employing these strategies. Perhaps these strategies seem obvious, or like “old” approaches that have been tried before. Show employees they are valued and appreciated.Invite employees to share feedback and ideas.Experience firsthand what employees deal with on the job.Undercover Boss illustrates Blanchard’s simple concept of catching people doing something right, as well as demonstrating six strategies to improve engagement: With so much emphasis on improving engagement, why such dismal results? What can managers do differently? ![]() Yet a 2011 study by the Society for Human Resource Management reports that all surveys, from Gallup to Towers Watson, consistently indicate that only a small minority of employees feel fully engaged. Just as coming-of-age movies have evolved, so have management approaches-most in the last decade have aimed at increasing employee engagement. It’s a concept originated by Ken Blanchard in his book The One Minute Manager, which also premiered in 1982. Instead, “catching people doing something right” is the message of Undercover Boss. Like Bost, perhaps you would be thinking, “This is unacceptable! I’ve caught him doing something wrong, and he needs to go!” Indeed, employees have been fired in other episodes but if firings were the only appeal, people would be watching The Apprentice. ![]() What was he thinking… or smoking? In all “fairness,” the employee had no clue he was discussing his hobby with the CEO, because Bost was disguised for the Emmy-winning TV series Undercover Boss. I know how to grow some weed if you’re interested.” Although this could have been said by “surfer dude” Spicoli in the 1982 movie Fast Times at Ridgemont High, it was actually spoken by an employee to Toby Bost, CEO of O’Neill Clothing USA, a prominent surf wear and active lifestyle brand. Managers who strive for harmony between concern for results and concern for employees are more likely to inspire engagement.
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