Solution 4: CEO needs to take a good look at the management and supervisors that are presently in place and do a drastic sifting process. Get rid of those managers who don’t want to work or who are derogatory towards the success of the company and its employees, and do some shifting around with the managers that are still in place. This will help the CEO to see who has the talents and abilities to help the company grow, while giving them a chance to prove themselves. If they still aren’t successful after several attempts, the CEO needs to help them understand that they may be better suited working with another company. In the book Good to Great, by Jim Collins, he states, “We expected that good-to-great leaders would begin by setting a new vision and strategy, we found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats --- and then they figured out where to drive it. The old adage, “People are the most important asset”, turns out to be wrong. People are not your most important asset. The right people are.”
Problem 2: There are no employee incentives/benefits
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There is no organization or criteria on how employees are hired. Employee performance reviews do not exist, but should because they are a valuable tool to help track how employees are doing and the motivate them on work goals and promotions. Seasonal help is needed and yet it appears current labor force is heavily under utilized. These company problems in a sense have created another problem regarding customer demands. If we could organize and create incentives the company can cut costs down and possibly eliminate the seasonal help once their own employees have been managed and attended to