Employee Handbook Quotes

Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation

Employee handbook, thou art a beotch.

Ambition. Yes, that is my God. When Ambition is your God, the office is your temple, the employee handbook your holy book. The sacred drink, coffee, is imbibed five times a day. When you worship Ambition, there is no Sabbath, no day of rest. Every day, you rise early and kneel before the God Ambition, facing in the direction of your PC. You pray alone, always alone, even though others may be present. Ambition is a vengeful God. He will smite those who fail to worship faithfully, but that is nothing compared to what He has in store for the faithful. They suffer the worst fate of all. For it is only when they are old are tired, entombed in the corner office, that the realize hits like a Biblical thunderclap. The God Ambition is a false God and has always been.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

Nordstrom believes that great service begins with showing courtesy to everyone—customers, employees, and vendors.

His eyes traveled the length of me and as they were doing this, he cut me off again. “Jesus, what the f**k you got on?” I looked down at my yoga clothes then back at him. “I just got back from yoga.” His eyes took their time sliding back up my body before they locked on mine. “You finish that Employee Handbook, you make that,” he tipped his head to me, “the dress code.

The CEO of a major publishing house was concerned about the lack of creativity among his editorial and marketing staffs. He hired a group of high-priced psychologists to find out what differentiated the creative employees from the others. After studying the staff for one year, the psychologists discovered only one difference between the two groups: The creative people believed they were creative and the less creative people believed they were not.

Values define who we are, and if they change we will become something else,” Peter Nordstrom wrote in the employee publication, Loop. He described practices as “ways of doing things” and “behaviors that express our values.

DevOps requires potentially new cultural and management norms and changes in our technical practices and architecture. This requires a coalition that spans business leadership, Product Management, Development, QA, IT Operations, Information Security, and even Marketing, where many technology initiatives originate. When all these teams work together, we can create a safe system of work, enabling small teams to quickly and independently develop and validate code that can be safely deployed to customers. This results in maximizing developer productivity, organizational learning, high employee satisfaction, and the ability to win in the marketplace.