Two task forces had completed their training and were about to begin their meetings the recognition committee had given awards to all employees for achieving performance targets companywide and the Plane Truth, a biweekly newspaper a group of flight attendants had started, was beginning its second year in print.īut while the Spirit program showed signs of lifting morale, outside forces were undermining it. Your spirit and mine-a Century Spirit-will pull us through.”īy December 1990, the Spirit program was well under way. “The effectiveness of these mechanisms and the success of the program,” he wrote, “depends on you. The program consisted of four mechanisms: cross-functional task forces, open communication, recognition committees, and individual initiative. The letter described his goal of creating a positive work environment in which teamwork, creativity, and change could flourish.
Johnson announced the Spirit program in a letter to employees. To build commitment and boost morale, he enlisted the help of the unions, middle management, and the human resources department to develop what he called the Century Spirit program. He also knew that employees had made many sacrifices-wages and hiring had been frozen for two years-and that morale had suffered as workers complained of being asked to do more work for less pay. Johnson knew that Century’s continued survival depended on consistently high levels of customer service and that service excellence in turn required the commitment of the work force. He had helped negotiate a partnership to feed the hub of a large domestic carrier, and he had been instrumental in winning the cooperation of Century’s unions. Johnson knew the airline industry inside and out. Johnson’s appointment was no surprise within the company, nor was it a disappointment. In 1989, Century’s battle-weary leader retired and handed the reins to his protégé, Richard Johnson. But under the skillful leadership of its long-time president and CEO, the $300 million regional carrier struggled through. In the decade following airline deregulation, every month seemed to usher in a new crisis-whether over the availability of landing slots and gates or over the cost of equipment leases and fuel. Get ongoing support around the latest award information in easy-to-understand formats.Century Airlines had made it-so far. Reduce end-of-year stress with STP compliance and workflows. See your platform automatically pay the right amount, make the correct deductions and eliminate hours of admin. Share staff across venues, share schedules via the employee app, make adjustments and swap shifts in a snap, and more.įoundU eases the burden of compliance with its native payroll system. Use analytics to optimise costs and resources. Schedule the most appropriate, available people for each shift, while monitoring your wage cost in real-time. Create multiple onboarding journeys customisable by position, setting requirements and conditions as you need.įoundU helps drive efficiency and profitability from a single screen. Enable staff to provide the information, policy acknowledgements, qualifications and availability you need. foundU gives managers one system to onboard, schedule and pay their workforce with confidence.įoundU offers simple employee onboarding to help you create a strong employee experience. Our platform makes it possible to scale a business without hassle or risk that traditionally accompany global hiring.Įxperience an all-in-one cloud-based workforce management software, built for Australian businesses.
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