By Alex Frankel
Curious to grasp simply what occurs in the back of the ''employees only'' doorways of massive businesses, journalist Alex Frankel launched into an undercover reporting undertaking to determine how a few of America's recognized businesses win the hearts and minds in their retail and repair staff. Frankel knew the one method to locate solutions was once to move local.
During a two-year city experience throughout the global of trade, Frankel utilized for and used to be employed via a half-dozen businesses: he proudly wore the brown uniform of the UPS driving force, folded never-ending stacks of T-shirts at hole, brewed espressos for the hordes at Starbucks, interviewed (but didn't get employed) at complete meals, enrolled in administration education at firm Rent-A-Car, and offered iPods on the Apple shop.
At the guts of Punching In lies Frankel's quest to determine how a number of the giants of trade flip hundreds of thousands of normal task candidates into loyal--even fanatical--workers. How do they establish and recruit employees who will most sensible healthy their businesses? How do they indoctrinate staff into their company cultures and cause them to excellent messengers in their manufacturers? alongside the way in which Frankel pauses lengthy adequate to ask yourself why he's so usually proof against company makes an attempt to win staff over.
In this full of life and enjoyable narrative, Frankel takes readers on a private trip into the land of entrance line staff to find why a few employees are so desirous to drink the company Kool-Aid and which businesses understand how to serve it up top.
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Extra resources for Punching In: The Unauthorized Adventures of a Front-Line Employee
On-the-job injuries seemed common. One temporary worker like me had badly torqued his spinal cord the very ﬁrst morning he was dispatched into the ﬁeld. Like the crescendo of a symphonic work, pieces of the UPS machine would have to work together and unite as one during the climactic second-to-last week of December. The supervisors and managers, such as Stu, were increasingly helping out by making deliveries. They seemed excited to shed their ties and don our brown uniforms, to lose their management afﬁliation and join the rank and ﬁle.
The upside was that if you had a huge amount of work, you knew other people would come to your aid. The system reinforced the fact that though you might have felt that you were on your own, you were, literally at the end of the day, part of a team. By 6 pm, it was pitch black and raining as Carolyn and I dropped the last dozens of packages in dark doorways. I had no idea at the start of the day, but my ﬁfth day on the job would be critical. The evening before, I had been crushed—physically and mentally.
There was an ineffable feeling that we were doing something bigger than simply dropping off boxes. This feeling clearly started somewhere deep within the organization and then refracted outward as if through a prism and was passed along to coworkers by people like Jim. A culture like this propagates by using an overarching set of guidelines for proper behavior and then having one person imitate another person and pass along certain traits, some of them prescribed from the top, some not. UPS was a place with a palpable spirit, a place where we wanted to be working, where we were made to feel like that chosen few.