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In countries hit by the Covid-19 pandemic, customer-facing service businesses don’t just face a tough two to three months; they face a tough two to three years. Because people will still be nervous about catching the disease until a vaccine is widely available, demand is likely to be depressed, while costs — due to measures needed to keep employees and customers safe — will be higher.
Making the challenge even tougher, many of these businesses rely on a “bad jobs” model for frontline workers whose hallmarks are low wages, low productivity, high turnover, and difficulty adapting to changing customer needs and technologies. Now more than ever, they need a new labor approach. They need a “good jobs” system that combines investment in people with operational choices in order to maximize employee motivation, contributions, and productivity. Bad Jobs = Bad Performance
As the tussle over federal pandemic assistance in the United States has made clear, many service companies, even those whose financials looked fine, were already in trouble. A big part of that trouble was […]