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Building Morale for OM Staff with Measurable Improvements in Productivity and Engagement

机译:通过显着提高生产力和敬业度为运维人员打造士气

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The Department of Water Services, part of the District of Columbia Water and Sewer Authority is responsible for the operation and maintenance of the linear potable water infrastructure in the District - including 1,350 miles of pipe, nearly 40,000 valves, 9,500 fire hydrants and over 130,000 service connections. The Department has approximately 200 full time employees, the majority of whom work in the field operating the system, conducting maintenance (preventive, corrective and emergency) and frequently interacting one-on-one with customers and a variety of other stakeholders. Several years ago, the Department management team began to take intentional steps towards improving the morale and organizational culture of the team. Recognizing an opportunity for self-improvement, members of the management team took it upon themselves to learn about and focus on improving their own leadership and teambuilding skills. In addition, deliberate steps were taken to build trust and invest in the team. It took time and effort to see returns in the form of changed perceptions and expectations but the results continue to pay dividends in both tangible and intangible ways.
机译:哥伦比亚特区水和污水处理局下属的水务部负责该地区线性饮用水基础设施的运营和维护-包括1,350英里的管道,近40,000个阀门,9,500个消防栓和超过130,000个服务连接。该部门约有200名全职员工,其中大多数人在操作系统现场工作,进行维护(预防,纠正和紧急情况),并经常与客户和其他利益相关者进行一对一互动。几年前,部门管理团队开始采取有意识的步骤来改善团队的士气和组织文化。管理团队成员认识到自我提升的机会,因此亲自学习并专注于提高自己的领导能力和团队建设技能。此外,还采取了蓄意的步骤来建立信任并投资于团队。花费时间和精力来以改变的看法和期望的形式看到回报,但是结果继续以有形和无形的方式带来回报。

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    《Utility management conference》|2018年|557-559|共3页
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