You take them down to the deep end, and you throw them in, and whoever doesn't drown, you keep. Especially with new people. It gives them the feeling we are investing in them, and we want them to do well. It really gives them a peace of mind that they can settle down into learning the job not wondering whether or not they're going to have the job. Forget the productivity.
Employee morale is now very good.
These improvements were marked by a big boost in employee morale. Gudenas' work with Cisco Systems was featured in Kirkpatrick's book as a stand-out case study. The people who aren't 100 percent become 100 percent. If one were looking for the most impossible training and education testbed, high technology would certainly serve. Driven by Moore's Law, which says the number of transistors on a computer chip will double every 18 months, new generations of technology go spinning by trailed by training manuals that are obsolete as soon as they are printed.