HR Corner Dismantling the corporate hierarchy by Alex Chan UK-based company brings new team-building techniques to Hong Kong Hong Kong companies are often criticised for being too hierarchical and not doing enough to encourage interaction between departments or different levels of staff. Managers are known to adopt a detached or superior attitude towards team members, and back-office staff often see little need to associate with their frontline colleagues. Such attitudes can easily lead to divisiveness and disinterest, creating an unproductive working environment. Alert to these potential problems, Pret A Manger has drawn on the business model used by the company's UK operations to emphasise the value of teamwork and build a dynamic organisation. "When we first entered the Hong Kong market, we found it difficult to hire shop managers because locals have a very hierarchical state of mind," says Sabine Ernst-Appiagyei, people manager at Pret A Manger (HK) Ltd. She noticed that many candidates with management experience were not prepared to work in the shops, make sandwiches or clean up. This led her to ask one question: "What is the point of being a manager if you're not willing to help out when needed?" Because of this, the company requires all new recruits, including back-office staff, to complete a ten-day on-the-job training programme to learn how the shops operate. "What happens in the shops ultimately pays everyone's salaries," says Ms Ernst-Appiagyei. "Therefore, all of us should fully appreciate what goes on, so we can offer the right kind of support." As a matter of policy, shop managers are expected to take a turn in the kitchen every month, working alongside more junior team members. This is not simply to lend a hand during busy periods, but is also a deliberate tactic to create stronger team spirit. By continuing to value our employees and maintaining a team dynamic, we will continue to see high employee loyalty Two passions Generally, the company claims to be equally passionate about two things: good food and developing people. "That's why we have a people department, not a human resources department," says Ms Ernst-Appiagyei. "People have feelings and families and that affects how they work. We look at the whole person not just the worker, unlike some companies which tend to see employees as robots who clock in and out." Evidence of their dedication to career development is seen in a 12-week management training programme arranged for employees with obvious potential. This includes work on an in-store project to develop practical skills and classroom time to cover more theoretical knowledge and management techniques. The fact that over 65 per cent of current managers were formerly team members shows the effectiveness of the programme. Realising the importance of allowing time for a personal life, Pret A Manger sticks to a five-day week. Although work hours begin as early as 6am, the day usually ends around 3pm, giving staff reasonable time with their families and to pursue outside activities. Ms Ernst-Appiagyei has found that this formula suits staff and has created long-term loyalty. "It has helped the business as well because loyal staff form strong bonds with the customers, who then look forward to coming in one or more times a day," she says. Team interview Not surprisingly, there are also very strong ties between employees, something confirmed by Ivy Tong, team leader for Pret A Manger at Central MTR. "Working in the shop feels like being part of a second family," she says. "We all get along very well and are good friends as well as colleagues." This is partly due to the company's unique interview process. Hiring decisions are not left to the people manager or based solely on academic results and one-to-one interviews. Instead, applicants are asked to do an on-the-job interview by spending a full day in one of the stores and actually working with the rest of the team. After that, the team discusses and decides on the candidate's suitability. "The team will end up working with the new recruit, so if they are not satisfied, we won't hire the candidate," says Ms Ernst-Appiagyei. The use of such methods has allowed the company to keep staff turnover at a comparatively low 10 to 20 per cent a year. "With new hotels and Disneyland opening last year, we lost more managers than usual, but I wouldn't hesitate to say that some of them already regret their decision," says Ms Ernst-Appiagyei. "However, I am confident that by continuing to value our employees and maintaining a team dynamic, we will continue to see high employee loyalty." Salient points When managers work alongside other employees it creates real team spirit Employees should be treated as people rather than resources Development programmes and shorter working hours improve staff morale Satisfied employees are more loyal and develop stronger ties with customers Team interviews help to ensure that new recruits will fit in well Taken from Career Times 21 April 2006, p. A18 Your comments are welcome at [email protected]