摘要: |
Stockton says: "At Ashton, the previous manager had let it go. I was fortunate that the [depot staff] wanted to do the right job, but morale was low, and they didn't see a way out of that. At first it was about small changes: getting the broken grease guns working, fixing the leak in the roof by the pit - little wins to show that I cared." The 100-bus garage, fitted with five pits and three sets of vehicle lifts, employed three shifts of fitters on seven-day rotations, three coachbuilders and one electrician, seven part-time cleaners, seven fuellers and shunters and three full-time night moppers. Of the group, he recalls: "It was a good handful of people, but it was still understaffed and the retention was shocking. People were leaving the depot. Engineers are always hard to find, and they are not easy to breed. The key is to find out who is capable of a good job, and work to retain them. If they all had downed tools and left, we would have been in serious trouble." |