小兰给柯南献血是哪几:英文翻译!

Instead, try moving them on -- into, say, incoming inspection. And once they're doing that competently, let them run your machinery... or work in the paint room ... or in final test, or final inspection, or shipping.

Forget any notion that there are men jobs and women jobs. And question any notions you may hold about skilled jobs. Yes you may need a skilled machinist to produce custom parts -- but not routine parts. You may need a skilled technician to do generalized testing -- but not routine testing. If your needs are routine, hire a moonlighting machinist or technician to come in to show your employees how to make those parts or how to run those tests.

When an employee has all the jobs involved in building the product down pat, let them plan, schedule and manage the whole production operation for awhile.

When they're doing that competently, move them into purchasing and let them do some buying. And then into sales... and service, letting them handle some sales and service calls for awhile. And then into accounting, letting them maintain the books, file the required government reports, etc.

Even payroll. There are no secrets in a small company. Everyone knows how the company's doing, what everyone else is making. And that "knowledge" is always better based on real data than hearsay -- simply because, regardless of the situation, the real data is always better than the hearsay.

Where I've used "let" in the past few paragraphs -- replace that with "expect". Set the expectation that your employees will be moving among the jobs in your company. A few employees will look forward to the prospect. Many employees will feel threatened by it. Some will bide their time and learn to enjoy it. Others will feel overly threatened -- and leave. Let them! Those are the one's that are so fearful of change that they will become unyielding obstacles when change you must.

Not all employees will like all jobs -- or become competent in them.