Describes a culture‐change program, supported by employee development, at Leighs Paints.
Explains the reason for the changes, the way in which they were implemented and the results they have achieved.
Reveals that staff turnover has fallen from 14 percent to 4 percent a year, absenteeism is down from 8 percent to 1.8 percent and productivity has risen by 98 percent in the decade since the changes were introduced. A failing company has been transformed into a highly successful one.
Explains that employees are now empowered, team‐work is strong and a “can do” attitude prevails.
Highlights how developing a sense of pulling together has helped to make Leighs Paints an employer of choice.
Claims that turning the hierarchy upside down, and being led by the employees, is unusual in a paint manufacturer.
