How Did Dave Stewart Use Employee Involvement?

One of Cummings and Worley essential elements of Employee Involvement (EI) that Dave Stewart, CEO of CNE used to involve employees of CNE was information. Information is how readily critical information is accessible to make effective decisions. Therefore, Dave Stewart promoted EI by guaranteeing essential information flows freely to the right authorities. For example, “data about operating results, business plans, competitive conditions, new technologies and work methods, and ideas for organizational improvement” (2015, p. 376). Moreover, Dave Stewart developed a group called the Team of 8, which included managers from diverse departments to be responsible for various methods to get others on board and engaged in the innovation of the CNE project. The Team of 8 did the following to get information out:
•
Took advantage of the day-to-day contacts, Team of 8 used their respective departments as a mutual place to share information.
This idea was to allow this information to spread throughout the company informally. It also, encouraged those engaged to use their own informal network to spread information across the organization. Dave Stewart met with every supervisor in CNE, but encouraged the team to use a combination of structured and informal contacts.
• One of the team members created a group of 15 ambassadors who controlled the communications efforts of the team. Therefore, the members went way and beyond to communicate and educate their connections and friends. This “grapevine” (Carlin, Dean, Kern, Searcy, & Stanley, 2011, p. 33) approached proved to be extremely successful in motivating CNE employees. The more information that was “leaked,” (Carlin et al, 2011,
p. 33) the more excitement and discussion spread throughout the organization. Thus, the Team of 8 became champions of change a reliable source of information, delivering the word.
• The structured plan included a rollout of employees that consisted of events designed
to create excitement and support from within. For instance, employees who asked questions about the project were given a Hard Rock Tulsa T-shirt. This event was an enormous success in engaging employees adjusting to the change.
• Another strategy in spreading the word, the Catoosa Unplugged meeting, which gave the employees the opportunity to have fun, and interact with company leaders. A tour of other points of interest to the Hard Rock theme was given.
• An internal newspaper called the “Vibe” printed the news of the transitions, accomplishments, celebrations, and music trivia. This approach enabled all employees to become familiar with the questions asked by the guests.
• A revised orientation program was implemented that customized all existing Catoosa employees, as well as, new employees. Everyone was encouraged to participate in the re-orientation to develop a clear understanding of the Hard Rock music, which was useful in contributing to their guests’ experiences.
• Employee’s uniforms were changed to reflect the new theme, entrance redecorated, and walls repainted. Additionally, scripts given to front-line employees with answers to nine questions that guest would most likely ask. This way all employees are consistent with their responses.

• Before the grand opening, the Team of 8 believed that over 70% of the employees had accepted or had committed to the change. Furthermore, by having the opportunity to engage in the process, employees and managers now understand the significance of the transformation and how it indeed affects employee involvement. On the other hand, management is in agreement “they would need to continue to work toward a higher level of acceptance as an ongoing process” (Carlin et al., 2011, p. 34).