# data[].attributes.body
More trust has been given to staff regarding decision making and managing customer relationships. Allows staff to feel empowered and motivated, improving business processes based on first hand experiences with customers.

# data[].attributes.body
There was more focus on punishment rather than reward which would make staff scared to speak out and not feel valued in the company

# data[].attributes.body
Due to low communication across the company, therefore they did not know what was going on within the company

# data[].attributes.body
were at their highest for 10 years because their customer service approach had failed to change with the rapidly evolving environment

# data[].attributes.body
No connection between senior leaders and staff, staff felt isolated with leadership being centralised.

# data[].attributes.headline
Low communication with staff, this has led to high staff turnover.

# data[].attributes.subject
Low communication with staff, this has led to high staff turnover.

# data[].attributes.body
Not kept up with change in what customers want

# data[].attributes.body
No connection with the board so staff were working in silo

# data[].attributes.body
Control systems based on punishment rather than reward which made staff scared to speak out.

# data[].attributes.body
Staff unhappy and unmotivated as were punished rather than reward so felt like works not appriciated

# data[].attributes.body
Adequate use of talent was not being made, leading to a lack of retention of quality staff.

# data[].attributes.headline
Hierarchical and no connection between senior leaders and staff

# data[].attributes.subject
Hierarchical and no connection between senior leaders and staff

# data[].attributes.body
Not focused on attracting and retaining high quality staff so work quality would be poor

# data[].attributes.body
The organisation structure had become hierarchical which could have made staff feel unimportant and like their opinions didn't matter.

# data[].attributes.body
Staff were scared to speak up

# data[].attributes.body
Staff felt voices were not being hard as they were given no autonomy in their day-to-day decision making.

# data[].attributes.body
Customer complaints at highest levels - not trusting staff with knowledge in customer relationship management

# data[].attributes.headline
drive and spirit not maintained, leading to high customer complaints which will then impact the sales of the business and brand rep

# data[].attributes.subject
drive and spirit not maintained, leading to high customer complaints which will then impact the sales of the business and brand rep

# data[].attributes.body
The organizational structure was hierarchical and staff had no voice in the company. This meant the company was not utilizing their skills and knowledge.

# data[].attributes.body
There was a lack of connection between senior leaders and staff, this would make staff feel like they weren't involved in decisions and make it more difficult to act in the best interest of the staff.

# data[].attributes.body
Customer complaints were at the highest level in 10 years meaning customer satisfaction was low.

# data[].attributes.body
Management are not coroperating with staff so staff feel like they are not being listen to or heard

# data[].attributes.body
Customer complaints were at their highest, as customer services had struggled to keep up with the rapidly changing environment.

# data[].attributes.body
Hierarchical and no connection between senior leaders and staff. Staff are not considered within upper decision making and therefore has affected turnover

# data[].attributes.body
Staff felt there voices weren't heard or were scared to speak up

# data[].attributes.body
Focus on punishment rather than rewards which has led to poor morale within the employees.

# data[].attributes.body
Staff had little autonomy to make decisions even though they had the knowledge and skills to do so, leading to a high staff turnover rate.

# data[].attributes.body
High staff turnover - no focus on retaining high quality staff. Focus on punishment

# data[].attributes.body
Higher focus on punishing employees attempting to do their best than rewarding employees. Employees therefore scared to speak freely and were feeling devalued and demotivated

# data[].attributes.body
No connection between staff and senior leaders

# data[].attributes.body
Staff turnover was high meaning that Corjetz were not able to retain key important members of staff and spending more on recruitment.

# data[].attributes.body
not making use of of knowledge and talent within the business so strategies and operations are not including key knowledge that would ensure success

# data[].attributes.body
Staff turnover was high 10 years ago, this shows that staff morale was low and affected adversely on customer service levels.

# data[].attributes.body
Staff knowledge & experiences wasn't being utalised to its full potential

# data[].attributes.headline
lack of innovation leading leading to a decline in customer service.

# data[].attributes.subject
lack of innovation leading leading to a decline in customer service.

# data[].attributes.body
The structure and hierarchy also led to staff feeling their voices were not being heard. This resulted in poorly motivated workforce and high staff turnover.

# data[].attributes.body
and staff were not being listened to, this would have brought down staff moral and therefore the staff turnover was higher.

# data[].attributes.body
This was due to staff feeling unwanted and not being allowed to use their skills appropriately

# data[].attributes.body
Decline in customer service as the company had failed to keep up with the rapidly changing external environment

# data[].attributes.body
High staff turnover as staff were unmotivated so we lost our expertise

# data[].attributes.body
Staff were afraid to make mistakes which creates a unpleasant work environment whereby staff never feel comfortable and therefore they look to move elsewhere.

# data[].attributes.body
Corjetz had no focus on retaining high quality staff so they would feel devalued and make them less motivated if they were not being rewarded for the work and talent they brought to the table.

# data[].attributes.body
Culture of focusing on punishment rather than reward leaving staff demotivated and increasing staff turnover rates

# data[].attributes.body
no connection between senior leaders and staff so staff felt undervalued

# data[].attributes.body
This could have been due to not meeting the demands of the clients

# data[].attributes.body
Was limited, which did not allow staff to progress and left the staff demotivated.

# data[].attributes.body
There was no connection between senior management and staff therefore there was no control on customer service.

# data[].attributes.body
Leadership centralised with a focus on punishment rather than reward. Demotivation of those struggling with their day-to-day activities rather than helping them to achieve and reward for progress, decreasing output and increasing staff turnover

# data[].attributes.body
The previous culture was largely power based with authority and control systems being dominant, meaning staff were left feeling like they wouldn't be taken seriously.

# data[].attributes.body
Lack of staff motivation and autonomy leading to a reduction in customer service, more customer complaints as a result

# data[].attributes.headline
staff rep committee - allowing staff to feel heard leading to happier staff and higher retention rate

# data[].attributes.subject
staff rep committee - allowing staff to feel heard leading to happier staff and higher retention rate

# data[].attributes.body
New staff representative committees created to give staff a voice. Given motivation to staff as they are being rewarded and empowered.

# data[].attributes.body
Leadership styles involved punishment rather than reward staff. Staff were afraid to make mistakes. This led to them not bringing ideas forward and a lack of innovation within the company. Due to this and other issues discussed Cojetz failed to change with a rapidly changing external envirnoment.

# data[].attributes.body
'meet the board' monthly online chats were introduced to encourage communication and motivation. Staff would have felt more seen and involved, bridging the gap between staff and senior leaders.

# data[].attributes.body
Encouraging communication between members of leadership and cabin crew

# data[].attributes.body
Monthly 'Meet the board' online chats allowing communication with the board. This makes staff feel involved in decisions made by the management board.

# data[].attributes.body
Training programs have been re-designed constantly to sure staff have the latest skills. This will encourage staff to continue developing their skills, and make them feel like a values member of staff.

# data[].attributes.body
Introduced a monthly 'meet the board' online chats. This would make staff feel closer to more senior staff and make them feel more comfortable to approach them if necessary. It will allow change to be actioned and the staff will feel more listened to and included.

# data[].attributes.body
The new leadership style is more democratic which has been achieved through encouraging greater participation. This allows staff to be more involved and feel valued.

As staff feel more valued and involved it will increase job satisfaction leading to better staff retention and this value can pass on to customers.

# data[].attributes.body
Competitions to re-design uniforms have proven very popular. Gives staff the opportunity to feel like they are having a direct impact within the business, increasing motivation.

# data[].attributes.body
CEO set up a staff representation committee for ideas to be shared. This led to staff having opportunities to put ideas forward so they feel more valued and engaged.

# data[].attributes.body
We know have a staff rep committee which will allow staff to make suggestions and feel empowerment. This is important as they will feel more involved within the business and felt their voices are being heard.

# data[].attributes.body
This will enable the staff to feel empowered, and listened to by the company. This will give the staff more space to have an honest dialog with the board, giving the staff more power within the company.

# data[].attributes.body
Cabin crew are asked to participate in designing their own uniforms, which is important to the team. They will feel involved and valued in making decisions which impact their day-to-day activities.

# data[].attributes.body
'Meet the board' online chats to open a channel of communication between the board and employees. This allows staff to be informed of ongoing developments and contribute towards future changes, increasing motivation and innovation

# data[].attributes.body
Allowed staff to lead on how to change customer service as a result of a steady decline in satisfaction. This has led to staff feeling valued and heard, leading to a lower employee turnover.

# data[].attributes.body
Appointed a staff rep committee so staff will feel heard and have a direct contact with someone who can air any issues or concerns.

# data[].attributes.body
Training programmes are constantly re-designed to ensure staff have the latest skills, this ensures that staff have sufficient knowledge for their work and able to perform to high standard

# data[].attributes.body
Trusted staff to make make decisions on how to make customer relationship. Allows the staff member to get more involved to make use of their expertise. This means staff are more confident with their job roles.

# data[].attributes.body
Wanted staff to have autonomy and make decisions they where experts in.

Staff feel valued which has led to improving staff retention rates and attracting more high quality staff.

# data[].attributes.body
Entrusted staff to lead the company on changes to customer service techniques. Again, empowered staff as they are leading changes to their day-to-day tasks. More personal touch to customer service with people-led change

# data[].attributes.body
The staff having more access to training programs should enable them to perform their jobs better, giving them more job satisfaction when dealing with customers. Customer ratings would then increase due to staff being more highly trained, and able to provide a better quality of service.

# data[].attributes.body
Board members host an online chat to discuss the business with anyone who wants to join. This gives the staff the feeling over being included in the overall strategy of the company, and gives them a place to voice their opinions.

# data[].attributes.body
Corjetx now has a dynamic culture which embraces change and innovation. They are free to speak tehir ideas and this benefits the company as they often hold the best knowledge on the operational activities.

# data[].attributes.body
Staff are trusted to lead how to manage customer relationships, ensures key knowledge is not ignored and allows staff to feel important and valued within the business

# data[].attributes.body
Staff monthly 'meet the board' online chats have been introduced to the business to help decentralize the organizational structure. This makes the business appear to be more transparent as staff are able to see insights into key performance indicators and communicate easier with the board.

# data[].attributes.body
This is in relation to getting individuals in the business which have different levels of skills and experiences. This helps motivate staff as they can see a clear progression path and that their skills and experiences are helping the business grow and improve so feel like they are more appreciated and are more motivated as have something to work towards

# data[].attributes.body
Magda encourages a consultative approach to leadership where leaders must not just tell their ideas but sell them. This is done through monthly 'meet the board' online intranet session.

Doing this brings board members closer to staff and helps create connection between them. It helps staff to appreciate the work of directors and feel like they are in the know.

# data[].attributes.body
Introduced monthly meet the board online interactive chats to highlight key initiatives.

Encouraged communication with staff, staff feel more seen which has increased staff motivation.

# data[].attributes.body
Embracing a culture of diversity by employing staff from a wide range of backgrounds. Further empowers and motivates staff as they feel included and impactful regardless of their gender, race or background.

# data[].attributes.body
Staff representative committees to encourage staff to share ideas and generate conversation. This allows the free flow of ideas and empowerment of staff, motivating them and making them feel heard as their ideas are listened to and possibly implemented in future business operations

# data[].attributes.body
The setting up of the staff representative committee encourages a culture of innovation and knowledge sharing.

The involvement in decision making of staff has empowered and engaged them which n turn has improved customer satisfaction levels.

# data[].attributes.body
Staff have been given latest training, which is important for staff to have the latest skills. This is important within the business as staff will feel they are being upskilled and being invested into to perform their job at the highest level.

# data[].attributes.body
Monthly meeting with the board and staff, this will improve communication between them as it is regular and clear. Also, staff will feel more involved with the running of Corjetz.

# data[].attributes.body
This is a board where staff come together at different levels to discuss issues and what could be improved. This helps staff feel more appricated as feel like they are being listen to and there opions are being considered so should help motivate staff and reduces the chances of them leaving

# data[].attributes.body
Through empowerment and new initiatives such as the uniform competition, staff are much more motivated and staff turnover is lower.

# data[].attributes.body
Introduced a staff representative committee which encourages staff to share ideas.

Staff feel more valued and part of the decision making which impacts on staff motivation and well being.

# data[].attributes.body
With staff being given more opportunities to use the training programs should encourage staff to be up to date on the latest 'training material'. This has improved customer satisfaction as staff are able to provide a better service to the customers.

# data[].attributes.body
Training programmes are constantly re-designed to reflect the current environment and skillset required for staff to best perform their duties. This ensures staff are capable in their current positions and have the ability to do more and become more within the company and industry to provide a high quality and reliable service

# data[].attributes.body
Training programme are constantly redesigned to allow staff to have up-to-date skills. This helps staff feel valued allowing them to deliver high quality of service.

# data[].attributes.body
Training has been introduced to ensure staff have the latest skills.

This has led to staff feeling more empowered and engaged which in turn has increased customer statisfaction.

# data[].attributes.body
Since Magda's appointment the staff retention levels have increased which suggests staff who are better motivated and who want to remain employed at Corjetz.

This in turn has likely had a positive impact on customer satisfaction levels. Also has meant that knowledge and skills are being retained.

# data[].attributes.body
Cabin crew re-design their own uniforms to be more of what they feel comfortable wearing and seen as. This makes the cabin crew feel proud of their contributions and representing themselves to customers, improving motivation and thus impacting customer satisfaction.