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e Frontline Satisfaction Level 60% 40% Key Engagement Factors 70% 40% Average Employee Perception 90% 80% Safety Performance/Productivity 90% 80% Average Supervisor Perception Departmental Communication 80% 70% Cross-Functional Teamwork 70% 50% Retention 70% 40% Figure 5-2 Results of internal market-orientation Logistics Personnel Development Case Study The discipline brought to the job by experienced supervisors helps to ensure that employ- ees adhere to established processes that are important to the quality and cost of ware- house operations. Along with discipline, it is also important to establish a rapport with employees that encourages them to communicate and take initiative and pride in their work. The following case study presents a dilemma between three managers in a ware- house. Supervising styles differ significantly between two managers. The tension must be resolved before it impacts the morale of the operating employees and clerks. Logistics Consolidators, Inc. (LCI) (Logistics Personnel Development Case) Paul Krass finds it difficult sleeping at night thinking of the relationship and manage- ment issues between his co-director and his recently hired college friend. In less than a month, Paul's friend is contemplating tendering his immediate resignation, whereas his co-director wonders why Paul ever suggested the hiring. Paul knew that there would be some personality differences initially to overcome, but thought that in time the two would complement each other's managing style. The situation seems to have come to a boiling point, and Paul is in the middle counseling his friend one minute and his co- director the other. He knows that both managers are valuable to the company and feels that he must help to identify the problems and preventative solutions so that he helps to retain the managers and their friendship. 70 THE DEFINITIVE GUIDE TO WAREHOUSING