Collaboration for Success. The Union and the Company agree that on-going, open, 5 honest communication is critical to the success of the Company. This communication takes many 6 forms and must be embedded in the culture of the Company at every level. Spirit will continue to 7 educate employees and management on this interactive process. 9 A crucial element of this culture occurs between line managers and their employees. Both the manager 10 and the employee must seek to understand each other’s perspectives, goals and aspirations on an 11 ongoing basis. In recognition of the individuality of Spirit employees and the uniqueness of the 12 employee’s roles and responsibilities, the exact frequency and forum for communications is to be 13 determined by the employee and their manager, with the minimum frequency being determined by
Collaboration for Success. 6 The Union and the Company agree that on-going, open, honest communication is critical to the success 7 of the Company. This communication takes many forms and must be embedded in the culture of the 8 Company at every level. 10 A crucial element of this culture occurs between line managers and their employees. Both the manager 11 and the employee must seek to understand each other’s perspectives, goals and aspirations on an on-going
Collaboration for Success. The Union and the Company agree that on-going, open, 36 honest communication is critical to the success of the Company. This communication takes many forms 37 and must be embedded in the culture of the Company at every level. Spirit will continue to educate 38 employees and management on this interactive process. 1 A crucial element of this culture occurs between line managers and their employees. Both the manager 2 and the employee must seek to understand each other’s perspectives, goals and aspirations on an 3 ongoing basis. In recognition of the individuality of Spirit employees and the uniqueness of the 4 employee’s roles and responsibilities, the exact frequency and forum for communications is to be 5 determined by the employee and their manager, with the minimum frequency being determined by the 6 Company. 7 Topics to be discussed may include, but are not limited to: 8 • The employee’s goals in the context of value to the organization/corporation which may include 9 the potential of reassignment to achieve success.
Collaboration for Success. T he Union and the Company agree that on-going, open, honest communication is critical to the success of the Company. This communication takes many forms and must be embedded in the culture of the Company at every level. A crucial element of this culture occurs between line managers and their employees. Both the m anager and the employee must seek to understand each other’s perspectives, goals and a spirations on an on-going basis. In recognition of the individuality of Spirit employees and the uniqueness of engineering roles and responsibilities, the exact frequency and forum for communications is to be determined by the employee and their manager, with the minimum frequency being determined by the Company. T opics to be discussed may include, but are not limited to: • The engineer’s goals in the context of value to the organization/corporation which may include the potential of reassignment to achieve success. • Current roles and responsibilities for the individual and how they support the manager and the manager’s organization. • Breaking down Corporate goals and attributes to measurable goals within the organization • Individual performance, measured in a qualitative and/or quantitative sense and how that performance supports the success of the organization. • Future roles and responsibilities • Examination of work/life balance against organizational needs D ocumentation of these discussions is strongly encouraged. This is meant to facilitate on-going and honest feedback, enable informed discussions within Skill Teams to better facilitate personnel movement and support management decisions such as upgrades, and salary adjustments.
Collaboration for Success. The Union and the Company agree that on‐going, open, honest communication is critical to the success of the Company. This communication takes many forms and must be embedded in the culture of the Company at every level. Spirit will continue to educate employees and management on this interactive process. A crucial element of this culture occurs between line managers and their employees. Both the manager and the employee must seek to understand each other’s perspectives, goals and aspirations on an ongoing basis. In recognition of the individuality of Spirit employees and the uniqueness of the employee’s roles and responsibilities, the exact frequency and forum for communications is to be determined by the employee and their manager, with the minimum frequency being determined by the Company. Topics to be discussed may include, but are not limited to: • The employee’s goals in the context of value to the organization/corporation which may include the potential of reassignment to achieve success. • Current roles and responsibilities for the individual and how they support the manager and the manager’s organization. • Breaking down Corporate goals and attributes to measurable goals within the organization. • Individual performance measured in a qualitative and/or quantitative sense and how that performance supports the success of the organization. • Future roles and responsibilities. • Examination of work/life balance against organizational needs Documentation of these discussions is strongly encouraged. This is meant to facilitate on‐going and honest feedback, enable informed discussions within functional leadership discussions to better facilitate personnel movement and support management decisions such as upgrades, and salary adjustments.
