Reviving a TV Network
So much to be done…
The network I presently head, RPN-9, once called “the leader” has long been marginalized. With much publicized labor problems in the past, and a revolving door for its numerous leaders, morale has been low for a long time. It is woefully over-staffed and most are just waiting to get their retirement pay. Its facilities are outdated and its broadcast footprint shrunk. How does one revive such a network?
For its labor problems, it easy to think that dialogue will solve this problem. It requires more than that. Labor’s distrust of management oftentimes stems from a perception that labor is made to make sacrifices while management is not. This can be addressed by a policy of “shared pain, shared gain.” Transparency is a condition sine qua non. When times are hard, and money is hard to come by, suspicions find a fertile ground to grow. Practice transparency and these suspicions wither on the vine.
A serious cost-cutting effort is imperative. This can become credible if management leads by example. Reorganizing the workforce and co-locating various departments performing the same functions can redound to savings in utility and power expenses. This has been attempted in the past but it has failed. If the savings are earmarked to pay for employee benefits, one can expect more enthusiasm in the effort.
There are so many things that can be done by management to show labor that it truly cares for its welfare. There are so many programs that can be launched to modify unhealthy lifestyles and make everyone healthier and productive. I am just about to institute a smoking cessation program. I will introduce a dietary information program to reduce saturated fats in cafeteria food and help reduce cholesterol levels in a workforce that is beginning to age. There is so much to be done to revive a network. One has to start with its most important resource: its workforce.