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jackpot
Page 119
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in its introduction", said Mr. Packham.
"We set up productivity committees at each of our depots and these committees, all filled by enthusiastic members of the staff, accepted from the outset that profits had to be earned before any dividends could be paid out. With general agreement on this quite vital point an agreed basis for the scheme was hammered out. Our own ideas have been materially altered in response to suggestions put forward by the staff; the 'consensus' approach has helped enormously to give momentum to the scheme."
The elected committee is fully representative of depot staffs and typically consists of a "C, and D" driver, two clerks, representing thd traffic and administrative functions, a warehouseman and fitter. The area manager and Mr. Packham and Mr. Howard, participate in the discussions.
Reflecting the obvious fact that all profitability stems from the actual performance of drivers, Packham specified the base standard (daily collections and deliveries made on average in the 10 busiest weeks last year) and apportioned bonus awards on a functional basis. All "drops" or collections over the base standard yield monetary rewards assessed as follows:
Administration clerks-2s per drop; Loading bank and warehouse staff and traffic office staff-4s per drop: Trunk drivers and 6tters-6s per drop: Supervisors-50 per cent more than the grades they are responsible for: Management—A composite bonus based on functional responsibilities.
In the three months' life of the scheme driver performance has improved on average about 10 "drops" above the base standard— and this represents a substantial additional weekly tonnage on the basis of an average drop size of cwt. The terms of the bonus scheme are identical throughout the group
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