The opportunity to win and be influential.
Root cause problem solving. Less defensiveness.
Root cause problem solving. Less defensiveness.
Salary and health insurance is good.
They try but some fall short.
Daily challenge and lack of monotony.
Operational processes and after-sale customer experience.
Action to balance all aspects of our operation.
My direct leadership team listens.
Health insurance benefits, 401k, pay.
Mutual dedication to serving the customer and company success.
No answer for this question.
accountability, work ethic, common sense
benefits are good and direct manager handles bonus situations fairly.
Helping customers solve problems and then trying to prevent reoccurrences.
Base pay is good, bonus plan is fine, 401k match is also good.
They do a lot of fun activities and events for the Georgia employees.
They are too set in their ways and not looking for continual improvement opportunities.
Training. Experience. Involvement. Upward mobility. Decisions made in a bubble.
direct peers are fine....indirect peers have not insight into the big picture of the business.
Listening to field personnel. Communicating with field personnel. Understanding what is involved before making decisions.
Listening, communicating, collaborating, management that takes the time to understand how work tasks are done, management that shows empathy.
Monotonous daily tasks. Over-qualified for daily tasks. Feeling that it doesn't matter what you know or have experienced.
Hands on leadership. A lot of problems right now and there appears to be no leadership to drive the changes needed.
This executive team listens and does not make rash decisions. The higher up the chain executive in Japan seem to set unrealistic goals and accounting measures.
My direct report team are professional, conscientious, driven to win. My peer team and I differ on method but are ultimately aligned on objective.
Interactive leadership. Empowerment. Actual driving of change. It's not about giving more money to production employees. We need process improvement, and we need it fast.
better transparency and action on the weak areas of the operation. I don't care that griffin has a good cornhole team. I care that they can build product.
We are in a pit that continues to fill and it feels like management is holding the hose. There is no process improvement. Decisions are made without knowledge. Employees are not empowered. We need to get back to the fundamentals of customer-based decision making.

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