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Monday 2nd August 2021 10:11 AM

What Do Today’s Workers Want From Company Culture


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The number one reason employees leave a company is basically because of company culture, not money, said Andy Paulson, director of customer success from labor management system company TZA. At ProMat/Automate on April 11, he and TZA President Andrew Recard presented familiar data about how to attract today’s workers. They underlined several of the gaps between what warehousing and logistics companies are offering and what workers want, together with giving an example of how one company reduced turnover.

 

Today’s workers wish to be well-compensated, and they’re also determined to ensure their company culture adjusts with their ethics. Amazon raised its wages to a minimum of $15 per hour for all workforce, and large-scale operations like Amazon and Tesla are making themselves competitive with their pay. Quite often smaller companies need to pay higher so they can compete, even as the idea threatens their bottom line.

 

Recard pointed out that this conversation isn’t new, but is more at the forefront than before. Millennial workers love to be compensated, he said, but those rewards are not solely tangible — often times, they have been common sense management.

 

“Treat them well, take care of them, engage them, make sure they’re happy, make sure they’re productive,” Recard said. Workers want mentoring, feedback, and acknowledgment. “This is not an option anymore,” he said. “This is something people are demanding.”

 

Where labor management in manufacturing and warehousing might once have been about finding the people who may not be productive and bringing them up to speed, more companies are searching for now that they get better results by fostering their best people. One company TZA cited set up conversations between employees and their manager once a month, with the purpose of making certain that each employee was in the role which most suitable them. Managers were advised to ask whether employees like what they are doing, have any interest in cross-training, or desire to a leadership position.

 

Other companies have shifted to more creative visible rewards — Recard pointed out a significant manufacturing company which puts workers who have perfect attendance between Thanksgiving and Christmas into the running for a $10,000 lottery. But is that well worth the cost of working over the holidays? Employees with children or close families might not think so.

 

Encouraging millennial workers could be challenging owing to the perception of manufacturing and warehousing work as boring, unskilled, or difficult. Common causes of high turnover in industry are ineffective management, little to no recognition or reward for valued employees, undesirable work environments (dirty, hot/cold), and weekend and holiday work. Finding ways in order to prevent these things as well as sustaining with an increasingly high-speed, high-demand environment may be a challenge for companies.

 

Generation Z employees may be even more determined to avoid these things than Millennials. According to TZA, Generation Z laborers are very accustomed to changing jobs at intervals and highly value meaningful interpersonal interactions.

 

“We have to take care of the people we do have, because there are not ten people in line who are going to show up,” Paulson said.

 

With a low population growth rate and more jobs than workers, companies will need to treat their people well in order to ensure loyal employees.

 

This article is originally posted on manufacturing.net


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Posted on : Monday 2nd August 2021 10:11 AM

What Do Today’s Workers Want From Company Culture


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Posted by  Tronserve admin
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The number one reason employees leave a company is basically because of company culture, not money, said Andy Paulson, director of customer success from labor management system company TZA. At ProMat/Automate on April 11, he and TZA President Andrew Recard presented familiar data about how to attract today’s workers. They underlined several of the gaps between what warehousing and logistics companies are offering and what workers want, together with giving an example of how one company reduced turnover.

 

Today’s workers wish to be well-compensated, and they’re also determined to ensure their company culture adjusts with their ethics. Amazon raised its wages to a minimum of $15 per hour for all workforce, and large-scale operations like Amazon and Tesla are making themselves competitive with their pay. Quite often smaller companies need to pay higher so they can compete, even as the idea threatens their bottom line.

 

Recard pointed out that this conversation isn’t new, but is more at the forefront than before. Millennial workers love to be compensated, he said, but those rewards are not solely tangible — often times, they have been common sense management.

 

“Treat them well, take care of them, engage them, make sure they’re happy, make sure they’re productive,” Recard said. Workers want mentoring, feedback, and acknowledgment. “This is not an option anymore,” he said. “This is something people are demanding.”

 

Where labor management in manufacturing and warehousing might once have been about finding the people who may not be productive and bringing them up to speed, more companies are searching for now that they get better results by fostering their best people. One company TZA cited set up conversations between employees and their manager once a month, with the purpose of making certain that each employee was in the role which most suitable them. Managers were advised to ask whether employees like what they are doing, have any interest in cross-training, or desire to a leadership position.

 

Other companies have shifted to more creative visible rewards — Recard pointed out a significant manufacturing company which puts workers who have perfect attendance between Thanksgiving and Christmas into the running for a $10,000 lottery. But is that well worth the cost of working over the holidays? Employees with children or close families might not think so.

 

Encouraging millennial workers could be challenging owing to the perception of manufacturing and warehousing work as boring, unskilled, or difficult. Common causes of high turnover in industry are ineffective management, little to no recognition or reward for valued employees, undesirable work environments (dirty, hot/cold), and weekend and holiday work. Finding ways in order to prevent these things as well as sustaining with an increasingly high-speed, high-demand environment may be a challenge for companies.

 

Generation Z employees may be even more determined to avoid these things than Millennials. According to TZA, Generation Z laborers are very accustomed to changing jobs at intervals and highly value meaningful interpersonal interactions.

 

“We have to take care of the people we do have, because there are not ten people in line who are going to show up,” Paulson said.

 

With a low population growth rate and more jobs than workers, companies will need to treat their people well in order to ensure loyal employees.

 

This article is originally posted on manufacturing.net

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labourers workforce company hr