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 1. Talent
    


'WHAT IT TOOK TO GET US TO STAY': ENTRY LEVEL MANUFACTURING WORKERS SPEAK UP

Nov. 2, 2022

The top reasons for staying with a company include pay, training and schedules.
Adrienne Selko
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Pouring over data, analyzing trends and evaluating the efficacy of policies are
often how companies study their retention efforts. While those methods offer
insights, the best resource for finding out why employees stay at their jobs is
to ask them.

IW did that and spoke with three entry-level workers in different industries.
Here are their responses as to what they like about their jobs and why they have
stayed.


CHRIS – MECHANICAL TECHNICIAN, STEEL MANUFACTURER

The reason I have stuck around here is that when I was hired, I wasn't the
highest-rated mechanic, and they were willing to train me by sending me to
workshops and school so I can improve at my job. I especially like that I have a
clear career path and know that I have a way to grow with the company and always
keep moving forward.



The learning process is very much a personal choice here. The management doesn't
sit you down and have those conversations with you, after the initial probation
period. It's pretty much up to you to ask managers for the information that lets
you acquire new skills. After completing certain courses, you go back to
managers so they can evaluate your work and see if you're ready to go to the
next level.

It’s not just me, I see this with my fellow workers. Mechanics work their way up
through the ranks and then from there, they have the option of going to
management if they desire or they can go somewhere else in the company and learn
something new.

As far as other things I like about this job is that I can work as much as I
want. There is no limit on overtime. The pay is good and there are obvious ways
for me to increase it if I want more.



In terms of where I think the company goes the extra mile, to me, it’s the way
they look at safety and how they treat the people. At our facility, a lot of
dangerous things are involved in the processes and we constantly have safety
training. Still, things happened and people do inevitably get hurt --I was
recently burned pretty badly a few months ago. The company reacted and has
pretty much rebuilt the entire system which was the cause of my injury. They
added dozens of extra fail-safes to the system to make sure what happened to me
doesn't happen to somebody else. And while I was out of work and in the
hospital, they made sure I was taken care of. I didn't have to worry about my
livelihood or anything while I was healing.




MORAYO– MECHANICAL TECHNICIAN, PRODUCER OF INDUSTRIAL/SPECIALTY GASES

At my current company, I enjoy knowing that there is room for growth. I have
been in the industry for 20 years and still have room to grow, To me that is
important. I like the fact that there is a specific training path, so there are
a lot of opportunities to branch out. 

It's important for a company to invest in their people. It makes you want to
stick around when you know that the company is investing in you.

One thing I especially like about this company is that I feel it has appropriate
leadership in that the managers have experience in the jobs they are
supervising. It gives them perspective and they understand what it takes to do
the job.

I also find myself in a mentoring role, as I have a lot of experience and so I’m
trying to facilitate their growth.

Growth is important to me, in general, as I’m a person who wants to put down
roots and become stronger than I was before. I plan to stay on the path, work
hard and keep at it.




STEPHEN – MEDICAL CALIBRATION TECHNICIAN, MEDICAL DEVICE MANUFACTURER

I have been a calibration tech for almost two years in this job. I have found
quality in both the work we do and the management. 

Another thing that’s important to me, as I’m supporting my family, is the pay
level. I feel at this job I am paid what I’m worth. I don’t have to stress about
supporting my family.

Another important issue is the schedule, again due to my family. I can work
overtime when I want to so I can still keep a good work/life balance.

I was given enough training to where I feel comfortable doing my job and that is
something I really appreciate.

As far as my relationship with my colleagues, I feel I can speak directly to
people in my department and it’s not a formal relationship between an employee
and manager. It’s more relaxed.  Every morning I talk with my managers, and we
talk about what needs to be done, but not always in a serious tone --at least
for me, it's somewhat of a family vibe.



A point I want to make to manufacturing companies is that when talking about how
to keep and train talent, to me it really boiled down to pay. If there is a
company that’s not willing to pay their employees what they're worth, there are
ten other companies waiting in line that are willing to do that.

Although manufacturing companies have talked about schedules and other benefits,
which are important, at end of the day, you need to pay people enough so that
can raise their families and have a good life.  


OVERVIEW

Chris, Morayo and Stephen all found their current positions through the help of 
Daniel Jacob, a manufacturing industry veteran, U.S. Navy industrial
electrician, and now a  recruiting leader for Orion Talent.  “Looking at the
main concerns all of them mentioned such as pay, scheduling and training, I
would say that is what I have found to be true with a lot of people that I talk
to. Looking at pay first, there is an issue of equity within companies when it
comes to seasoned workers and their pay scale and then the higher pay scale of
new workers. In the manufacturing world, this is playing out across many
companies.”

Jacob says the advice he gives plant managers is that in order to keep up with
increasing payments, companies have to organically grow their workforce.” That
means not just looking for someone who has 80% technical acumen but finding
someone that has the 50 or 60% solution right now and understands how to use
tools to acquire the knowledge they will need. Companies should use training
programs, as well as mentorship to grow this talent.”



When it comes to the issue of scheduling Jacob says companies have to change
their attitude. “Managers need to shift from the idea that every new hire will
go to the night shift. That has to stop. They have to be able to offer day-shift
positions to the younger generation. They have families. The older workers don’t
have families anymore. Day shift is prime time, and they won’t work as they used
to for 10 years just to get a day shift.”

In addition to these things, Jacob counsels companies on how to convey to
candidates the “sizzle” behind their organizations. “What makes your company
attractive, I ask them. Why would someone want to work here? It’s those factors
that end up translating into higher retention.”




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