How Managers Can Influence Employee Retention in Manufacturing

The manufacturing industry, like many, has been bombarded with change, supply-chain issues and labor shortages. The latter of these challenges is perhaps magnified in manufacturing because of an aging workforce and young workers’ declining interest in a field they sometimes view as inflexible and lacking in glamour.

Manufacturing can, of course, be dirty, hot and involve inflexible shift work. While these working conditions can’t be changed, they’re only part of the equation. Managers are instrumental in creating a positive work environment that supports employees and helps ensure they’re engaged, happy and likely to stick around.

Let’s follow the experience of a recent intern with a large food manufacturer.

A 20-year-old engineering student comes to the plant unsure of what to expect. He works in raw materials storage automation – helping sort out some kinks in a new inventory control system that ensures everyone knows where the 2000-pound-bag of sugar is at all times. (Yes, before the system, it was possible to actually lose something that big, as the warehouse is the size of a couple football fields.) When he talks about it, it's clear the student is intrigued by the technology and proud of what he accomplished in just a 10-week internship.

Because he’s an intern, he works an unusual 9 a.m. to 5 p.m. schedule – hours that cross shifts but put him in direct contact with primarily first-shift workers. These are the masters, many 50-60 year-olds who’ve earned this desirable time slot but seek little input from an intern. He feels their indifference and is also slightly rattled by the gossip he hears regularly about coworkers. He knows that if he were to work there after graduation, he’s assured of the third shift, one with a younger worker demographic, but also one that will mean he’s sleeping or working when his friends are free.  

His supervisor, while friendly and knowledgeable, is mostly busy, putting the onus on the intern to carve out time for them to talk, which he does. The intern feels respected and liked by his boss who soon lets him make a few decisions on his own. But at times, he’s frustrated by slow processes and decision-making held up by bureaucracy. The intern is smart and likes things to move a bit faster when they make sense.

At the end of the internship, he’s offered a full-time job, but feels there’s only a 10% chance he’ll take it. The cons of never seeing his friends and unglamorous work outweigh the pros of a good salary. He hasn’t formally declined though, because of his boss.

 

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The role of managers in employee retention

Employee engagement and retention is a complicated topic. While some of the things the manufacturing intern experienced are out of a manager’s control, there are many things managers can do to create workplaces that empower workers, prioritize work/life balance and drive engagement and loyalty, regardless of industry.

These tactics are not a one-size-fits-all management plan. It’s key to zero in on what matters to an individual employee, and know how your organization stacks up.

To simplify, consider three main categories of potential needs:

• Job performance: This includes things like compensation, recognition, leadership opportunities, career growth and feedback. Does the employee see a promising future with your organization?
• Personal: Does the job negatively impact the worker’s life or mental health in some way? Is work/life balance and personal well-being considered?
• Deeper needs: This includes things like respect and inclusion. Can the employee show up as their authentic self – free to share interests, beliefs and flaws with coworkers and bosses? Does the individual feel their ideas or input are valued?

Ways to create an engaging work environment where employees feel valued:

1. Be intentional with everyday conversations. Make employees aware that they add something to the company that no one else can.  As you assign projects, reiterate why you’re choosing them and/or why you’re giving them more challenging work.
2. Create opportunities for new experiences and learning. Pay attention when employees show interest in specific aspects of the business outside their job. Give them opportunities to step outside their usual role and explore budding interests. Offer regular training. Challenge them. Invest in them. Help them grow.
3. Let employees make important decisions. Show employees you trust their opinions and expertise. Whenever possible, ask for their thoughts and ideas on a problem or upcoming change.
4. Give genuine compliments. Whether for the whole team or for the individual, compliments show that you’re paying attention. These can be verbal, emails or notes and should be specific rather than generalizations about their work, attitude or other things.
5. Be a champion for your employees’ good work. Tell others about the work the individuals on your team are doing. Compliment your employees (using their names) to your boss or the CEO. If someone in a higher position or even another department takes notice of someone on your team, it tells employees that they are being noticed and discussed at a higher level.
6. Build relationships with individuals. Most employees enjoy speaking with their boss on a personal level. Make time to get to know each person — their interests, challenges and lives. Set up a short weekly meeting. In addition to giving your employees the relationship with their boss they want, it also opens the door if there’s a problem or concern on either side.
7. Show respect and encourage it on the team. Take time to listen to (and understand) an employee’s concerns or ideas. Resist the temptation to reassure or disregard someone before you completely understand. If at first you don’t agree, ask questions until you completely understand their view. Set this tone with all workers and pull toxic team members aside to help enforce that culture.
8. Model authentic behavior. Don’t make employees conform to a homogenous workforce in order to “fit in.” Do this by showing your own vulnerability. Admit when you’re having a bad day or when you make a mistake. Make it safe for workers to follow suit. Your employees will devote less time and effort to trying to be who they think they should be instead of being who they are.
9. Deliver corrective feedback with care. Try talking about the outcome you’re looking for rather than dwelling on what the individual is doing wrong. Ask questions that encourage the employee to suggest their own corrective measures that you can both agree on.
10. Fair pay and benefits. These foundational elements must be in place for the items outlined above to work. If you’re underpaying your workers, if they feel job insecurity or struggle with work/life balance, your organization is sending the wrong message.

In every industry, managers are instrumental to creating work environments where people want to work. Even when working conditions are not ideal or offer limited flexibility, there are plenty of things managers can do to help workers feel empowered and proud. The payoffs will show up in loyalty.

 

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