CorrExpo Panel (CONT’D FROM PAGE 54)
land on the training that they have.’ Even so far as to say, ‘Yes, I think this person is a good cultural fit from my team, I like working with this person/I don’t like working with this person’ is just as important as getting them the technical knowledge to make sure they’re a good fit with the people they work with. Arvanigian: How do we retain employees once they’re hired? We’ve orientated them, we brought them in. It’s 110 degrees out in the box plant in July and Amazon down the street is hiring. How do you keep them? I think that’s really one of the big issues we have. I’ve noticed with the current generation that they don’t like do- ing things like working Saturdays, and in the box business we work a lot of Saturdays. Have you guys done anything in terms of creative scheduling or anything along those lines to try to accom- modate this new generation of people that we have out there? McPherson: Well, an interesting thing with running a lot of overtime, which I’m sure a lot of you guys were during Covid. On Saturdays, we were getting skeleton crews, no one was showing up. So, do you fire everybody in the plant or are you happy that people were there? But when one of our plants went from mandatory over- time to voluntary on the weekends, the participation rate went way up. CONTINUED ON PAGE 58
of skill loss because our 30- to 40-year employees were retiring — I think that’s across the board. You bring in so many young people who have no expe- rience and now they’re training the people who are brand new. So maybe instead of having a 30-year employee train, you have now a 5-year employ- ee training somebody brand new.
We made those lead positions to pull some of the more experienced folks out and be trainers and help those young folks make sure they were on track. One of the other things that we
Tonya Ouradnik
did was making sure that we were doing lots of reviews with those folks, making sure that they had information on what we needed them to continue working on and also for them to have a chance for them to tell us what they need- ed more from us, what resources they need. It was a two-way conversation, not just us saying you must do this better. The other thing that we did is we implemented a review sheet not just from the manager side but also from the person training them. So the trainer has a sheet that they fill out and we would bring to our review sessions and say, ‘Here are the things that this person’s doing well, here’s where I think things
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September 18, 2023
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