CorrExpo Panel (CONT’D FROM PAGE 56)
We have spent a lot of time looking at 12-hour shifts but trying to balance the production and things like that (are a challenge). Our target at one of our facilities, and I hope to go to, is 4/10s. Because for people I think that’s probably the ideal schedule. I think that could differentiate us in the market — every Friday off and then overtime on Fridays. I think if we’re going to really differentiate ourselves, because everybody’s bumping up the pay, I think the schedules is the way to do it. McNay: It’s interesting you mentioned that Todd, we had a group of manufacturers in the Springfield area that met a few weeks ago and one of the leaders said that they offer unlimited overtime and to your point, when we try to bal- ance overtime and make sure that first shift gets the over- time this week, second shift gets it next week, third shift the week after that, you get some grousing about that. It’s been his experience, this CEO’s experience, that when he provides that unlimited opportunity, you get the people in that really want that work, you get better produc- tivity as well so it’s kind of an interesting thing. The last few years we’ve had an opportunity to work with one of the local universities and graduate programs and I’ve had the opportunity to visit with these people and say, ‘So what’s your career path? Where are you headed and what is the profile of the ideal company for you?’ And most of them have come back and at no surprise to any of us, it’s they want that work-life balance a little bit more, but they also want to feel as if they are somehow involved in determining their own destiny. They want a company that values their input. We’ve tried the 4/10s and 3/12s on Friday, Saturday, Sunday, but what we’ve landed on now is we start our first shift at 5:00 a.m. So it’s 5:00 a.m. to 1:00 p.m., 1:00 p.m. to 9:00 p.m. and 9:00 p.m. to 5:00 a.m. and at least, in theory, it allows that coworker to have some family time. We’re constantly evaluating what’s effective. Ouradnik: Flexibility is one of the biggest things. Most of our employees are traveling 75 percent of the time and getting them home when they need to be home for the family-related things is the biggest piece of feedback that I hear. People are thankful for us being able to be flexible with their schedules even if they’re traveling many of the days of the year. The other thing that is really important for our employ- ees are the bi-monthly company meetings where we en- gage all of our employees, even remote employees and anyone outside of Green Bay. Our president does the presentation, we do any up- dates or important things, we share financial information. It’s really connected our employees to the business and makes them feel part of what’s going on. That’s been a huge thing and we’ve done it for many years, but it’s always something that people comment on CONTINUED ON PAGE 60
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