How would your employees describe the culture of your manufacturing environment? Would their insights inspire a potential candidate to join your team? Moreover, would their descriptions consistently highlight the core values and mission of your business?
For manufacturers with a clear and intentional company culture, the answer should be a resounding yes. But for those where the culture is less defined, the response might be more uncertain.
In today’s competitive economic environment, manufacturers need every advantage in recruiting and retaining employees. A solid business reputation built on a strong internal philosophy can be key. Employees who believe in the company’s brand are more likely to be engaged, committed to their work, and happy—giving the company a competitive advantage over other less-developed corporate cultures.
The Society for Human Resources Management defines culture as: “An organization’s culture defines the proper way to behave within the organization. This culture consists of shared beliefs and values established by leaders and then communicated and reinforced through various methods, ultimately shaping employee perceptions, behaviors, and understanding. Organizational culture sets the context for everything an enterprise does. Because industries and situations vary significantly, there is not a one-size-fits-all culture template that meets the needs of all organizations.”
Building a strong company culture means clearly defining your organization’s “way of being” and ensuring that employees understand and embrace these values. Even when a company has done this work, the relationship between employer and employee requires ongoing attention, allowing the culture to evolve alongside the needs of both current and future workers.
Whether your company’s culture is well-established or in need of refinement, here are eight strategies to strengthen the culture in your manufacturing environment:
Respect is the cornerstone of a positive workplace culture and should be evident from the onboarding process. All employees, regardless of their role, should be treated with respect, and team leaders should model this behavior. Simple gestures, like learning new employees’ names or taking a moment to ask team members how they’re doing, go a long way in fostering a respectful environment. This simple “golden rule” can easily get overlooked during a busy shift changes or as temporary employees come and go, but the impact is powerful. A lack of respect is a major factor in employee turnover, so this is a key factor to start with in the employer/employee relationship.
Innovation can come from anywhere. Encourage employees to share their ideas by creating spaces where they feel comfortable doing so. This can be challenging for manufacturers who employ temporary or part-time staff but creating space for employees to share ideas is the first step. Simple measures include making sure teams know whom to talk to or where to submit suggestions. Try sharing production challenges with the people closest to the processes to solicit ideas for improvement. Make sure to offer recognition when suggestions produce positive results. Acknowledge contributions and continue to encourage creativity and reinforce to all employees that their ideas are important, whether their suggestions are big or small.
Employees are more likely to stay if they see a clear path to advancement. Communicate what growth opportunities exist within your company and how employees can move up. Giving your team a sense of direction helps retain talent and encourages long-term commitment.
Clearly communicate the prospects for lateral or interdepartmental moves so that teams have a complete understanding of opportunities in other parts of the organization. Offering visibility into job availability and professional growth is a key factor in promoting employee retention.
A strong training and development program is essential. Offering on-the-job training or upskilling opportunities allows employees to grow within the company, opening doors for advancement. If formal training programs aren’t in place, consider pairing newer employees with experienced team members for mentorship and skills transfer. This not only strengthens individual skill sets but also enhances overall team performance.
Updating employee skillsets is an ongoing need, so take the time to assess new cross-training or upskilling opportunities. For example, in Nelson Connects 2024 Salary Guide and Future of Work Report, just over one-third (35%) of industrial/manufacturing companies surveyed said their employees needed to update their skillsets.
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It's natural for people to want to stay informed. When you have information that could benefit your team, share it openly. Keeping employees updated on company progress, challenges, sales forecasts, quarterly goals, and new initiatives helps them feel more connected and invested in the organization's success. Communicate not just with those who need to know, but also with those who want to stay informed.
A simple thank you can make a significant impact on morale. Acknowledging hard work and celebrating achievements help create a positive work environment. While increasing pay is an effective way to show appreciation, smaller gestures like verbal recognition or employee appreciation programs can also reinforce a supportive culture.
Focusing on employee well-being—through initiatives that promote health, safety, and community involvement—boosts retention and satisfaction.
According to Mary Lynn Bartholomew, Nelson Connects’ Regional Vice President, manufacturers can positively impact their corporate culture by addressing enterprise-wide advancements in community engagement, worker health and safety, and equity initiatives. “Industrial and warehouse companies compete for employees with tech and other progressive companies in industries that have moved toward supporting the whole employee,” Bartholomew said. “Adding tangible improvements that demonstrate a commitment to worker well-being put them on better footing to become an employer of choice.”
Demonstrating a sincere commitment to ethical practices and positive actions is essential. Bartholomew also notes that public manufacturers should promote externally and internally their commitments to the environmental, social, and governance (ESG) standards that investors use to vet socially conscious investment opportunities. According to Bartholomew: “Increasingly, people chose to work for companies that consider environment health in their operational practices, do right by employees, vendors, and local communities, and have trustworthy leaders who steer the company ethically utilizing strong internal controls.”
These strategies can help create a workplace where employees feel valued, engaged, and committed to the company's success, ultimately enhancing the culture and company’s competitiveness. Consider implementing some or all these strategies to create a positive environment and position your company as a place where employees want to work. A staffing firm like Nelson Connects can help provide insight on cultural strategies and be a resource for your staffing needs.