2016 Indiana Logistics Directory

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WORKFORCE DEVELOPMENT/EDUCATION STEP 4: MAINTAIN A POSITIVE REPUTATION Over 80 percent of job seekers say online employer reviews influence their decisions on whether to apply or not, and nearly 50 percent say company reputation has a significant impact on whether they accept a job offer or not. 3 Your reputation is so important, and you must consider and proactively manage all elements of your reputation: Understand your reputation: ● General brand awareness: Do people know about and trust your company? ● Work environment: Do people consider you to be a good employer with a positive culture? ● Social: Do people believe your company to be socially and environmentally responsible? Manage your reputation: ● Be proactive. Ask happy customers and employees to complete online reviews; unhappy people will always complain first. ● React. Seek to collect and understand negative reviews, and take action to correct them. ● Ask. Ask for feedback—from anyone who will give it— and continually improve. References SELF-ASSESSMENT TOOL HOW DOES YOUR COMPANY RATE? Are you maximizing your recruiting and retention efforts? NEEDS IMPROVEMENT AVERAGE STRONG Starting Pay Pay Progression Inclusion Onboarding (“strong start”) Social Connectivity Reputation Flexibility (e.g., attendance, schedules) Opportunities for Advancement Advanced Training Strong Safety Culture Quality Supervisors Stability of Work 1 Elwood Staffing. The Seven Wonders of the Work(place): Climbing Maslow’s Pyramid. Rep. N.p., 6 July 2015. Web. . 2 Moscato, D. (2005). “Using Technology to Get Employees On Board,” HR Magazine, April: 107-109. 3 Indeed. “Indeed Surpasses 4 Million Employer Reviews.” Web log post. Indeed Blog. N.p., 29 Jan. 2014. Web. 12 Dec. 2015. STRENGTHEN YOUR SUPPLY CHAIN WITH THE BETTER PEOPLE, PEOPLE. Why do best-in-class businesses entrust their staffing needs to Elwood Staffing? Because we’ve supplied warehouse, distribution, and 3PL companies with qualified talent since 1980. We deploy approximately 25,000 associate workers per week. And we successfully support sophisticated, multi-market accounts with solutions like master vendor and managed service programs, on-site service delivery, and workforce analytics. WAREHOUSE · DISTRIBUTION · LOGISTICS-3PL TRANSPORTATION · SUPPLY CHAIN wfs@elwoodstaffing.com · www.elwoodstaffing.com 28
BUILDING BLOCKS YOUR COMPETITIVE PAY STRATEGY The “RECIPE FOR SUCCESS” previously outlined hinges upon the existence of a competitive pay strategy. We define a competitive pay strategy as one that offers starting wages at least $2.25/hr above the local minimum wage, at or above the 50th percentile when compared to local wages for similar positions, and inclusive of a well-defined and attainable pay progression schedule. 1As shown in Figure 1, voluntary departures based specifically on pay drop off dramatically as pay soars above minimum wage. The reason for this is very obvious: Workers need to make enough money to sustain themselves or a family, and, often, minimum wage—or close to it—is simply not enough. Much like research in human motivation suggests, people have to fulfill the most basic needs before they are able to address others. When pay is too low, employees depart in droves in search of fulfillment of this basic need, regardless of other retention measures you have in place. It’s around $2.25/hr above the minimum wage where we first see the steepest decline in departures cited specifically for pay. 2As shown in Figure 2—data from our Applicant Sentiment Index—78 percent of job seekers feel as if wages offered locally are the same or higher than wages offered in surrounding areas. We can extrapolate this to mean 78 percent of job seekers see little to no difference in the wages they can attain from one employer to the next. In order to stand out in this commoditized environment, you need to pay in the upper half, ideally in the upper 25 percent. How do you know if you’re meeting this standard? Each year we publish a report based on our annual wage survey that allows you to access detailed information about wages offered in your region. You can find a copy of this report in the Business Resource Center on our website: www.elwoodstaffing.com. Higher-than-average starting pay will bring candidates in your doors and retain them during the critical first weeks of employment. 3As shown in Figures 3 and 4, pay progression is the perfect complement to higher-than-average starting wages. As noted above, high starting pay will get people in the door and keep them entertained long enough to partially buy into your company; however, the honeymoon period will eventually end, and stagnant pay will lower an employee’s buying power—hardly the way to reward an employee for longevity and hardly a reason for an employee to stick around. 4 Elwood Staffi ng. Becoming An Employer Of Choice. Rep. N.p., 6 Feb. 2015. Web. . TOTAL PERCENT DE PARTED FIGURE 1 Pay-Related Quits as a Percent of all Assignment Ends (by $/hr over minimum wage) FIGURE 2 FIGURE 3 100% 80% 60% 40% 20% I Believe Wages in My Local Area Are: Employee Departures by Annualized Wage Increases 4 (Sum of Losses Every 6 Months) 0 MONTHS 1-6 1-12 1-18 1-24 1-30 1-36 ANNUALIZED WAGE INCRE ASES
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