- For Employers
- For Candidates
- About Us
- Apply Online
125 people. 2 shifts plus off shifts.
3 years ago they had 200+% turnover. The facility was far from hitting their needed numbers.
We began staffing their facility about two years ago.
In a meeting today with this client we were told they are now (have been for a while) hitting their
numbers. Management has now received metrics bonuses for a year. There are no openings to
take care of. Out of their entire staff only a few (of their own hires, not ours) are “on the bubble”.
Happy HR Director, Happy Operations Manager. Happy Director. Happy divisional President. Happy Champion.
All because we said we would resolve their issues.
START with all the good things, all the bad things, and all the things you are working on within your organization to make it the BEST workplace you can. Write them down. Be honest with yourself and other hiring managers. Then THINK from the perspective of the potential employee: what is that person looking for? The GOOD, the BAD, and the Not there yet factors and influences about being employed by your organization. Here is a rather exhaustive list of items to consider: What is the actual work environment: People, team, supervisor? How difficult, or easy, is the work really? Best days? Worst days? Is there a TEAM? What are the barriers to entry? (What does the team expect? What Maze could they put you through? What is the real training? Who does it? Length? On own? What are the expected results? What new skills will be learned? Describe people who started in the position and have been successful. What traits did they when they started/ do they have now? Describe the company. History?
Many Hourly workers give up on jobs and workplaces EARLY into their employment. We can say that they have no old school ethics about keeping their word or about how having too many jobs will affect their longer-term career or stability prospects. And that will be the case, but lets look further into this: Reasons Hourly Workers Walk Out on Jobs: 1) In the first few weeks of employment, new hourly workers have yet to fully understand their place of work. They have yet to attach themselves (connect) to the job, supervisor, other employees and the organizations Mission or Purpose. To MANY hourly workers, it is simply another paycheck until something grabs them in. The new hourly worker will typically approach a new job/workplace with a sense of caution until proven they should jump into the pool. Being burned or disappointed in the past, plus typical media about companies dont care about you are real culprits. 2) The average hourly worker can and will have many OTHER opportunities/ places
Solid workers are getting more difficult to find and keep every day. It seems that our current labor workforce is prone to making an emotional decision on a daily basis to show up and actually work when they want to, if it is convenient. And no one has taught them to have some discipline. Organizations now feel the need to use multiple candidate sources, just to meet with more bodies and sort them out. Human Resource professionals seem to think using A.I. to find the best ones may help to solve the problems. There is a better way. It takes internal adjustments, a long-term look at root causes of turnover, and a controlled system of selection, onboarding, and retention. Very few Human Resource practitioners, operations management and unit managers know how to do this, effectively. Champion can help. First, you must be prepared to FEEL like you are giving up control before you realize you are actually gaining control of hiring, better productivity and the ability to retain the workforce