INVESTING IN HUMAN CAPITAL — VALUABLE COMMODITIES
IT WOULD be foolish to overlook how valuable an experienced, committed and skilled set of employees is to a company. This is especially true in an industry such as the graphic arts, with its strong focus on technology, trends toward computer-based processes and a continued shortage of qualified labor.
The latter is an ongoing problem for Suttle-Straus in Waunakee, WI, admits President John Berthelsen, who adds that the lack of skilled workers in the industry has limited the company’s ability to grow and expand as rapidly as he would like.
“We have now geared ourselves much more towards identifying and hiring bright, motivated entry-level people and training them ourselves,” Berthelsen contends. “Whether they are just entering the workforce or are coming into our industry from another one, we’re having some success with this approach.”
According to Kris Haas, human resources coordinator, Suttle-Straus offers a benefits package that puts the company ahead of others in industry. Beyond providing the usual insurance coverage, Suttle-Straus adds things like flexible spending accounts, 401(k) benefits, and company-wide profit sharing plans. This year it implemented paid time off, allowing employees the freedom to use sick, vacation or personal time without specifying their plans, empowering employees to make their own decisions on how to use this benefit.
Also, in response to employees’ suggestions, Suttle-Straus made changes to its shifts, implemented a quad shift (three days on, four days off) and offers shift premiums for less desirable shifts.
Making sure employees feel appreciated is another detail that is important to the Suttle-Straus management. “We recognize employees for achieving service and craftsmanship levels,” Haas says. “We celebrate special occasions like having a record month in sales or setting production records. This has really helped us attract and retain good people.”
Additional Perks
The printer also offers a uniform program, direct payroll deposit, group auto insurance, car dealership discounts, as well as discounts with health clubs, banks and restaurants.
“We also provide a modern, up-to-date and very clean facility to work in,” Haas points out. “Overall, we listen to our employees, stay competitive with what other employers in the area are doing, and attempt to offer everything we can to make sure our staff has no reason to go elsewhere.”
Another shop, Milwaukee-based Visual Systems Inc. (VSI), recruits employees using traditional methods such as posting openings on Internet job boards, newspapers and through industry-specific groups.
“However, we also utilize our current associates as resources to refer job candidates and we have well-developed relationships with local technical schools,” notes John Krupo, vice president.
VSI keeps its associates on-staff by utilizing practices that have helped it secure PIA’s “Best Workplace in America” award five years running, Krupo says. VSI’s practices include:
* A commitment to associates’ personal development through training and leadership opportunities, interaction on teams and regular individual meetings with his/her manager to foster a good working relationship. Additionally, VSI has an extensive new hire orientation program.
* Regular training of managers, including a series of classes offered on-site in 2005 as part of a leadership training program.
* Awareness of the state of the business: quarterly meetings with all associates, a periodic “lunch with the president,” a bi-weekly newsletter, posting of financial information and a monthly manager’s financial meeting.
* Maintenance and expansion of a team-based, customer-focused atmosphere. Cross-functional teams are formed at VSI for a variety of functions, including operations, color management, special events, safety, etc. VSI associates put the customer first as evidenced by the entries in the “customer-focus kudos” section of its newsletter.
* Providing a fun workplace complete with themed lunches, holiday parties, special occasion celebrations, contests, raffles, etc.
As the industry continues its transition to a more digital-centric and computer-based workplace, VSI has strengthened its relationship with area technical schools. Human Resources Manager Michelle Roloff says the company is increasingly looking for talent that is interested in running digital equipment.
“The world around us has become so technically driven that our associates have seen the writing on the wall and have embraced it,” Roloff observes. “As early adopters of digital technology in our plating area, our associates know that VSI will lead rather than follow when it comes to industry trends that will better serve and add value to our customers.”
Roloff recalls a recent success story when one of VSI’s executive assistants, through a career development program, pursued a move to IT security. She went back to school (tuition reimbursed), and VSI created an intern position for her in its IT department.
“So change, whether driven externally or internally, is part of our culture,” Roloff asserts.
Education Opportunities
Training is a big piece of the employment puzzle at Columbus, OH-based Hopkins Printing, stresses Michelle Waterhouse, director of personnel. She explains that when the company began to have difficulty finding qualified employees a few years back, it started training programs in the press and bindery departments.
“We train all of our press helpers every chance we get,” Waterhouse reveals. “Our pressmen share their knowledge with their helpers. When we install a new press, add a shift to a press, or when an operator retires, we move a helper onto our two-color press and move all of the other operators up.”
Hopkins also has support operators (trainees) in the bindery department. Employees begin by assisting the operators in the three main areas of the bindery—cutting, folding and stitching. When the company has an opening, it will look for a support operator that is ready to step into an operator’s position before looking outside the plant.
“We want more than a satisfied workforce,” Waterhouse states. “The employees that work at Hopkins enjoy operating new, top-of-the-line equipment. We have a clean, well-maintained production facility. We have owners that care about each employee and each employee’s family.”
The company recognizes birthdays, anniversary hire dates, new births, suggestions, attendance and holidays. It also offers employees a summer picnic, uniforms, paid breaks, and drawings for concert tickets, sporting event tickets and various Columbus-area events.
“We all have to work, so we try to give some perks along the way,” Waterhouse remarks.
Suttle-Straus maintains a training coordinator position that works with the managers of various departments to identify the skill requirements that they seek, Berthelsen adds.
“We utilize a wide range of resources for education including industry associations, local schools, manufacturer provided trainers, in-house seminars and online education,” Berthelsen concludes.
