What is your business’ greatest resource?
Its location? Its size? Its technology? Hardly. Despite the need for all of these factors, the resource with the most potential to elevate and drive your enterprise is its people. Whether it’s the folks on your front line or your back end, employee satisfaction leads to customer care, which leads to a business’ success.
So how does an organization create a pro-employee environment? At Wegman’s Food Markets, a $5.15 billion supermarket chain with wegmans connect and 80 stores inside the northeast United States, you state your commitment to your workers inside your tag line. Basic and powerful, Wegmans’ philosophy is “Employees first, Customers second.”
The philosophy has paid off as Wegmans has won numerous customer support, community and greatest location to work awards over the years. In fact, it’s made Fortune’s “100 Best Companies to Work For” list each year since it were only available in 1998. Wegmans’ employee retention is also impressive at just 8 percent, half of the average because of its industry. To draw in and retain the best workers Wegmans relies upon traditional methods – competitive pay, solid training and comprehensive benefits. However it goes further with values and greatest practices which make its stores a location employees like to work and customers like to shop. Here are a few examples.
1. Training. Wegmans invests the required time for you to properly train its workers. Full-time employees’ training averages around half a year, and part-time employees’ more than a month. In reality, Jo Natale, wegmans schedule director of media relations, says the store spends $1.5 to 2 million on labor costs inside the six months prior to opening a whole new store. She says the company wants to be certain all employees have adequate time for you to get involved in its onboarding programs, as well as live education in the shop.
2. Communication: Communication is critical for building trust along with your employees. Wegmans realizes this and aims to be transparent featuring its workers about its plans and methods. “We don’t ever want anything important happening that the employees don’t hear first from us,” said Natale. “We try to always give managers plenty of time to familiarize all staff with any changes so that they aren’t removed guard.” The strategy has become effective. In their best places to work poll, Fortune magazine asked employees, “Does management have a clear vision where it really is going?” A whopping 96 percent of Wegmans employees answered yes. The dynamic builds trust with employees fulfilling their necessity for job security.
3. Spend money on relationships: Wegmans leadership invest energy and time into developing relationships with its workers. As an example, both HR executives and company leadership make frequent store visits to talk to its employees with regards to their concerns and share best practices. “Relationships are definitely first and foremost for your business,” Natale said. “The Wegman family will be in our stores weekly for several days. It’s important so they can create the personal connection in order that the employees understand these are area of the Wegman family.”
4. Manager Autonomy and versatile Scheduling: wegmans employee its managers to work creatively and autonomously using its staff to meet their demands. As an example, flexible scheduling, while often uncommon in retail, is standard at the stores. “Each time qnjanc poll our employees about what is most important in their mind on the job, flexible scheduling rises towards the top,” Natale said. “Whether it’s our prime school student that really needs time off and away to work on the school play, or perhaps the retired teacher that wants to take line dancing classes, we work with this staff therefore they can have a work-life balance.”