What is your business’ greatest resource?
Its location? Its measurement? Its technology? Barely. Despite the value of 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 the front line or your back end, employee satisfaction leads to customer satisfaction, which leads to a business’ success.
So how does a company produce a pro-employee environment? At Wegman’s Food Markets, a $5.15 billion supermarket chain with mywegmansconnect portal and 80 stores within the northeast U . S ., you state your persistence for your workers in your tag line. Simple and powerful, Wegmans’ philosophy is “Employees first, Customers second.”
The philosophy has paid back as Wegmans has won hundreds of customer care, community and greatest place to work awards over time. In reality, it’s made Fortune’s “100 Best Companies to Work For” list each and every year because it started in 1998. Wegmans’ employee retention is also impressive at just 8 percent, half of the normal for its industry. To bring in and retain the best workers Wegmans relies upon conventional methods – competitive pay, solid training and comprehensive benefits. However it goes further with values and finest practices that make its stores a place employees want to work and customers like to shop. Below are a few examples.
1. Training. Wegmans invests the necessary time and energy to properly train its workers. Full-time employees’ training averages around 6 months, and part-time employees’ greater than a month. In fact, Jo Natale, wegmans employee director of media relations, says the store spends $1.5 to 2 million on labor costs in the half a year before opening a whole new store. She says the company wants to be certain all employees have adequate time to participate in its onboarding programs, as well as live education in the store.
2. Communication: Communication is critical for building trust together with your employees. Wegmans realizes this and aims to become transparent with its workers about its plans and methods. “We don’t ever want anything important happening which our employees don’t hear first from us,” said Natale. “We attempt to always give managers plenty of time to familiarize all staff with any changes so they aren’t removed guard.” The strategy has become effective. In the 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 requirement for job security.
3. Invest in relationships: Wegmans leadership invest time and effort into developing relationships featuring its workers. For example, both HR executives and company leadership make frequent store visits to speak with its employees about their concerns and share best practices. “Relationships are definitely first and foremost for your business,” Natale said. “The Wegman family are in our stores every week for a couple of days. It’s important so they can create the personal connection so the employees understand they are portion of the Wegman family.”
4. Manager Autonomy and Flexible Scheduling: official website its managers to work creatively and autonomously featuring its staff to satisfy their requirements. For example, flexible scheduling, while often uncommon in retail, is standard in the stores. “Each and every time qnjanc poll our employees as to what is most important to them on the job, flexible scheduling rises towards the top,” Natale said. “Whether it’s the top school student that requires time off and away to work on a school play, or even the retired teacher that desires to take line dancing classes, we work with the staff so that they can possess a work-life balance.”