At Home in Berks - June 2017 - 33

HBAberks.org I 610.777.8889

his family's lives - have improved during his tenure with
us. You must measure success upon the employee's success -
pay attention to that!" It is my experience that employees will
follow you for life if you practice building Care, Trust and Help
into your culture. When you work this plan into your business practice and honestly live it with your employees, only
good things will happen for the company and the employees.
It works when you work C-T-H consistently. Our very first
employee is still with us, 33 years and growing.

Succession Planning: We are very strategic in mapping
out our employee demographics; taking into account what
holes may occur down the pipeline and where gaps may result
based on promotions, retirements, and other factors. We start
planning as early as possible for replacements in those particular areas, often times training current employees within to fulfill
new roles as they become available, bringing up from within.

"At Schlouch I am given the opportunity and am encouraged
to think outside the box every day. I feel that my efforts are
appreciated and people genuinely care about me." Harrison,
Logistics Specialist

Attracting Talent to Match Your Culture: To

acquire the best team members, and ensure that each new addition to staff is on board with your unique company philosophies & culture-be sure to follow this pattern.

Recruiting: You must begin by recruiting effectively. And,
to do so - you must build the kind of reputation that attracts
the right kind of applicant. Remember to also choose wisely
- not every applicant will have the bar set high for excellence.
Accept that you may have to experience more "no's than "yes's."
Onboarding: In my experience, it takes about five years
to truly onboard a person. You must look at the employee's
current skills and then inventory what they'll need to grow. It
is crucial to do a comprehensive assessment, and provide a
training/metric program that will be documented and tracked.
Allow everyone involved in the employee's growth program
to provide feedback - most importantly, the employee. They
must be engaged in their growth and learning. And, be
flexible - goals can change, be it the goals of the company or
that of the employee. If I'm not seeing consistent promotions,
I want to know why - is the employee not learning, or is
Schlouch not teaching?
Development: This area never ends. Keep developing employees, no matter their level of experience. In fact, I just went
through OSHA 30 with a group of our employees. We have an
in-house training and learning center, which is always buzzing
with in-house safety programming, leadership training, OSHA
training on-site, and more.

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Retention: Ongoing learning and training is also a reten-

tion tool. If we're not retaining employees, we need to address
the problem. Typically, onboarding and development aid with
retention when executed properly. However, we do make sure
to pay close attention to reports of turnover every month,
taking into account that sometimes things just happen - an
employee moves or changes careers, while other times there
may be an issue we need to identify.

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