bake - January/February 2022 - 6

management
EMPLOYEE Retention 3.0
We are in the midst of what some are calling the Great Resignation.
People are quitting their jobs, not looking for new ones (or
looking without a sense of urgency), and the future labor pool is
bowing out from college or taking gap years to weigh their options.
Our colleagues in the baking industry know all too well the
difficulty in finding quality candidates, but at Hanan, our focus
has always been on retaining personnel.
In our 75 years in business, Hanan has seen major shifts in employee
needs and wants. Historically, salary and health benefits
were the top drivers for candidates' employer selection. Now,
factors such as flexible work schedules, company culture, and
having a voice rank top employees' wish lists. We are proud to
report that in 2021, we have retained 100% of our team and recently
made some new hires. Since we cannot leave employee
retention to chance, here are a few ways to safeguard it.
Lead by letting go
Letting go can mean encouraging proactivity and innovation, and
demonstrating trust. When employees know they can take risks
and make mistakes without fear of embarrassment or, worse yet,
penalty, they're happier and more loyal to their employers. When
they have guidance - without micromanagement - they're more
likely to care about the workplace and the company. They are also
more apt to share ideas that can impact business for the better.
Create an authentic culture
The average person will spend 90,000 hours at work over their
lifetime; that's one-third of their life! Building a positive environment,
where staff can grow, express themselves, and be themselves
impacts the employee experience - and retention. At
Hanan, we have zero tolerance for politics, pettiness, or mediocrity.
Our team thrives on productivity, caring about their fellow
worker, and fairness.
06 < JAN-FEB 2022 | bakemag.com
Owners and managers must set a standard for collegiality and
respect, rewarding people for their attitudes and ideas as well
as achieving more traditional goals. Team members do not want
to be looked at as your employees; rather, they want to be seen
as people who have their own ideas, opinions, and preferences.
Cultivating this environment has enabled our company to retain
large numbers of employees for years, often decades. And, long
tenured employees help orient newer ones, which enhances our
company's culture.
Reward people with technology, don't replace them with it
At Hanan, we literally let technology do the " heavy lifting. "
We utilize robotics and high-speed packers to supplement the
workforce - not replace people. This permits team members to
perform higher-level tasks, ones they enjoy and are challenged
by. Our team appreciates the investment we make because it's
not just an investment in technology, it's an investment in them.
One example is that it can be very time-consuming to create
orders every day, so we implemented a Cloud Based Order Management
system that lets someone do it from home, which is a
huge benefit. We also " hired " a larger-than-life robotic arm that
loads heavy boxes onto pallets. It replaces the great work of
a retiree who did this job for many years. He was so well liked
that his team named the machinery " Hugo " after him. Hugo now
frees employees up to do other jobs they prefer.
Replace hiring with retention
If implemented consistently, these three practices can boost and
help you retain the best employees. We all know that it is far
more costly and time consuming to hire a new employee than
it is to retain one. At Hanan, we're grateful to our team members,
who really are an extension of our family. BY PAUL HANAN,
CHIEF OPERATING OFFICER OF HANAN PRODUCTS, INC.
HANAN
http://www.bakemag.com
bake - January/February 2022

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