The paperboard packaging industry, like the manufacturing sector in general, has struggled to attract younger workers over the past years. Myths about manufacturing facilities and societal pressures toward professional work have made Millennials and, the new “kids” on the block, Gen Z, hesitant to work at our converting plants.
So, when we do hire members of new generations, it’s crucial to get them to stay. After all, professor Nona Woolbright recently told PPC during Fall Meeting that Millennials and Gen Z will comprise more than 60 percent of the workforce by 2028.
To retain these workers, it’s crucial for managers to engage them in regular, structured conversations about their experience and how the job is going for them.
Unfortunately, this advice might be troublesome for companies that are structured around traditional annual performance reviews. This “one and done” method limits conversation and is generally focused around financial rewards or punishments.
By contrast, according to a thorough article from the Harvard Business Review, “…regular conversations about performance and development change the focus to building the workforce your organization needs to be competitive both today and years from now.”
Doesn’t that sound exactly like what the manufacturing industry needs? In order to engage, grow, and retain young workers, you should schedule regular conversations between employees and managers. Lattice, a performance management company, offers a few templates for focused review conversations:
Quarterly Check-In
A quick way to provide feedback on your co-workers every few months.
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- What are this person’s strengths?
- What’s something this person could improve on?
Stop Start Continue
An easy framework for employees to provide simple feedback.
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- What’s one thing this person should stop doing?
- What’s one thing this person should start doing?
- What’s one thing this person should continue doing?
Performance Potential Behavior
A simple way to look at the three critical dimensions of performance.
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- To what degree did this person meet your expectations for their performance. Did they accomplish their goals?
- In what areas do you see the most potential for this person? How do you hope to see this person grow over the next 3-6 months?
- To what extent does this person embody our company values? Be as specific as you can.
Use any of these templates, mix and match, or create your own. Whatever you choose, the key is to regularly facilitate conversations with the new generation in your company. Not only will these communications help the new generation adjust to your culture and processes, they should also uncover ways you can adjust your operations to better suit younger workers’ needs—ultimately helping you prepare for the workforce of the future.
Try to implement quarterly conversations and see how it goes. In the meantime, if you or a colleague want more HR insights, consider attending PPC’s T&P and FEI-HR Workshop in Dallas this February. The event features learning tracks for HR, financial, and technical employees, as well as engaging keynote speakers and plant tours of paper mills and folding carton facilities.