As the manufacturing industry finds it increasingly difficult to meet its recruitment objectives, retaining employees is now more important than ever. A cornerstone of any strong retention strategy is effective communication, which can build the foundation of a more inclusive culture and can deepen employee loyalty. As they evolve their retention strategies, organizations should assess their current communication practices.
In manufacturing, communication that is clear, timely, and meaningful can affect productivity, safety, teamwork, conflict resolution, and engagement, especially between management and hourly workers. In fact, consistent communication is considered an alternate currency expected by the hourly workforce that accounts for an overwhelming 78 percent of workers in most of the manufacturing sector.1 Often these hourly employees don’t have a company e-mail address or easy access to a computer at work, which makes it difficult for leaders to engage in timely, ongoing communication with those employees and foster a sense of community company wide.
By understanding the four major issues that can hinder good communication with employees, however, leaders can better learn how to overcome them.
Challenge: Frontline managers don’t prioritize employee engagement.
Dramatically shaped by the current labor crisis, employee engagement and the employee experience are significant concerns across industries. One recent survey of U.S. hourly frontline workers who left their jobs between March 2020 and August 2021 found that bad relationships with bosses is a key reason for turnover (right behind pay and COVID-19-related issues)2. These poor relationships sometimes arise when effective communication takes a back seat to a frontline manager’s major priorities of meeting production quotas and achieving company financial goals. Therefore, proactively using communication to create better employee-manager relationships is a great strategy for supporting the workforce and improving retention at the same time. For example, managers can lead problem-solving discussions that encourage workers to arrive at solutions themselves, then follow up with and recognize those workers who develop and successfully apply the solutions.
Challenge: Company leaders don’t foster meaningful communication.
Communication must start from the top. A lack of communication from top leadership can cause costly misunderstandings throughout the organization. Hourly employees are people first—and workers second. When leaders have a genuine two-way dialogue with employees and require managers at all levels to do the same, that can go a long way toward helping workers feel that they and their sentiments are valued. Furthermore, frontline managers learn how to communicate proactively in large part through the examples and values set by their own top leadership. Without those examples to follow, managers may be more likely to let effective two-way communication with their hourly employees fall by the wayside.
Challenge: Language barriers impede communication.
Almost one third of U.S. employers have a “high dependency” on workers whose native language is not English. In those settings, language barriers can limit employees’ ability to engage with their companies and managers, because messages can get lost in translation. A company can find itself at greater risk of problems in key areas such as compliance, safety, and quality if language differences prevent managers from effectively communicating with employees. Ways to mitigate language barriers include actions such as translating all key documents, leveraging professional or trusted employee interpreters, offering language classes to employees and managers, and posting information throughout the facility in all relevant languages.
Challenge: Communication strategies don’t fully leverage mobile.
When a company doesn’t invest in technology that harnesses the power of mobile solutions, it loses out on a means of connecting with its employees in a way that is easy and meaningful for them. Hourly manufacturing employees often lack access to company e-mail or work computers. But most people (and especially younger generations) bring their smartphones to work with them, thus opening up other ways to communicate with them. Companies can leverage employees’ extensive use of smartphones by using apps, push notifications, and mobile-friendly surveys to help everyone feel empowered and connected.
Putting It All Together
Considering how important it is to attract and retain employees in the face of the current labor shortage, now is the ideal time for companies to enhance their communication strategies. Starting the right conversations with employees and using the best tools, timing, and practices can make all the difference between keeping employees and losing them to outside employment opportunities. With great communication practices in place, an organization can build an engaged employee base and support the life-work journey, creating better employee experiences and, ultimately, better business results.