What is your business’ greatest resource?
Its location? Its size? Its technology? Barely. Despite the need for many of these factors, the resource with the most potential to elevate and drive your business is its people. Whether it’s the folks on your front line or your back end, employee satisfaction leads to client satisfaction, which leads to a business’ success.
So, just how does a company produce a pro-employee environment? At Wegman’s Food Markets, a $5.15 billion supermarket chain with official website and 80 stores within the northeast U . S ., you state your commitment to your workers within your tag line. Simple and powerful, Wegmans’ philosophy is “Employees first, Customers second.”
The philosophy has repaid as Wegmans has won hundreds of customer support, community and greatest place to work awards through the years. Actually, it’s made Fortune’s “100 Best Companies to Work For” list every year as it began in 1998. Wegmans’ employee retention is also impressive at just 8 percent, 50 % of the average for the industry. To draw in and retain the best workers Wegmans relies on conventional methods – competitive pay, solid training and comprehensive benefits. Nevertheless it goes further with values and greatest practices that make its stores a spot employees love to work and customers want to shop. Here are some examples.
1. Training. Wegmans invests the essential time to properly train its workers. Full time employees’ training averages around half a year, and part time employees’ over a month. Actually, Jo Natale, mywegmansconnect.com director of media relations, says a store spends $1.5 to 2 million on labor costs within the half a year prior to opening a whole new store. She says the company wants to be certain all employees have adequate time to get involved in its onboarding programs, as well as live learning the shop.
2. Communication: Communication is crucial for building trust along with your employees. Wegmans realizes this and aims to be transparent featuring 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 continually give managers plenty of time to familiarize all staff with any changes therefore they aren’t removed guard.” The strategy has been effective. In the the best places to work poll, Fortune magazine asked employees, “Does management have a clear vision where it is actually going?” A whopping 96 percent of Wegmans employees answered yes. The dynamic builds trust with employees fulfilling their requirement for job security.
3. Spend money on relationships: Wegmans leadership invest energy and time into developing relationships with its workers. For example, both HR executives and company leadership make frequent store visits to speak with its employees with regards to their concerns and share best practices. “Relationships are certainly above all for the business,” Natale said. “The Wegman family will be in our stores every week for a couple of days. It’s important to allow them to have the personal connection in order that the employees understand they are part of the Wegman family.”
4. Manager Autonomy and Flexible Scheduling: mywegmansconnect portal its managers to work creatively and autonomously with its staff to satisfy their demands. As an example, flexible scheduling, while often uncommon in retail, is standard on the stores. “Each time qnjanc poll our employees in regards to what is most significant for them on the job, flexible scheduling rises for the top,” Natale said. “Whether it’s the top school student that really needs time away and off to work on a school play, or the retired teacher that wants to take line dancing classes, we work with the staff therefore they can possess a work-life balance.”