What is your business’ greatest resource?
Its location? Its measurement? Its technology? Barely. Despite the price of most of these factors, the resource with the most potential to elevate and drive your company is its people. Whether it’s the individuals on your front line or your back end, employee satisfaction leads to customer care, which leads to a business’ success.
Just how does an organization develop a pro-employee environment? At Wegman’s Food Markets, a $5.15 billion supermarket chain with mywegmansconnect and 80 stores inside the northeast United States Of America, you state your commitment to your workers inside your tag line. Simple and powerful, Wegmans’ philosophy is “Employees first, Customers second.”
The philosophy has repaid as Wegmans has won hundreds of customer care, community and best spot to work awards over the years. In reality, it’s made Fortune’s “100 Best Companies to Work For” list every year since it started in 1998. Wegmans’ employee retention is also impressive at just 8 percent, half of the average for the industry. To bring in and support the best workers Wegmans relies upon conventional methods – competitive pay, solid training and comprehensive benefits. But it goes further with values and best practices which make its stores a location employees love to work and customers like to shop. Here are some examples.
1. Training. Wegmans invests the essential time to properly train its workers. Full-time employees’ training averages around 6 months, and part time employees’ more than a month. In reality, Jo Natale, mywegmansconnect director of media relations, says a store spends $1.5 to 2 million on labor costs in the half a year before opening a new store. She says the company wants to be certain all employees have adequate time for you to participate in its onboarding programs, as well as live education in the shop.
2. Communication: Communication is critical for building trust along with your employees. Wegmans realizes this and aims to become transparent with its workers about its plans and methods. “We don’t ever want anything important happening that 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 so that they aren’t taken off guard.” The strategy continues to be effective. In their 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. Put money into relationships: Wegmans leadership invest time and effort into developing relationships featuring its workers. For example, both HR executives and company leadership make frequent store visits to speak to its employees with regards to their concerns and share best practices. “Relationships are certainly first and foremost for your business,” Natale said. “The Wegman family have been in our stores each week for several days. It’s important to allow them to make the personal connection so that the employees understand they may be area of the Wegman family.”
4. Manager Autonomy and Flexible Scheduling: mywegmansconnect login its managers to work creatively and autonomously with its staff to satisfy their demands. As an example, flexible scheduling, while often unusual in retail, is standard at the stores. “Every time qnjanc poll our employees about what is most important in their mind on the job, flexible scheduling rises towards the top,” Natale said. “Whether it’s our prime school student that requires time off to work on the school play, or the retired teacher that wants to take line dancing classes, we work with our staff so they can possess a work-life balance.”