What is your business’ greatest resource?
Its location? Its measurement? Its technology? Barely. Despite the price of all of these factors, the resource with the most potential to elevate and drive your company is its people. Whether it’s the people on your front line or your back end, employee satisfaction leads to customer satisfaction, which leads to a business’ success.
So how does a business develop a pro-employee environment? At Wegman’s Food Markets, a $5.15 billion supermarket chain with mywegmansconnect.com and 80 stores in the northeast United States, you state your persistence for your workers in your tag line. Easy and powerful, Wegmans’ philosophy is “Employees first, Customers second.”
The philosophy has paid off as Wegmans has won countless customer care, community and finest location to work awards over the years. In reality, it’s made Fortune’s “100 Best Companies to Work For” list each and every year because it started in 1998. Wegmans’ employee retention is also impressive at just 8 percent, 50 % of the normal for the industry. To bring in and support the best workers Wegmans depends on traditional methods – competitive pay, solid training and comprehensive benefits. Nevertheless it goes further with values and best practices which make its stores a place employees love to work and customers want to shop. Here are a few examples.
1. Training. Wegmans invests the necessary time and energy to properly train its workers. Full time employees’ training averages around half a year, and part-time employees’ more than a month. In fact, Jo Natale, mywegmansconnect director of media relations, says a store spends $1.5 to 2 million on labor costs inside the six months before opening a whole new store. She says the company wants to make sure all employees have adequate time for you to take part in its onboarding programs, as well as live learning the shop.
2. Communication: Communication is essential for building trust along with your employees. Wegmans realizes this and aims to be transparent using its workers about its plans and methods. “We don’t ever want anything important happening that the 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 removed guard.” The strategy continues to be effective. In the best places to work poll, Fortune magazine asked employees, “Does management possess a clear vision where it really is going?” A whopping 96 percent of Wegmans employees answered yes. The dynamic builds trust with employees fulfilling their need for job security.
3. Put money into relationships: Wegmans leadership invest time and effort into developing relationships with its workers. For instance, both HR executives and company leadership make frequent store visits to talk to its employees with regards to their concerns and share best practices. “Relationships are definitely above all for your 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 create the personal connection so that the employees understand they may be portion of the Wegman family.”
4. Manager Autonomy and versatile Scheduling: mywegmansconnect login its managers to work creatively and autonomously with its staff to fulfill their requirements. As an example, flexible scheduling, while often unheard of in retail, is standard at the stores. “Each time qnjanc poll our employees as to what is most significant in their mind on the job, flexible scheduling rises for the top,” Natale said. “Whether it’s our prime school student that needs time off to work on the school play, or the retired teacher that desires to take line dancing classes, we work with this staff therefore they can use a work-life balance.”