International Door & Operator Industry

SEP-OCT 2017

Garage door industry magazine for garage door dealers, garage door manufacturers, garage door distributors, garage door installers, loading docks, garage door operators and openers, gates, and tools for the door industry.

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Page 80 of 118

78 International Door & Operator Industryâ„¢ The Bureau of Labor Statistics is predicting that demand for skilled labor in construction related trades will increase by 25% over the next 5 years. Failure to create plans and programs to help identify and retain talent will only exacerbate an increasing problem created by the retirement of baby boomers, economic recessions, uncertainty and millennials that are more interested in getting a degree than learning a trade. Our industry's inability to evolve and adapt fast enough for the current staffing demands must be resolved. Stimulating training opportunities, advancement accelerated to match the abilities of the workers and a voice on important decisions seem to be the most important expectations of the modern talent pool. We must work on creating an exciting and modern image for our employees, specifically one that piques the interests of tech oriented candidates. Finding ways to impart understanding about how vitally important all construction trades are to the economy and infrastructure, and how candidates can be key players in their perspective companies, should be a fundamental focus for industry participants and professional associations. Creating an image of a profession that helps build communities and fosters entrepreneurs young and old to take the risks and steps needed to be successful with support from their peers should be our goal. This should be accomplished while reminding the public, and ourselves, that we are the purveyors of the largest, most used and potentially most dangerous appliance on any house or building. Giving talented workers a reason to stay has always been an ongoing challenge. While being paid for the value they bring to the organization is important, simple increases in compensation and benefit packages are no longer an acceptable solution. In addition to flexibility and pay, workers want to feel engaged in meaningful and interesting work. Most employees want to perceive that their contributions to the company and community are making a difference. They want to feel valued and generally recognized for doing well. Regular feedback in the form of "constructive and consistent performance reviews" vs "random and often detrimental encounters" is essential. Studies show companies that establish some form of appropriate feedback programs experience 15% reduction in workforce turnover. A company will also find that sincere compliments in the presence of peers, and emotional support within appropriate limits, go a long way to create feelings of loyalty and solidarity within the organizations team members. Studies have shown other important causes of resignations: The fear of stagnation - that one could spend 30 years or more of his or her life doing something that at the end of a career is meaningless - can be a compelling reason to seek other employment. An employee's perception that his or her employer is more concerned with profits than with helping fellow human beings, or that the organization has no meaningful social purpose, is another. Vague, unachievable goals or a complete lack of a mission and vision can be demoralizing to a worker who values having a clear reason for his or her investment of time and effort in the company. Lack of true, skilled leadership from a company or organizations leadership is generally the origin of low morale. In addition to being frustrating, a shallow candidate pool and turnover in any industry imposes a serious burden on business costing time, profitability and resources that could otherwise be reinvested in the company. There are many theories about "organizational equilibrium", most proposing that an employee will stay longer and be happier so long as the compensation package is equal to or greater than the contributions expected of the worker. This is a balance that all construction trades must start getting right. Start creating more reasons for workers to stay than to go, eliminating as many causes of dissatisfaction as possible and creating a path of individual advancement. The days of an expendable supply of workers and the ability to find willing and hardworking employees are gone and without serious efforts within our industry to create practices that encourage workers to stay the shortage will continue. ASSOCIATIONNEWS Creating Reasons for Employees to Stay By Brenton Cheney, IDA Young Professional Network, Advisory Council Co-chair Creating Reasons for Employees to Stay

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