CLEVELAND — Something we can all appreciate is that the traditional pathways we have been using to recruit our direct labor are not as effective as they once were, and the trend is getting worse. Where are the people we want to connect with going to look? We will need to be where they are to successfully connect with them.
Our challenge is twofold: find them, and provide them with the things that matter to them.
Entry-level production jobs are increasingly having to compete with retail, logistics, and the gig economy, driving us to rethink how we will need to find and hire labor. As the average age of our traditional workforce increases, the number of people available in this group keeps decreasing.
It is becoming apparent that we will need to reach deeply into the Gen Z pool to keep our operations staffed. This will need to include opportunity youth initiatives, the re-entry population and community-supported demographics. This will take more than putting up another online post.
Atypical talent is an option that may make a difference if you can connect.
Under the federally funded Workforce Innovation and Opportunity Act (WIOA), local workforce development boards run out-of-school youth programs designed for young adults aged 16 to 24 who are not enrolled in school or formal employment. They can be found through job centers and career-readiness nonprofits. These groups often assist with initial onboarding, transportation, multilingual signage, and team-based “buddy systems” on the floor that can aid with integrating non-English speakers much more efficiently into their assignments.
WIOA programs may offer wage-matching programs or initial wage subsidies during onboarding and training periods. These programs also may have other assistance like transit passes, uniform assistance and case managers. These elements can improve early retention.
Young adults exiting the juvenile or adult justice system face significant barriers to employment. They can be found through local reentry organizations, court diversion programs and the Center for Employment Opportunities (CEO). The clear performance metrics, non-customer-facing work and reliable hours are ideally suited for this group to transition effectively.
Young adult refugees and asylum seekers are typically dedicated and motivated and often look for entry-level manufacturing and commercial service opportunities. They can be reached through the International Rescue Committee (IRC) and Catholic Charities, as well as regional refugee assistance organizations.
State vocational rehabilitation (VR) offices and local nonprofits can connect young adults who have physical or learning differences with structured employment. They can be found through State VR, Goodwill workforce centers, and regional autism and disability advocacy groups. Highly repetitive, process-oriented tasks, like sorting, feeding and packing, are ideal for these individuals. Often these groups provide job coaches to aid in achieving suitable performance.
Young adults aging out of foster care are regularly searching for fair wages and stable employment. Community centers, foster youth transition initiatives and regional youth shelter networks are where this group is found.
Once you find younger, atypical candidates, you will have to hire them and hold onto them. Hiring and retaining these workers requires matching your operational parameters to their priorities. The modern young worker views employment very differently. These are their (apparent) priorities.
Financial Speed — The gig economy is largely based on earned wage access with clear pay progression. Earned Wage Access (EWA) platforms like DailyPay or EarnIn offer workers access to a portion of their accrued wages immediately after completing a shift. Also, transparent starting rates and clear overtime rules with immediate financial feedback may drastically boost applicant volume and retention.
Flexible Shift Configurations — Typical shift structure may conflict with school, caretaking duties, transportation limitations and other potential issues. Offering nonstandard scheduling options attracts a larger pool of applicants. These include micro-shifts, four to six hours, for students and part-time workers, or a workweek of four 10-hour days, which provides a three-day weekend.
Predictable Advanced Scheduling — Posting a fixed schedule no less than two weeks in advance allows employees to plan for childcare, transportation and other needs around a known schedule.
Mobile Onboarding — Desktop applications are not effective for younger candidates. Revise the application system to a mobile optimized application that offers three-minute completion and SMS text or QR code submission. The time to hire must be compressed. The timeline from initial application to conditional offer must be under 48 hours. Delays will cause applicants to accept positions that are offered sooner.
Direct Metrics — Younger workers prefer environments that have objective and transparent feedback. Performance must be measured with clear and fair metrics and not subjective manager evaluations. Their leaders must foster a respectful and inclusive atmosphere where safety protocols are strictly maintained, questions are welcomed, and cultural differences are supported.
Clear Career Pathways — Younger workers are not interested in jobs they perceive as dead ends. Illustrating pathways of advancement from day one demonstrates long-term value.
Cross-training — Attached to clear pathways, cross-training gives employees both flexibility and enhances any marketable skills as well as provides variable staffing options for the operation.
There are three actions laundry operators should take to make the hiring and retaining process go more smoothly.
First, audit your hiring process. Test your application on a mobile device and eliminate unnecessary résumé requirements and other clutter for entry-level positions. Next, establish three community partnerships. Finally, modernize your shift and pay options.
Just like that, we are on our way to a more robust hiring process.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
