High employee turnover in the food industry can make it difficult to complete a full day on the job without accidents, much less plan for the future. In some cases, many of your future managers and supervisors are among employees who might already have one foot out the door.
Frontline workers who consistently demonstrate initiative and a dependable work ethic can be developed into future managers and supervisors if properly identified, trained and mentored. However, many companies oversimplify the process with a tap on an employee shoulder and placement into a supervisory role, regardless of whether or not they’re interested or ready for new responsibilities.
Consider these suggestions when trying to find future managers.
Start with the Basic Qualities
Task your floor managers with finding employees who demonstrate natural leadership qualities. This isn’t tricky. Look for employees who understand that respect is earned, who add quality to their work and help others around them, or who volunteer to mentor new employees. Conversely, your managers should know the warning signs like employees who only talk the talk with no follow up or follow through, have poor attendance and participation records, or avoid helping others because “it’s not their job.”
Ask, Don’t Tell
Once you’ve identified your potential candidates, make sure you “ask” if the employee is interested in the job. The mistake of “telling” an employee that they’re being promoted to management happens frequently. Some employees may not want the added pressure and responsibility of managing peers. Others may suffer from social anxieties of performing at a level of greater visibility. Some employees may accept only out of fear of being fired or cast aside if they refuse.
Mentor, Advocate, and Know the Difference
Mentoring is a common HR development tool often reserved for executive ranks. However, given the importance of food and workplace safety, especially for its impact on your brand, mentoring is something you should foster from the boardroom to the factory floor. The process can also serve as a way of determining if a candidate is ready for advancement or provide a developmental path to management.
An advocate or sponsor serves an entirely different role than a mentor. Every candidate deserves both. The sponsor is needed to speak up for the candidate regarding future opportunities or seek out opportunities where they can develop skills and gain exposure in the company.
The more employees are exposed to opportunities and company leaders, the more likely they are to feel engaged and invested. This is especially true of millennials who tend to be extremely focused on making a difference in the workplace.
Remember the Promotion Doesn’t End with the Title
Even after the employee is promoted to a new management or supervisory level, make sure they are monitored and continuously developed in the process. Sometimes it takes placing a candidate in a management or supervisory position to discover that their personalities or capabilities don’t match the job requirements. This shouldn’t result in punishment or an exit from the company, but instead provide an opportunity to move to a more suitable role.
Finding the right management candidate within your ranks takes the risk and guess work out of outside recruiting. It builds loyalty and commitment and helps reduce the turnover rate. Look closely at the workers on your floor. Your next senior manager may be right under your nose.
Holly Mockus is a product manager with Alchemy Systems.
