We are a small, five-year-old factory that manufactures inexpensive but effective detergents for home and industrial use. Our challenge is how to discover, attract, and hire licensed chemists because our turnover is high. Could you please give us some advice? — Orange Juice.
A proud grandmother told her neighbors about her five-year-old granddaughter. Noticing something wrong with the way the girl was wearing her shoes, the grandmother told her: “Honey, you have your shoes on the wrong feet.” The child looked down and replied: “But, Grandma. What can I do? These are the only feet I’ve got.”
When an organization is small and new, it can encounter lots of issues that can be confusing for people to understand, just like the five-year-old in our story who doesn’t comprehend that shoes need to go into the “right” feet. Why are you having difficulty finding licensed chemists? You should be the first to know. Chemistry is a difficult field. Few young people are interested in taking it up as a career.
Also, major companies are cornering all the talent by offering them golden handcuffs. This is not to belittle your factory. Accept the fact that you are new in business and possibly too insignificant for young chemists (licensed or not) to consider. The new breed of chemists would want to be associated with major companies that can pay them well, give them learning opportunities, and provide a tremendous work experience.
TWIN STRATEGY
But don’t take my word for it. Discover the root causes behind your hiring problem because you would be in a better position to understand. Look yourself in the mirror. Manage only what you can control and ignore those you can’t. Highlight your strengths as a small factory. What are the things that make your company competitive and make you an employer of choice?
You might discover that your weaknesses are few compared to your strengths. In response, explore the following strategies:
One, establish a long-term, “forward-hiring” program. What I propose is an improved apprenticeship system that allows incoming third-year chemistry students to become potential employees upon graduation and obtaining a government license. Inquire with various universities until you have a list of 20 students (depending on your budget and capacity) to report for work on a rotation basis so you can have at least one student every working day.
If you can manage it, increase the number to around 30 or even 40 as replacements for those who can’t meet your standards and to allow for possible manpower needs in an expansion.
They must be paid a reasonable cash allowance equivalent to the minimum wage, if not higher to cover their transportation and meals. It is the right time to impress upon them they’re dealing with a benevolent management. Make the right impression the first time.
Offer to pay the fourth-year tuition of academically outstanding interns.
Treat the students like family. Energize them. Give them proper care, the way you nurture young plants. In time, they will reciprocate with loyalty to your organization, regardless of its size.
Two, for the short term, poach talent. This can be done simultaneously with the “forward-hiring” program. Join and be active in professional organizations of chemists, like the Integrated Chemists of the Philippines and others. This way you can meet lots of people who can give advice and lead you to individuals you can pirate, whether they are seasoned or not.
You can also tap the services of balikbayan professionals who can be consultants depending on your specific needs. Your human resource manager and in-house chemists can help by directing you to various alumni organizations for the list of their graduates, if not other chemists from other companies, in and out of your industry.
Don’t disregard the potential contribution of current workers who can help with job referrals. Decentralize the search. Offer a tax-free reward of maybe P10,000 for every job applicant who passed the screening process. Your employees can do a lot by posting job vacancies on social media or elsewhere. It’s a small amount to pay.
RETENTION IS KEY
Even if you’re successful in hiring chemists for your factory, it’s equally important to retain them for the long term. There’s nothing quite as disappointing as finding out that your chemists will stay only briefly before moving elsewhere. This can happen anytime.
Your management must be proactive in communicating with the chemists. Be alert. The signs are easy to detect. They can be seen in body language. Their passivity could be a warning sign; so can their lack of initiative in communicating their ideas and even complaints. Tardiness and failing to attend meetings are also red flags.
It always helps if management improves its active listening skills. Show interest in the chemists’ career goals. Offer encouragement. Every step of the way, be certain that what management says doesn’t sound phony.
Have a consulting chat with Rey Elbo on Facebook, LinkedIn, or Twitter or you can send anonymous questions to elbonomics@gmail.com or via https://reyelbo.consulting