One of the best ways to boost worker retention in your manufacturing business is to create a pipeline from the entry level to as high up the corporate ladder as workers want to move. That way, anytime you hire someone, you can talk to them about how you want them to stick around for many years to come and see themselves in a leadership position, no matter what their background may be.
That obviously starts with having a clear plan to effectively promote from within every time you have a new leadership position open up. Want to get the best possible handle on it? Read on for some of our favorite suggestions:
1) Make it part of a clear career path
Whether you hire a worker for an entry-level production line job or initially bring them aboard as a middle manager, you should always let them know the potential A-to-B-to-C of their possible career path with the company, according to Built In. That way, they can see themselves changing roles within a year or two, and then understand what they might need to do to be fully ready for such a change. That helps you fill that role from within with a greater degree of confidence.
2) Make the transition as seamless as possible
Along similar lines, it's a good idea to make sure when you're promoting from within that the new role a person is taking has a decent amount of overlap with their previous efforts, according to Hub Engage. Certainly, you don't want to push them out to sea without the tools and guidance they need to succeed, but moving someone from your production line to your marketing department, for example, might not yield the best results.
3) Figure out which employees command the most respect
It's important that your company doesn't just promote from within for the sake of doing so, and is very conscientious about determining which people have the right leadership skills for their potential new position, Hub Engage advised. Often, companies make the mistake of promoting people who are simply well-liked, but that alone doesn't make them a good leader.
4) Ease them into the transition
Even if your employees are well-versed in what your company does, what it wants from them in a new role and have plenty of skills of their own, you don't want to inundate them with new duties right away, according to Inc., magazine. Give them a few weeks, perhaps a month, to get a feel for the new job before you you really expect them to start performing their new role at a high level.
5) Get newly promoted workers to help educating the next crop
A great way to handle promoting from within is to take clear success stories — such as the entry-level hire who worked her way up to the C-suite — and have them work with employees on what it takes to follow that same path, Inc., added. When workers have a clear example to follow and can get "insider" tips on how to take that next step, they're more prepared for the issues they might face.