and training new employees. Why not spend a little extra time on your current employees and retain them? Companies want personality assessments and color code tests to group people and manage and reward them as groups. Instead, at their individual assessments why not ask, “Why did you join the company and why do you stay? What can we do better?” Listen to the people; they will tell you more than an assessment.


What are common communication challenges in the workforce management? I think it all starts at top in the “C” suite. There is a real value for people to be seen and heard. Status interviews start with senior level managers, then mid-level managers, etc. Explain “this is how the company operates” and make sure they understand the kind of culture you want to build. It is a living breathing entity with living breathing individuals doing the work. Create the company from the top down so that people will think twice about leaving. In the annual employee review process, change the com- munications angle. Why not say, “We can’t do this without you. The contributions you have made are valuable. What can I do to keep you here?” So many employees never hear this … yet they should. As management, your job is to remove obstacles so they can be successful in their work. Ask, “What is getting in the way of your work?” Maybe they need new tools. Maybe they need a bus pass to get to work on time, a flex- ible schedule, or upgraded software. Ask them, “What can I do to help connect you to your dreams?” Maybe it is more training, college night classes. Maybe they want a new career. While they are working for you, help them get to the next level. They will be leaving anyway, and this will make them more productive and appreciative while they work for you! In the rare instance they ask for a pay raise that cannot be given, be honest. Tell them, “I cannot do a 20% raise in pay, but I know you love to fish. What if we give you off on Wednesdays during fishing season?” Or, “I know you just had a baby, what if we allow you to work two days a week at home.”


Where is the workforce going in the future? I believe we are headed for the biggest job churn in eco- nomic history. In 2020, everyone was grateful just to have a job. We are now coming out of it successfully. People will forever remember how you treated them in 2020 during COVID-19. Everyone had to work differ- ently during the pandemic. Workers now see more oppor- tunity to get jobs in other places, without moving! They can live in California, and work in New York. Employers need to ditch generational stereotypes of their employees and build a company that all individuals are proud to play a part.


Automotive Recycling


Clint Pulver drumming to his own beat.


Employers need to ditch generational stereotypes of their employees and build a company that individuals want to work at.


In working to do this, what are the top leadership missteps from your perspective? There are four types of managers and they operate on, or lack, two things: Standards and connections. 1) The Removed Manager. This person is low on both; creates disengagement in the workforce; and leaves people with no incentive to work harder. 2) The Buddy Manager. High on connection, low on standards. They are more about friendship. Employees get frustrated with the need for more leadership. 3) The Controller Manager. High on standards, low on connections. The typical employee reaction is rebellion and push back. The manager attitude is, ‘You get a pay- check, do your job.’ This is a toe-to-toe relationship, not shoulder-to-shoulder. 4) The Mentor Manager. Has both standards and con- nections. They need a good job to be done; yet recognize that a person with a heart (and a life outside of work) is doing the work. They show empathy, but also enforce quality, processes and production.


Becoming a mentor manager is the most beautiful thing to see. It was earned. It is a voluntary choice of an employee.


Create an environment where people choose to work harder for you because of who you are. It is a hard con- cept to implement, and when it is achieved, it is amazing. Be patient, and always be recruiting. Have employees refer friends or people in their circles. Everyone enjoys working with people they like, know and trust.


May-June 2021 //55


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