Page 20 - MetalForming December 2011

Workforce Development\Pridgeon & Clay
MetalForming/December 2011 www.metalformingmagazine.com
ages three business unit managers, as well as a logis- tics manager in the com- pany’s warehouse and the plant manager of a sister plant in Indiana. “My role is to make them better,” he says, “and to be a teacher. If I have to make all of the important decisions for our plant, then we will fail.
“We want our employees to be able to work individ- ually, to make decisions on their own,” Swiger contin- ues. “At the same time, we also train them to work in teams so that they can ini- tiate continuous-improve- ment ideas and then work together to turn those ideas into reality on the plant floor.”
Tosupplementinhouseclassroom training initiatives and a structured on-the-job training program—both of which have earned the company awards from its industry trade asso- ciation, the Precision Metalforming Association—the company is a dues- paying member of the Source, a local not-for-profit employee-support organization. Classes offered by The Source include computer basics, Eng- lish as a second language, financial literacy, financial management, intro- duction to home ownership and home maintenance. In the last 3 yr., 45 Pridgeon & Clay employ-
ees have attended courses at The Source.
A Place Where
All Opinions Matter
What motivates people to better themselves at Pridgeon & Clay (other than the oppor- tunity to earn promotions and pay increases)? Swiger has a quick answer to the question: “Everyone here knows that their opinions matter, and are valued,” he says. “From the owners to the vice presidents and on down, everyone cares
abouteachotherandvaluestheirabil- ities far beyond the ability to physical- ly do their jobs. We’re part of some- thing more than just collecting a paycheck and making automotive parts. Our job satisfaction, and the urge to continue to grow and develop as employees, comes from being part of a company that cares about us as indi- viduals, and creates windows of oppor- tunity for us to climb through.”
Of course, as frontline workers climb through those windows of opportunity, promotions and wage increases come along. According to
corporate director of human resources Julie Church Krafft, 90 of the firm’s employees have received promotions within the last 3 yr., enjoying an average wage increase of 17 to 25 percent.
Ahead of the Workforce- Engagement Curve
A highly engaged force of workers flush with more than just the basic reading, writing and communication skills puts Pridgeon & Clay well ahead of the typical manufacturer, accord- ing to statistics from the National
Association of Manufactur- ers. A recent NAM Skills Gap Report finds that 36 percent of manufacturers indicate that their workers have insuf- ficient reading, writing and communication skills, and only 29 percent perceive their workforce to be “highly engaged.”
In Grand Rapids, area staffing agencies note a rise in the need for skilled labor among manufacturers, according to a recent article in The Grand Rapids Press that quotes Church Krafft.
Engineer Bryan VanTimmeren joined Pridgeon & Clay in December 2009 as an advanced press operator (APO) trainee, was promoted to APO just 3 months later, became a setup technician in April 2011, and was promoted to an engi- neering position in September 2011.
A Five-Star Benefits Package
“Our overall philosophy,” says corporate director of human resources Julie Church Krafft, “is to pay the local average wage for each position within the company and combine that with an extraordinary benefits package and a one-of-a-kind commitment to training and continuous education for our incumbent workers. Our goal is to always be proactive rather than reactive in terms of employee development. This way our employees are prepared for the natural progression in respon- sibilities necessary to stay competitive and grow. Within the last year we’ve posted more than 100 new job opportunities, and nearly 90 percent have been filled from within.
“To attract and retain the best of the best,” continues
Church Krafft, “we’ve developed a five-star benefit package.” Included is free, top-notch health insurance plans for employees; nearly free ($10/week) health insurance for qualifying depend- ents; an employee stock-ownership plan (ESOP) that gives employees a financial stake in the company (ESOP ownership is 30.9 percent); a 401k plan with a 15-percent no-limit match; edu- cational reimbursement ($5,250/yr.); and a wellness program, introduced in 2009.
“The wellness program,” says company president Bob Clay, “not only helps to keep our healthcare costs down, but also protects our assets and the investments we make to train and develop our employees.” The program incorporates quarterly one-on-one meetings between employees and a wellness professional to review goals and objectives related to health and nutrition. “The regular sessions keep health and well-being on everyone’s minds,” says Clay. “Our goal is to motivate employees, and the results have been terrific.”