Employee Engagement and Experience for Manufacturing
Communication, recognition and the conditions people actually work in.
What this looks like in manufacturing
The parts of employee engagement and experience that are specific to this sector, rather than general.
Engagement on the Shop Floor
Set by the shift supervisor, measured in small things.
What this coversHide
Engagement on the Shop Floor
Set by the shift supervisor, measured in small things.
What this coversHideShop-floor engagement is decided by supervisors and by conditions. A well-designed programme launched over a supervisor problem changes nothing that anybody notices.
- Supervisor capability as the primary lever
- Roster and overtime allocation seen to be fair
- Canteen, washroom, transport and rest facilities
- Safety concerns raised without consequence to the raiser
- Skill progression linked visibly to pay
- Suggestions from the floor acted on and reported back
- Recognition at shift and line level
Suggestion schemes fail for one reason: nothing visibly happens. Two implemented suggestions announced on the floor produce more engagement than a year of collecting them.
The general method — what employee engagement and experience covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the employee engagement and culture page. What is above is the part that differs for manufacturing.
Other HR topics for manufacturing
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.