“We’ve hired about 90 students in the past 10 years, and probably 80% of them have seen me speak in class,” Woodworth says. “When we interview kids, they say they’ve never seen a president do the kinds of activity that I do and that it makes them feel like we care about them, which we do.” Strong partnerships such as the one Terillium enjoys with Miami University work well for both sides. “The university wants their students to get good, well-paying jobs out of college and we want good, strong students to make us better,” Woodworth says. “It makes sense that we work together.” RETURN ON INVESTMENT Arrive Logistics is also a corporate partner with Miami’s Center for Supply Chain Excellence, and the relationship has given the company a “huge return on investment,” allowing it to connect with top supply chain talent, Nicholson says. “The beauty of our corporate partnership is that a top logistics brokerage and an academic institution work together to help create value, in uence curriculum, and arm students with the skills and experiences they need to succeed as contributing members of the supply chain workforce,” Nicholson says. Gebrüder Weiss casts a wide net in recruitment and uses every tool at its disposal—from career fairs and job sites to being active on LinkedIn and serving as guest speakers and presenters at several university programs. “Tactically, it’s helpful to use as many avenues as possible to attract new and experienced talent,” McCullough says. “Strategically, it’s impactful to market the company, the culture, and the lifestyle, not just the job tasks.” Gebrüder Weiss’s “always on” approach to recruitment means, “We consider every touchpoint a recruiting touchpoint and every employee a recruiter, and this has been an effective strategy,” McCullough says. Companies having the most success attracting and retaining workers are going beyond pay and bene ts and focusing on a holistic worker experience.
Using a variety of recruitment avenues, such as career fairs and job site visits, is one e¤ective way to attract new supply chain talent.
engagement and clear communication are critical, McCullough says. “The biggest retainer in our experiences is giving employees a career path, and that’s more easily realized if they have good mentors,” he says. MOBILE WORKFORCE Gebrüder Weiss emphasizes mobility within the company and the international opportunities for workers who want to travel and take on new challenges. For instance, McCullough, an Ohio native, spent three years working in South Africa and found it to be “an experience of a lifetime that really catapulted my career,” he says. Gebrüder Weiss strives to train workers “from A to Z in the business,” he says, rather than keeping them highly specialized to one component of it. McCullough believes employees appreciate the career advancement opportunities that come with that training. Ten of the 12 branch managers at Gebrüder Weiss, and every member of the executive team, are internal promotions from within the company. McCullough attributes part of that stability and longevity to the company’s emphasis on mentorship and engaging with workers. “If you can give people education, guidance, and a career path forward, then they’ll stay with you for a very long time,” McCullough says. n
And companies that are proving to be sophisticated in adopting technology and embedding the supply chain as a true business partner are important in retention. Rising labor costs and the increasing popularity of remote work—which is not possible for many supply chain jobs— intensi es the importance of focusing on corporate culture and being creative in what a company offers its workers to retain them. Strategies such as effective onboarding, ongoing training, and career advancement opportunities are critical to retaining employees. “In addition to good bene ts and paid time off, exibility, mentoring, internal communication, and a supportive culture are all important to retaining workers,” McCullough says. “Flexibility has become more important in recent years, and we have found creative ways to offer it while still keeping the work hours our customers need. “For example, we make room for people to pursue outside passions and maintain work/life balance, and will adjust hours and responsibilities where we can to allow that exibility,” she adds. Gebrüder Weiss emphasizes mentorship as part of retention, turning to veteran employees to formally mentor team members. They also provide a structured education program to help workers gain career-building skills. High
140 Inbound Logistics • July 2023
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