How well are you managing staff on the factory floor?

I recently conducted an employee climate/satisfaction survey in the warehouse of a large multinational manufacturer. We often use a paper-based survey in this type of setting where the participants have little or no access to our web based services. More importantly, its often the case that the participants have poorer language skills so they can take a paper based survey home with them and obtain assistance from a spouse or their children, without any risk of embarrassment.  Irrespective of the methods, the important point is that the company in question has made it a priority to obtain feedback from their  manual labour work force.

The vernacular in a warehouse or factory can be quite different from an office, but in my experience, there is often a similarity in the underlying values.   Sure, the vernacular and behaviours might be different but underneath this,  the manual workers want to be treated respectfully, to be paid equitably for a fair days work and to be valued for their contribution.

The issue however, is that elitism among managers within a large and complex organisation can sometimes mean that white collar and in particular managerial staff are sometimes so wound up in their own ego (lets face it – it takes an ego to climb the ladder) that they lose perspective on their manual workers.   Partly, this is because they have no understanding of the experience on the factory floor.   To the shortsighted novice manager they may appear mundane and risk averse, happy to do the droll day to day repetitive jobs.  But a seasoned manager knows that if the team is motivated and proud, then  underneath this apparently monotonous, insular  exterior, lies a  capability to solve key their problems and get the job done.

In fact it makes good sense to ask them what they think about their work culture and how they could make things better.  The problem often is that manual workers lack the confidence and verbal skills to articulate their views.  They are often overwhelmed by the accepted group norms and behaviours, and unless they feel totally comfortable and trusting, they won[‘t say what’s on their mind.    Some managers have a talent for connecting with their manual workers, but many just can’t find a level to relate to them.  So this is the problem.

I suggest you don’t try any forums such as focus groups where staff are expected to discuss their views in front of their peers.  Surveys can work well as long as the survey is in a simple language which the participant is familiar or they can seek help from a person they trust, without losing face.

To get an honest answer, whether in day to day exchanges or using a survey, effective managers will strike up a rapport.  They will talk the language, they will act so they are trusted. They will straight talk, honor their promises and gain the confidence of manual workers.   Then they will get them participating productively in the business.