A recent McLean & Co. report stresses the importance of HR leaders investing in tailored programs for hourly workers, who represent more than 60% of the U.S. workforce. The report highlights that while organizations often focus on attracting hourly employees due to high turnover, they need to also focus on retention and engagement through inclusive programs that meet the specific needs of this workforce.
The Need for Change in HR Programs for Hourly Workers
According to Karen Mann, Senior VP for HR Research at McLean & Co., the key to improving retention and performance among hourly workers lies in designing programs that reflect the realities of their front-line experience. However, a significant gap exists between the intent to create such programs and the action needed to implement them.
Many organizations face logistical barriers, a lack of access to technology, and assumptions that hourly and salaried employees have the same needs, leading to limited participation in HR programs. This has caused hesitation among senior leaders to invest in programs aimed at hourly workers, particularly given the high turnover rates.
Overcoming Mindset Barriers in HR Leadership
The real challenge, according to Mann, is not operational but a matter of mindset. HR leaders must be willing to challenge legacy thinking that hourly worker programs are too complex or not worth the investment. McLean recommends a four-step process to help HR leaders tailor their programs for hourly employees:
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Determine the Need for Customization
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Prioritize Programs for Impact
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Customize Selected HR Initiatives
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Implement with Clear Change and Communication Plans
When executed effectively, these programs can enhance inclusion, increase employee engagement, and improve retention, all while driving measurable improvements in productivity, customer satisfaction, and cost savings.
Addressing Psychosocial Risks and Well-Being
Front-line workers face a range of challenges, including a lack of readiness for workforce change and an increase in workplace psychosocial risks. According to a meQuilibrium report, front-line workers also report higher levels of anxiety and depression. Employers can help mitigate these challenges by raising awareness of well-being options and offering proactive outreach campaigns to encourage workers to utilize available benefits.
Barriers to Training and Development
Despite the importance of on-the-job training, high turnover presents a major barrier to developing front-line workers. The Association for Talent Development reports that many companies rely on training methods like managerial coaching, job shadowing, and knowledge sharing. However, these methods can be ineffective without a structured and consistent approach due to turnover challenges.
HR leaders must overcome barriers to implement effective, tailored programs for hourly workers. These programs should focus on inclusion, engagement, and retention to help improve overall workforce performance and organizational success. Addressing psychosocial risks and providing accessible training options can further enhance the well-being and productivity of hourly employees.
Source – HR Dive
