- Manufacturing has enjoyed a storied history and recent good workplace news
- Manufacturing employee engagement lags behind the national average
- Some companies are successfully bucking the low-engagement trend
Manufacturing has had a storied history in the U.S. From the innovations of the Industrial Revolution, including the introduction of the steam engine, to the creation of the assembly line and the implementation of lean manufacturing, this sector of American life has been the backbone of U.S. excellence.
And the manufacturing sector has seen some good news lately, too. According to a recent report in The New York Times, "… the latest payroll data underscores the striking rebound at American factories, which lost more than 2 million jobs in the recession, but have clawed their way back and recovered more than 1 million positions since 2010."
Yet neither a storied history nor recent gains in the sector have translated into engaged workplace cultures on the factory floor. Gallup found in its State of the American Workplace report that 25% of manufacturing workers are engaged at work. This is eight percentage points lower than the national average of 33% employee engagement, making it the least engaged occupation across the U.S.
What is happening in manufacturing, particularly, to cause this low engagement and create struggling workplace cultures?
Gallup consultants note that today's employees expect to be managed differently than they were in the modern era of manufacturing that began in the 1920s. Contemporary work environments and new trends have employees asking for flex time and individualization in the role.
Manufacturing companies and factories have not kept pace with the rest of the ever-changing work environment, Gallup consultants note, and this may be an impediment to employee engagement. Those in manufacturing see friends and family not only having flex time, but also observe in them a more empowered workforce where one has greater control over day-to-day decision-making on the job. Manufacturing employees want more of that, but their workplace environment may not allow for that kind of flexibility.
Managers who are bound by procedures, along with unions, may also have an impact on engagement. Unions act as a third-party advocate for employees, which is not necessarily a bad thing, Gallup consultants say -- it just requires following more processes and procedures before important conversations and change can occur.
The challenge, then, is for manufacturing leadership to work around some built-in issues and try to make employees feel great about coming to work every day.
Creating the Right Culture
Stryker is one company that has a highly engaged workforce. Eamonn Nestor, senior director of operations at the global medical technology company, said the culture created there from the top front-line leaders is what propels his company's scores higher than the norm.
"Engagement can be something that's treated like a fad," Nestor said, "or it can be treated as a way to brand our company in a certain way that attracts talent."
Nestor said Stryker's use of Gallup's Q12 employee assessment has helped in pinpointing stress points of the workplace and using survey feedback to make improvements companywide. Nestor also cited the program Gallup conducts on strengths and engagement for managers at Stryker. He said this is an example of a tool that works to boost engagement through lifting up the best managers.
Stryker also conducts town halls, where leaders review their employee engagement results, address issues they are seeing from the data and take questions as well. Additionally, Stryker uses Gallup's pre-hire selection assessments for employees and managers, a feature unique to the manufacturing sector. The employees Stryker selects are more engaged and better able to engage coworkers.