6 ways to improve employee engagement you might not have considered

In a recent blog, we looked at why it’s a good time to review and improve your employee engagement and provided some top tactics for achieving high engagement levels. But there may be other, perhaps less obvious, strategies that you could implement. 

1. Provide the right tools for the job 

Are your systems always crashing? Is there too much downtime? Are the phones ancient? Can people get their work done effectively with the systems/processes that are in place? Investing in the right systems and technologies may be difficult when budgets are tight, but this can often be an area that affects engagement levels a lot.  Involve your teams when you are making decisions on new technologies and systems for greater engagement.

2. Collaborate

Encouraging collaboration between teams makes for a stronger workforce. Get them to improve processes together. Do you have processes that touch different teams? Can they work together to find a more efficient customer focussed approach? It could lead to better working relationships and understanding too. 

3. Invest in training and development

Value the impact that expanding your employees’ knowledge base has. It will improve their weaknesses, drive a higher performance, and, of course, it shows they are valued and will therefore boost morale. 

The cost of losing an employee can be high, yet training and development can often be the first thing to go when a business is struggling. Perhaps it would be better to invest in someone than lose them and then spend thousands to replace them? 

Online training and e-learning needs to be utilised now more than ever, and it can be a very cost-effective way to develop people. It also creates flexibility around their learning, so they can do it at times convenient for them.

4. Reap the rewards of recognition

Research shows that 89% of organisations think people leave because of money but only 12% actually do. What people expect is ‘fair’ pay for the job that they do. However, other benefits, rewards and recognition do play an important part.

Things that were viewed as perks in the past, have now become expectations for many – from workplace snacks to flexible working. You must also pick benefits that reflect your organisation’s culture, whether that’s team nights out, wellbeing initiatives or support with childcare. Help people feel secure with critical illness cover and a good sick leave offering so they know you are there in times of need.

You should also be clear on the career paths available. Make sure everyone knows that if they work hard and give passion they can progress if they want to (remember not everyone does!). Have a strong appraisal system and give regular constructive feedback to your employees – do not steer away from difficult conversations. 

It’s important to act now. If employees aren’t recognised for their hard work during these times – their passion, stamina and focus may diminish. Even if it is just a simple thank you, this goes a long way – 79% of people cite lack of recognition as reason for leaving their jobs. Make recognition for a good job done the norm. You should also promote it among your teams – get them to say thank you and celebrate each other too.

5. Demonstrate corporate responsibility 

Showing that you care is key for employee engagement, so it’s important to get your corporate and social responsibility strategy right. 

For instance, ensure you have a strong health and safety strategy with goals for accident reductions, clear return to work processes, and absence management. Look at ways to enhance wellbeing, improve organisational resilience, develop better work life balance, and reduce individual burnout. You should also put into place good HR policies around performance management, equal opportunities, and bullying/harassment, for instance.   

Similarly, find ways to show that you care about others as this is also very valued by employees. Ensure that you have good engagement with, and give back to, the local community. You could support charitable work, perhaps by offering employees days off for volunteering, and should ensure you have clear environmental and sustainability strategies.

6. Lead from the front

Employee engagement is mostly driven by the leaders and managers around them, so you must be clear on your company objectives. Make sure your employees know how they can contribute towards them and how they will benefit. You are the face of change, so ensure the reasons behind any change are always clearly communicated. 

Everyone’s role is essential, so show employees they are valued by considering their perspective. Stand on their mountain! You may both be on the top of a mountain but the view from yours and the view from theirs may be very different. Bear that in mind.

Engagement attracts talent

Good employee engagement is also a crucial part of attracting the right talent.  Positive employee word of mouth travels fast and is one of the best ways to attract the right people to your organisation. 

When it comes to recruitment advertisements, tell people about your high engagement levels! But also think about how the language and images you use in your marketing come across, and if they accurately showcase your company’s passion, culture, and diversity. At interviews and assessment days, you should also communicate to potential employees how they can make a difference when they join your company, and that your business has the values they find important.

When it’s possible, also think about community outreach. Getting into local schools and colleges is a great chance to support your youth employment by talking to young people about the sector and the opportunities it offers.

More ways to improve engagement

For even more guidance on ways to improve employee engagement in the current economic climate, join fellow HR, management, and training professionals at the upcoming Talent in Logistics Annual Conference. This digital one-day event on 23rd September 2020 will provide inspiration and insight around employee engagement, with our sector’s amazing people at the heart of every session.

See the full agenda here and book your ticket now at the 2020 reduced price of just £50+VAT.

3 things you need to know about health & safety in the post-lockdown logistics workplace

In our wellbeing podcast, we spoke to Woodfines Solicitors to discover what employers need to know to ensure they are following legal requirements surrounding health and safety as employees return to the post-lockdown workplace.

Here are three of the key things we learned from the podcast.

Coronavirus symptom checks are not required, but consent is

An employer has health and safety obligations towards its employees, but it is arguable whether temperature checks can be part of a series of measures that assess employees to protect health and safety in a pandemic. And it is not a measure currently recommended by the government or the World Health Organisation.

When bringing in checks employers must consider employee consent, and visitor consent if it will apply to them as well. Consent is required as otherwise this could be a fundamental breach of contract and taking action without consent can be deemed as assault.

If employers choose to conduct symptom checks, they should communicate why it is necessary and they want to do it. Employees and visitors might feel reassured that the business is taking steps to protect their health and safety, so might be quite happy to give consent.

They also need to consider, from a discrimination perspective, that all the checks are applied consistently to all employees, workers, or visitors – only testing certain groups who perceived to be at higher risk could potentially lead to discrimination claims.

The ICO has issued guidance on workplace testing that may also be helpful to employers from a data protection perspective. The guidance advices that employers should ensure that they don’t collect and unnecessary or excessive information and that employers will probably only require information about the test result rather than details of any underlying conditions and they should only collect results that are necessary and proportionate.

Symptom checking has data privacy implications

Employers must also think about data protection. Health information is a special category of personal data, and a data controller can only process that data on certain grounds. This will require consent again, in relation to data protection, not just in relation to carrying out temperature checks.

Employers need to consider on a practical level, how they are going to do those temperature checks. Will they do them themselves? Or will they use an occupational health professional to do them? If they decide to use the latter, then there is a health exemption under data protection legislation GDPR. This enables occupational health professionals to process data relating to health where that processing is necessary for the purpose of preventative or occupational medicine, or for the assessment of the working capacity of the employee medical diagnosis, or management and treatment. It only applies to occupational health professionals who are subject to confidentiality obligations.

Before carrying out any testing, employers should also inform staff about what personal data is required, what it will be used for, who it will be shared with, how will it be kept, and what decisions will be made based on the test results.

Health and safety concerns must be dealt with correctly

It’s not just the risk of whistle-blowing claims if employers don’t take health and safety seriously in a post-lockdown work environment. Employees also have rights not to be dismissed or treated detrimentally if they raise health and safety concerns.

Firstly, to avoid complaints, and certainly then to avoid any claims, the employer should ensure that they comply with health and safety regulations and their duty of care towards their employees. Employers have a duty of care for the health and wellbeing of their employees under health and safety legislation.

Secondly employers must deal promptly and comprehensively with any complaints that are raised. So, if an employee does raise a complaint, then the employer should take steps to investigate it, take it seriously, and also take steps to address the concerns. What they shouldn’t do is treat that employee adversely because they’ve raised those concerns. They should also ensure that others don’t either, because the employer can be vicariously liable for the actions of other employees.

If an employer doesn’t take things seriously, then employees have the option of report issues to the Health and Safety Executive, which could cause all kinds of trouble for the employer.

More legal insights for logistics employers

This is just a few of the key points covered in the recent podcast with Woodfines Solicitors. To learn more about what employers need to know as employees return to the workplace, both in terms of practical considerations, employment law and health and safety, listen now or download from your usual podcast platform.

Returning to the Logistics Workplace? What employers need to know

For our new wellbeing podcast series, the Talent in Logistics team recently caught up with Mike Hayward, Partner and Head of Crime and Regulatory at Woodfines Solicitors, which specialises in cases involving the road transport and logistics sectors.

The podcast, which you can listen to in full here, discusses the duty of employers to review their policies and procedures during these unprecedented times and what businesses need to know as their employees return to work.

Read on to find out some of the key takeaways from our discussion with Mike.

What steps do you think need to be taken by employers when re-integrating their teams into the workplace?

Mike Hayward: Everything here will depend on the size and type of business, and how it is organised, managed, and regulated. Whatever sector you work within, there will be regulatory bodies giving specific guidance, so it is important to start there.

I urge employers not to panic. Look at the core, fundamental legal requirements (largely set by the health and safety at work regulations) which say that every business has a duty of care to those that come into their businesses as visitors or workers. Although we are all adapting to the world with Covid-19, let’s keep track of some of the fundamental safeguards that have to be in place. That’s carrying out certain risk assessments and making sure that you’re thinking: what we can do to achieve best practice? What can we do to ensure that our staff and visitors are safe?

You can only do your best. And one of the things that I would certainly advise businesses on, is to keep note of the measures taken. The Health and Safety Executive and the Government are talking about trying to take reasonable steps to achieve best practice, rather than this being set in law.

It’s about managing risk, but also about talking to your staff about what they feel is important, and the ideas they have to improve or to mitigate the chances of infection.

Are there any specific workplace policies/procedures that may need a review as they will now be inaccurate in light of the pandemic?

MH: Yes, so this is a really important opportunity to review all of those policies and handbooks! Use this time as an opportunity to look at the procedures and processes you already have in place, refresh them and, where you can, apply the Covid-19 guidance from the Health and Safety Executive and the Government.

Ensure that these changes are communicated to teams effectively. Share your updated risk assessments so people are knowledgeable about the changes made, even if they are working from home. You may want to set up “toolbox talks”, whether remotely or in the workplace (with social distancing) giving updates to the staff as to what your expectations are, and what measures you are putting in place. Also, to keep a record when you communicate this to your teams. Include when it took place, who attended, and get people to confirm that they read the instructions (get signatures if you can). It’s all about the documentation showing the steps you are taking in order to do what you can reasonably in these circumstances.

One thing that’s important to us is people’s health and welfare. A lot of businesses are suffering financially, already on a reduced amount of people, but are now expected to put additional measures in place, with yet more downtime and expenditure in relation to infrastructure. We want to see regulators, such as the Health and Safety Executive, working closely with businesses to ensure that everybody’s doing the best that they possibly can.

Rules can be very debilitating. You can feel bogged down by the amount of guidance that’s coming through. So, step back, consider what you need to do, implement all that you can, get advice where it’s necessary, and talk it through with associations, and people around you. 

Are there are current considerations businesses need to be aware of around business travel, particularly HGV Drivers?

MH: I still find it utterly incredible to hear the stories of HGV Drivers who are unable to access basic welfare facilities at the points that they drop at. In large warehouses, for instance, the Health and Safety Executive has clearly stated that people visiting from an employment point of view, should be given access to welfare facilities. Not only is the fundamental right of somebody’s own welfare to go to the toilet, but when there’s an expectation of frequent hand-washing, those facilities must be in place.

There are also aspects to consider in relation to sharing vehicles. Some businesses are providing a situation where the vehicle is entirely cleaned and sprayed after every use. But, it’s about what is reasonable and practical. We want to encourage hand-washing and that there is a reduction in the amount of time that two people are close to one another. For example, when delivering something, that sites are told in advance, so there is sufficient space between the person taking the delivery.

We’ve also seen the temporary relaxation of drivers’ hours for certain essential deliveries. This was not a green light for anybody to drive outside of their hours. I cannot emphasize enough that nobody should be being placed under additional time pressure or in any situation where driver fatigue may set in. Let’s not lose sight of the principal basic rules that are already there for driver safety.

Let’s Celebrate the Sector!

MH: The one thing that I’d really like to emphasize is that those across the whole logistics sector have often been the forgotten heroes. We rely so heavily on everybody who works in and during this lockdown period, they have come to the fore, delivering essential goods and pharmaceuticals to the NHS, and also the food and other essentials that enable the majority of people to remain at home.

The Undersecretary of State for Roads and Transport actually said that the whole nation will owe the haulage and logistics sector a huge debt of gratitude. Keeping the supply chain going was as an unprecedented challenge, and the logistics sector faced it with outstanding dedication and professionalism. I absolutely echo those words –whether it’s the person behind the wheel of the truck or the people back in the transport operation, this has been a really mammoth task and one that everybody should be very proud of.

Enter the Talent in Logistics Awards 2020

If, like Mike, you feel that the heroes of logistics deserve recognition for the amazing work they continue to do, why not enter the Talent in Logistics 2020 Awards? It’s free to do so but entries are only open until Friday 24th July. Enter now!

And don’t forget to register to be part of our online Talent in Logistics Awards night on 1st October to celebrate the people in our sector. Book your free place now.

Listen to the Talent in Logistics Podcast

For the full podcast, including an interview with Partner and Employment Solicitor at Woodfines Maria Gallucci where we discuss the rules around Annual Leave in 2020/21, Data Privacy for Covid-19 Employee Testing and the Future after Furlough including Redundancy Protocols, click here or download now from your usual podcast platform.

7 reasons to attend the Talent in Logistics online Annual Conference 2020

Over recent months, logistics operations up and down the nation have worked tirelessly to ensure that the country keeps moving. That’s why this year’s digital Talent in Logistics conference will put the wellbeing and engagement of its people at the heart of its agenda.

We believe that engaging with and looking after your talent is one of the best ways to help your business succeed, and that’s more important than ever with the uncertain times that lie ahead.  

Here are 7 reasons why you should attend our one-day online Annual Conference on 23rd September 2020. 

1. The skills shortage isn’t going away

The Logistics Skills shortage can’t be ignored and thinking about future workforce challenges remains absolutely essential.

63% of UK organisations are currently experiencing a skills shortage according to the FTA and research detailed in our downloadable Talent in Logistics Whitepaper “Changing Perceptions: Attracting Young Talent into Logistics” found that only 8% of young respondents felt that logistics was an attractive career option.

At our online Annual Conference, we’ll be exploring this important topic further by revealing the results of our recent research and subsequent White Paper, ‘Driving Engagement in Logistics’. This will share how drivers really feel about their role, their employer, and the sector, and why keeping them engaged is key to retaining and attracting talent. We’ll also share drivers’ ideas for how they would tackle the skills shortage. Don’t miss the conference session: ‘HGV Driver Engagement Research’

2. Learn how to look after your people

Recent events have taken their toll on people and businesses alike and, there’s never been a more important time to consider the wellbeing of your team. That’s why author, presenter and consultant Liggy Webb will be hosting our keynote presentation, titled ‘How to lead a culture of wellbeing and resilience’. This will explain why stress related burnout is a 21st century issue, why you should appreciate the value of investing in wellbeing, how to build a culture that manages burnout and builds resilience, and how you can help your people through demanding and uncertain times.

3. Personal development and wellbeing are important!

Do you have personal development plans in place for your team? What about for yourself? Are you so busy that training is taking a back seat? Continue to invest in your personal development by attending the Talent in Logistics Annual Conference and pass the benefits down to your team.

At the event, you will be presented with the case for continuing to focus on developing and training in our session titled ‘Covid-19 – A lesson for investing in your people.’ 

Understand the return on investment that your business will achieve by not cutting back on fundamental areas such as developing on your team and the future of logistics, plus gain a compelling argument to take back and present to your senior leadership team!

4. Employee engagement should be a priority

An engaged workforce not only ensures increased levels of productivity, but lower rates of absence and safety incident rates, as well as a reduced level in staff turnover. But how often do you get feedback from your employees? Probably not often enough. 

At the Talent in Logistics Annual Conference, we’ll be questioning whether employee engagement surveys are still relevant in our session titled ‘Getting constant feedback from employees – are annual engagement surveys dead?’. We’ll highlight the importance of getting constant feedback from your team in order to keep workers engaged and involved in the future of the business. 

5. You must prepare for your workforce to evolve

There’s no doubt that change is on the horizon, for the logistics sector and the country as a whole. This is likely to have an impact on your business in some way, whether that’s in the form of a restructure, changing responsibilities, or the unfortunate event of redundancies.

Implementing change well can be incredibly difficult. In fact, McKinsey research estimates that 70% of change programs fail to achieve their goals, largely due to employee resistance. During our Annual Conference we have dedicated a session to ‘How to manage change through an organisational restructure’ where you’ll get expert advice to help during these uncertain times.

6. Get the lowdown on being a remote manager

Although more employees are beginning to make their way back to the workplace, Covid-19 has shown that many workers can do their jobs remotely, and may need, or want, to continue to do so. As a manager, this may not be a way of working that you are experienced in or trained for. So, during the Talent in Logistics Online Conference, we’re offering a session on ‘Managing and engaging a remote workforce – best practice from the logistics sector’. Mastering the art of remote working within your business now, may also help make you an attractive prospect to the next generation of potential employees, who look for more flexibility in their working pattern and location.

7. Learn how to survive and thrive post-lockdown

Its’ been generations since something has unanimously affected businesses quite like the past few months have. How do you know where to go from here? Where do you even begin?

If, like many, you’re unsure what to do to ensure that your operations thrive in a post-lockdown world, industry leaders at the Talent in Logistics online Annual Conference have some ideas to help. One session will discuss how focussing on your corporate social responsibility strategy is a good first step, in a session titled ‘Survive and thrive by focusing on your corporate social responsibility strategy’. 

Register to attend the online conference

With all experts in the sector under one virtual roof, in just a day you can get the advice you need to feel more confident and better prepared when it comes to employee engagement and tackling the challenges that lie ahead for your sector.

To make sure these vital learnings are available across our sector, we’ve made our online conference accessible and affordable, with a special price for this year of just £50+VAT to attend.

In the meantime, why not sign up to one of our webinars? designed to help HR L&D, Training and Operations professionals to attract, develop and engage talent within our sector.

How to attract and retain talent through employee engagement

It is an interesting time for our sector at the moment. In some areas we have seen unprecedented peaks, like a month’s worth of Black Fridays have all come at once. In other areas, we have seen dramatic falls with hauliers closing down shop and many workers furloughed or made redundant. 

We know that recruitment is down, that many large organisations are shifting resource from quieter contracts to busier ones, and that we are likely to experience a very bad recession that will affect employment rates in the logistics sector. We are also contending with poor perception of the sector, with limited knowledge of career opportunities among young people, teachers, and parents. Generally, we have not been great at attracting young and fresh talent and are not brilliant at retaining our people – attrition levels in warehousing and transport, for example, can be very high. 

This presents us with an opportunity to make changes for the better. There is currently a better perception of the sector, with many roles being recognised as key workers and people starting to see what can happen when a supply chain is put under pressure. Now is an ideal chance to get ready for when things will improve in the economy. 

It’s time to review our employer branding and improve our employee engagement strategies so that when employment stabilises and recruitment is on the up, the logistics sector is ready for it.

What is employee engagement?

Employee engagement represents the levels of enthusiasm and connection employees have with their organisation. It’s a measure of how motivated people are to put in extra effort for their organisation, and a sign of how committed they are to staying with you.* 

Highly engaged employees tend to be loyal and committed. They are highly productive and have a good retention rate. There are also passive employees, who are productive but not connected. They will be absent more, and more likely to leave than those who are engaged.

Then there are actively disengaged employees, who are present but absent. They are often unhappy and want everyone to know about it. These people can be toxic to your organisation.

Are my employees engaged?

A quick way to measure engagement is to consider how members of your team would answer the following questions:

  • Am I proud to work for the company?
  • Would I recommend the company as a great place to work?
  • Do I ever think about leaving?
  • Do I envisage myself still being here in 2 years’ time?
  • Do I feel motivated to go above and beyond?

If you think the responses wouldn’t be great, then maybe it’s time to take a look at your employee engagement strategy.  Also, answer them yourself? Are you engaged?

What are the business benefits of employee engagement?

The survival of your business may feel like the top priority, especially at the moment, and may come above employee engagement.  However, people create business value – that is indisputable. People are also emotional and fickle and want to be won over. That is why employee engagement can be what differentiates in both times of stability, and in times of disruption and rapid change. 

Did you know that in one piece of research, companies with engagement scores in the top quartile had twice the annual net profit than those in bottom quartile? Generally, we see that companies with good employee engagement benefit from:

  • Higher staff retention
  • Lower absenteeism
  • Improved wellness
  • Higher productivity
  • Better safety performance 
  • Higher customer satisfaction leading to fewer complaints
  • Increased revenue/sales 
 

How to achieve high levels of engagement

Listen, respond, act

It’s important to give your workforce a voice. Remember, at the moment, everyone has their own challenges, so encourage open conversations that enable your people to bring their best self to work. As a leader, you should demonstrate active listening, responsiveness and decisive action taking.

Empower your employees

Empowering your workforce also plays a big part. Provide your employees with opportunities, projects, and tasks that make them want to log-in or come to work each day. This encourages them to do their best work and gives the autonomy that many crave. 

Do you encourage your people to look for new and innovative ways to do things and involve them in Continuous Improvement (CI) processes? If not, trust your staff to develop and implement solutions. Maybe you could create CI champions? 

Let opinions be heard

Remember, employees often have the answers! Let them help you to survive, grow, innovate, and succeed. Let them influence your future strategies. For instance, when you roll out a new product or process, invite employee feedback and comment to help snag issues.

Engagement surveys

Some say that employee engagement surveys are dead, but I don’t personally agree. I think they can be very useful, especially where we have largely all been more distant than usual for some time.

Surveys are a great way to hear people’s thoughts, but time has to be spent understanding why you are doing them and what you want to achieve. Careful consideration needs to be applied when designing the question set and you need to make sure they are always followed up. If you don’t, then there is no point doing them.

You don’t always have to do one big annual survey. Regular touchpoints are great too – short snappy surveys on dedicated themes work well. But if you do an annual survey, it’s good to also complete a snap survey part way through the year to see if things you are changing are making a difference.

We have a free resource with lots of advice on how to successfully plan and implement employee engagement surveys that you can download now.

Talent in Logistics Conference 2020

Feel more confident, more prepared and ready to keep your workforce better engaged than ever before. The one-day online Talent in Logistics Annual Conference on 24th September is focused on how to engage with employees to increase productivity, reduce staff turnover, improve absence and safety incident rates.

Don’t miss out. Book your place now.

4 Reasons to Increase Employee Salaries

We all know that money isn’t the only thing keeps people working hard at their job and it isn’t always the key component in making someone move to a new employer, but it is certainly an important factor and one what shouldn’t be undermined or ignored.

For an employee a good salary can help them lead a decent life, have a safe place to live, help them feed their families and to enjoy things other than just the bare necessities.

For an employer there are so many things that need to be considered when it comes to their people strategies and there aren’t many more important than how they pay and reward their workforce. They need to consider company costs on salaries versus incoming monies, they need to think about their competitiveness as a recruiter and they need to consider where money is best spent for example is it on higher wages or process efficiencies.

Here at Talent in Logistics we have some thoughts on this, as we believe (and so do many others) that salary levels can have a direct impact on employee engagement. With employee engagement comes increased productivity, customer satisfaction & compliance and in turn reduced absence, attrition & accidents. With all of these benefits there is a strong and almost undeniable link to say that better pay will lead to better company success.

So whilst increasing salaries may seem unachievable and difficult in the short term. The benefits in the long term will be a worthwhile investment.

Still not convinced, here is a little more detail to motivate you to make the change that is needed and maybe even highlight some cost saving opportunities;

#1 Doing the Right Thing

If you have employees doing a good job, which is valuable to your business, and is vital to its success they deserve to be rewarded for it. That is just the right thing to do!

This will show that you care as an employer, if you share some of your profits by giving your workforce a pay rise each financial year rather than just lining the pockets of shareholders, it shows that you believe in equality and helps your workforce feel like the valuable asset that they are.

#2 Increased Productivity

A higher salary tends to lead to a culture of high performance and productivity, people will work hard to prove that they deserve to be earning more than the employees at competitor companies.

It will also bring with it more focus because they won’t be worrying about external factors, such as whether they will last until pay day with all their bills and outgoings, can they afford for the car to fail its MOT or that expensive school trip for the kids…

Let’s recognise another potential benefit here – the more productive and engaged people you have, the less people you will need. This can help you save lots of money on salaries and having a smaller and leaner team also brings its own benefits such as increased clarity, cohesion and reduced administration.

#3 Keeping the Talent Within

When you have worked so hard to recruit and develop your talent in order to get them to a high performing and productive stage, would you really want them to leave? If you compensate your employees well they are more likely to stay with you and if they have worked for you for a while they will have strong relationships, understand what you are trying to achieve as a business and how they fit within that.

The recruitment cost can be expensive and so reducing attrition is the best thing in order to avoid significant costs. It’s about the bigger picture here, paying an employee £1,000 per more per year, could save a recruitment and on-boarding cost that can run into tens of thousands.

#4 Talent Attraction

In Logistics, as with many other sectors, we are experiencing a huge talent shortage. How are you going to stand out from your competitors to attract the best drivers, the top planners and the strongest leaders? There are lots of things you can have within your benefits package to attract people, but one sure fire way is to offer an attractive and maybe ‘above average’ salary.

Once you have recruited and you have shown them all the other benefits that working for your organisation can bring, maybe these new recruits will help attract more top talent – word of mouth is a powerful thing after all.

Employee Wellbeing and Engagement Take Centre Stage at Online Logistics Conference

Online Logistics Conference

Putting people at the heart of logistics operations will be the focus of this year’s Talent in Logistics conference which will take place entirely online.

“The success of the logistics sector relies heavily on its talented people during these challenging times,” says Ruth Edwards, Business Development Director for Talent in Logistics. “And when leaders engage with employees, this is shown to increase productivity, customer satisfaction, and safety while reducing absence levels and attrition.”

“This is a period of change and priorities are shifting for many organisations,” she continues. “That’s why we have curated the agenda to focus on the areas that will provide the most guidance and inspiration to employers for the uncertain road ahead.”

The one-day digital conference, which takes place on 23rd September 2020, will be delivered remotely by a series of speakers, all experts in the field of employee engagement. 

Keynote speaker Liggy Webb, an award winning author, presenter and consultant who specialises in the area of behavioural skills and human resilience, will lead a session titled ‘How to lead a culture of wellbeing and resilience’ that will help attendees understand more about stress-related burnout, the value of investing in employee wellbeing and how to help people through uncertain times.

Talent in Logistics will present the findings of recent research into HGV Driver engagement, carried out in collaboration with Pertemps Driving Division.  This will reveal how HGV drivers feel about their role, employers, and career prospects, as well as their suggestions for solving the skills shortages in the sector.

Other sessions will cover topics such as the role of gathering employee feedback, managing and engaging a remote workforce, corporate social responsibility (CSR) strategy and lessons learned from Covid-19 around why it is so important to invest in people.

“It’s crucial now more than ever that we come together as a sector,” says Ruth. “Our planned calendar of 2020 conferences has evolved online to provide an alternative that will continue to help logistics employers, and their valuable people, to succeed in the long term.”

The conference will take place across a full day. All registrants will receive recordings of each session, accompanied by a range of additional, useful resources, ensuring maximum value even for those who cannot watch the whole event live.  This content will be available exclusively to registered conference attendees.

Conference tickets are available now for £50+VAT (usual price £125+VAT).  To register, visit www.talentinlogistics.co.uk. Or for more information, call 01952 520216 or email talentinlogistics@captib.co.uk

The Great British Burnout

We are living in strange times. One might think that much of the population being required to stay home for several weeks would create an atmosphere of calm. But our experiences over the past few months show that, for those who are forced to stay in and those who must continue to go out to work, lockdown can be a pressure cooker experience.

Fatigue, stress, and anxiety are separate but interrelated conditions and while they are not just symptoms of the present crisis, for many they are exacerbated by it.

Over the past two hundred years of human history, people across the world have moved from a mostly agrarian lifestyle; living in small communities far outside the city, working the land and surrounded by nature—to a mostly urban lifestyle, where we are surrounded by unprecedented levels of noise and pollution, swarmed by other people, and cut off from truly uncontaminated wilderness. Whilst these conditions have become the norm for modern society, it is unsurprising that they cause us stress and anxiety, and the modern workplace is a key contributor to this effect. One recent study claims nearly half of people feel stressed at work at least once a week, and nearly one in six feel stressed at work every day. *

The net result of failure to deal with stress can be catastrophic.  A few potential side effects of stress:

  •          Mental health problems
  •          Cardiovascular disease
  •          Eating disorders
  •          Skin problems
  •          Permanent hair loss
  •          Digestive problems
  •       … and the list goes on.

The picture is complicated by fatigue, wherein a person becomes excessively tired due to physical or mental exertion. Fatigue is not just sleepiness, it’s a deep physical and mental tiredness that can both cause and be caused by stress, as part of a vicious cycle. As well as the negative mental and physical health effects, it can contribute to loss of attention and clear-headedness: a big deal for the drivers in our industry trying to keep the roads safe, or those operating materials handling equipment. The recent relaxation of LGV drivers’ hours rules should not let us forget how crucial it is that drivers get the breaks they need to function effectively.

It is therefore important we encourage a healthy response:

  •          Eat well. Overeating, hunger, and poor diet can exacerbate stress, anxiety and fatigue. When your back is against the wall, getting a well-balanced meal should not go out the window, it should be a priority.
  •          Get enough sleep. It can be tempting to cut into sleep time in order to ‘be more productive’, but inattention, sluggishness and irritability will rapidly erode gains if this becomes a habit.
  •          Exercise! The fight or flight response is meant to trigger activity, so get your fight or flight on. Run, play sports, dance. This helps your body absorb stress hormones and regulate itself properly
  •         Meditate or practice mindfulness. Meditation and mindfulness techniques have both been found to help moderate stress, as well as mental health issues like anxiety and depression. To read more, visit https://www.nhs.uk/conditions/stress-anxiety-depression/mindfulness/ 

Resist the urge to rely on solutions like alcohol, caffeine, sleeping drugs or other stimulants, medicines and narcotics. The short-term relief they offer is married with a range of short term and long-term costs, such as dehydration, poor sleep, and health risks.

Finally, promote well-being in others. Considering what measures you can take to address and reduce stress, fatigue, and anxiety in the workplace is key at moments like this. Remember, with stress costing an estimated £5 billion to the UK economy each year, successful management is a cost-saving initiative. Whether it’s reaching out with a positive message or encouraging staff to take regular breaks, we can all help support each other.

 

*Source: https://www.cartridgepeople.com/info/blog/uk-workers-stress-statistics

5 ways to create a culture of reward and recognition

Warehouse Staff

There’s no doubt that in recent months, logistics key workers have proven how important they are, not just to their employer, but to keeping the country up and running, supplied with medicines, fuel, groceries and more. 

As an employer within this critical sector, there has never been a more relevant time to ensure that you are giving your people the reward and recognition that they deserve.

What is reward and recognition?

Although often referred to interchangeably, in employee engagement terms, reward is often deemed a financial benefit in appreciation of an employees work, whether referring to their usual salary, or bonus payments.  Recognition generally is used to refer to methods of support that show employees that their contributions are acknowledged and valued and is often used when employees go above and beyond or realise particular achievements. This recognition may not have a ‘cash’ value but could be priceless.

Why is employee recognition important?

Recognition plays a very important role in employee engagement, leading to happier, more motivated, and more loyal staff.  As a result, it encourages higher performance from employees, can boost productivity, and helps you to retain your top talent.  What’s more, showcasing the recognition programmes your organisation has in place can make you a very attractive prospect to fresh new talent.

The world or work, and the employees within it, has changed. Things that may have been considered perks in years gone by – like the office fruit bowl – are now an expectation of Millennial and Gen Z workers, as is ongoing recognition.  As an employer, this means you doing what you’ve always done may not be enough and you may need to think differently about the reward initiatives that you have in place.

Creating a culture of reward and recognition.

Whether your business is large or small, there are countless ways to make recognition an intrinsic part of your employee engagement strategy.  

Here are just 5 suggestions to inspire you.

1. Employee of the month…or year, or week. This celebrates an employee in view of their peers, and can be shared wider still with a post on social media.  Too formal? Why not implement a “thank you” board or jar where peers and managers can recognise a job well done? There is also various HR software where this can be done digitally. Some even enable employees to accrue ‘points’ which can later be exchanged for a tangible reward.

2. Give a gift. This idea is nothing new or different, but its easily forgotten. When was the last time you bought a gift for an employee to recognise a job well done or recognise a milestone? It doesn’t have to be the traditional ‘carriage clock’ after 25 years of service. A box of chocolates or a gift voucher for an individual who exceeded expectations can go a long way!

3. Say thank you! Private recognition can go a really long way. Many different surveys have shown that people want to work for managers and companies who appreciate them. Make saying “thank you” part of your company culture, day in, day out. And where it warrants it, put it in writing. A handwritten note from senior management can have a big impact.

4. Development, promotion, and pay. If you can afford to give a pay rise, extra time off, or a bonus (and it is well-deserved) then this is money well spent. It is far more cost-effective to engage and retain your talent than to recruit new staff.  Or perhaps promotion to a different role would demonstrate you value your employee’s skills and knowledge? Investing in an individual’s career shows that you think it’s worthwhile investing in their development and recognise their value.

5. Public recognition. Showing employees that you appreciate their efforts in front of their peers is extremely important, but so is recognising their value publicly. A great way to do this is to enter your individuals and teams for relevant awards. This shows employees that you value them and have confidence in them, so much so that you want everyone to know!

This approach is highly motivating and engaging for nominated employees and is often a low-cost strategy for employers. For example, the Talent in Logistics Awards, dedicated to celebrating talent in our sector, is completely free to enter!

The Talent in Logistics Awards 2020 will take place as a live-streamed online event on 1st October and will recognise the heroes of our logistics sector. 

Categories highlight not only standout individuals, but teams and organisations that are helping to drive the sector forward and are setting great examples when it comes to people strategies.

See the full list of categories and more information on entering. Entries can be submitted until 24th July 2020.

This article summarises just a few of the ways that you can recognise and reward your employees. For more information on improving employee engagement in your logistics business, why not attend our upcoming Talent in Logistics Conference?

Or sign up to our webinars, designed to help HR L&D, Training and Operations professionals to attract, develop and engage talent within our sector.

Communicating change in the workplace

This article first appeared in the April edition of SHD Logistics.

Whether it be a company restructure, legislative changes, process updates or mergers & acquisitions there is no question that the logistics sector is constantly evolving and changing. And if there is one thing we know for sure, it is that it will always affect the employees that work for the company in some way. 

For example in a merger or acquisition quite often jobs can be lost due to duplication and when a process is updated people can often feel uncomfortable with the changes that are taking place.

Implementing change can be very difficult in fact McKinsey research estimates that 70% of change programs fail to achieve their goals, largely due to employee resistance. So this month’s article is going to highlight a few key steps your organisation can take to communicate change more effectively and therefore increase engagement from your teams.

Starting and tailoring your communications 

First things first please don’t just tell your employees that change is coming, make sure you that you explain why the change is happening, how it is being implemented, how it will benefit the business and how it will impact them personally. It is important to explain the bigger picture to your employees, you can’t assume that they will understand why the change is happening.

Remember that every team should not be communicated to in the same way, the impact will differ from team to team, for e.g. if a merger takes places and an area of your management team head into consultation – you will have the people directly affected – the people who may lose their jobs, but you also need to consider those who will remain, the shop floor employees who may have different line management. You need to be prepared for it not just to affect day to day tasks it could also affect mental health, change can bring with it the fear of the unknown and therefore a lot of anxiety and stress so please ensure you consider this carefully. 

Be regular, varied and clear in your communications

Ensure you are communicating regularly, don’t wait until you have all the answers until you communicate about the change, it is better to say something than nothing. It is also OK to be honest and say that you don’t have all the answers.

Please don’t just use email to communicate change for a couple of reasons, many logistics employees are not desk based and so may not see emails, but also embracing a variety of communications can increase its impact – try setting up conference calls, organise  face to face meetings & focus groups, create visuals such as posters for the canteen and toilet doors.

It is also important to make sure you don’t use too much high level senior leadership language when communicating to teams or you won’t engage them very well – explain change in a way that is understandable and relatable. 

Empower your leaders to communicate change effectively

Have your leaders and managers had the change explained clearly and concisely to them, do they understand the challenges they are about to face, the benefits the change will bring and how to deal with any resistance they may face? If not then ensure your project/change teams spend time with them to help guide them through this and provide them with the tools and resources they need.

Without an engaged and empowered leadership team that feel confident to lead their teams through change, it will not be communicated or implemented effectively – after all it will be them that are answering the majority of questions from the employees.

Two Way Communications

Ensure that communication is not just coming from the top down, there needs to be routes for bottom up discussions too. Providing open lines for two way communication is vital for success. Consider creating change champion roles and have these champions facilitate feedback loops. These valuable forums can allow questions to answered, concerns to be understood and resistance to be managed.

These forums can be essential in engagement as it can be a chance to applaud what is working and provides an opportunity to recognise employees who are demonstrating good behaviour and embracing the change. What is also important to remember is that change is ever evolving and having two way communication can also highlight what isn’t working on the ground and can help project teams to make adjustments quickly and as necessary to the roll out

To conclude I just want to re-inforce that communication and implementation of change will impact not only your bottom line but also your company culture and employee engagement, so it is crucial we get it right and do it well. There is no surprise that through leaner organisational structures, technological advancements and future proofing of processes companies who deliver change effectively tend to outperform their competitors.

The line between disorder and order lies in logistics

“The line between disorder and order lies in logistics.” Sun Tzu

Thousands of hauliers, transport firms and the supply chain are proving the strength of the UK’s logistics sector. From transporting vital medical supplies and equipment to hospitals, to ensuring that our supermarkets are well-stocked and resupplied, teams across the industry are rallying together, not only to keep the country running but to support one another in these desperate times of need.

Various companies are offering their vehicle fleets to fulfil the growing demands; others look to support those from other industries, offering temporary employment to those who have lost work or been forced to stop working by industry shutdown. Some companies are offering the use of their yards for drivers as a safe respite for breaks and stay overs or are out delivering emergency supplies to the isolated or vulnerable members of their local communities.

It is these firms, groups and individuals, who are the unsung heroes in this time. These men and women, who are working at their own risk, to not only provide for themselves or their families but who are supporting their communities, their industry and our nation.

COVID-19 Coronavirus does not affect any particular gender, race or belief – it affects everyone… and in this new strange new world, the nation is naturally embracing Equality, Diversity and Inclusion (EDI).

The Logistics Industry is playing its part in helping to overcome the immediate threat to life and business to make the world a safer place for all.

In the words of Winston Churchill, ‘You should never waste a good crisis”. Lessons are being learnt and a positive outcome will be to take these lessons forward to a world where we continue to work together, embracing equality, diversity and inclusion for the greater good.

The Big Logistics Diversity Challenge 2020 – new date for your diary

It is in times like this, where the diversity and importance of the industry as a whole, becomes even more apparent; and the Big Logistics Diversity Challenge is specifically designed to promote the importance of EDI across the logistics industry. Showcasing companies who believe in the benefits of creating an inclusive culture, promoting best practice to help shape the future of the industry.

After closely monitoring updates regarding the spread of the COVID-19 Coronavirus and, in light of recent announcements, Nimble Media and Talent in Logistics have taken the decision to reschedule The Big Logistics Diversity Challenge event to a new date of Tuesday 8 September 2020.

It is not a decision we have taken lightly, however; we do feel that it is the right one and the health and safety of our guests, sponsors, speakers, partners and suppliers comes first.

We would like to extend our gratitude to all of our customers, who have all been understanding in this matter, and we look forward to welcoming you all to Newark Showground on 8 September to showcase the diversity of our sector.

Show you are a company that cares more and include your team in this groundbreaking event.

JJX Logistics’ Alex Hudson Wins LGV Driver Of The Year 2019

LGV Drivers are the face of our sector. Their actions shape the image and reputation of their employer and the sector as a whole. It’s a demanding role with long hours, and it’s almost all conducted in the public eye. But without them, how would we as a sector transport goods from A to B? Earlier this year, Alex Hudson of JJX Logistics was crowned LGV Driver of the Year at the Talent in Logistics Awards 2019. Today, he joins us to discuss his achievements, why he became an LGV Driver and why he believes others should consider this role as a career option.  

During the Talent in Logistics Live Competition on 27 June, Alex faced a number of challenges where he demonstrated high level of skill and safety through demonstration of both underpinning knowledge and practical operation.

Having worked with JJX Logistics since he was 18, Alex has gained sufficient knowledge to understand the supply chain, as well as learning the ropes to be a first-class driver.

Thanks for joining us today Alex. How did it feel to be crowned LGV Driver of the Year 2019?

“It felt and still feels amazing to have been crowned LGV Driver of the Year 2019. When I arrived at the finals, I saw the other finalists and I thought that I was going to be up against some of the country’s best drivers in the business, it was too close to call if I had done everything right to be even in the running for the award. However, on the night of the awards we were kept in suspense as this category was the last to be called on the night. When my name was called out as winner I thought no this can’t be right, it’s a mistake, and I looked up at the big screen and saw my name up there. It was such a great feeling to have won against an experienced bunch of people.”

Since being crowned champion, how has winning impacted on your everyday role?

“When I visit our customers they all congratulate me on my achievement. The day after winning the award I arrived at one of our customers premises and they had all heard about my win, even the managing director personally came out and congratulated me. We as a company do a lot of distribution centre deliveries and I have been talking to drivers there who have also commented on my win, due to them seeing it on social media. It’s a great feeling to be recognised for the achievement because it’s not just a local award, it’s national.”

Do you mind telling us how you got your role at JJX Logistics? What made you want to become an LGV Driver?

“I first started working for JJX when I was 18 as office admin, where my role included dealing with phone calls from customers, booking jobs on to our system and planning runs for our drivers. As I was still at a young age to be able to drive goods vehicles, this was a great way to get my foot in the door of the sector. I then worked my way up to becoming a UK delivery driver, I was then given opportunity to venture out into delivering aviation parts across mainland Europe. My life ambition has always been to drive LGVs. I have been brought up in the sector with my grandfather being a lorry driver, spending many school holidays with him on the road.

“Our managing director, John Donovan approached me one day and asked if I would like to train for my HGV licence, which I quickly accepted. I was put in for my HGV class 2 at our local training provider GTG Training, where they gave me 1-1 training and within a week I had passed. Over three months I had also passed my HGV Class 1. I was over the moon that I had finally been given the chance to live my life dream, and I was given my first truck and I have never looked back since I now drive all over the UK, Ireland and Europe delivering a wide range of goods. I am eternally grateful to John and the team at JJX for the chance to better myself and do something that I really wanted to do.”

What an inspirational story Alex, and what an achievement it is to have gained such a great deal of experience in such a short amount of time. What are the next steps for you and your career?

“I think even though I am still at the young age of 27, I am living the dream as they say, I would like to broaden my horizons within JJX and explore new opportunities. I already have my vehicle mounted lift truck certification to carry on trailers to unload ourselves when delivering to customer premises. If the opportunity would come up to do more specialised transport then I would soon be putting my name down for that as I love a challenge.”

Why would you encourage others to consider the role of an LGV Driver?

“There is a lack of publicity for the logistics sector, not many people are keen on the hours we do and the types of jobs that we may have to do. Unfortunately, the average age of people working in the sector to date is between 45-60, with a lack of the younger generation. I personally think that there should be an option in schools and colleges to enter a logistics path, as there are so many benefits to becoming an LGV driver.  

“The younger audience may have thought about this as a career path, but as there isn’t really enough information out there, they have explored other fields leading them to not necessarily enjoy it or leaving it as a second choice. I have always been grateful for the support from my family, it can be tough working away with long hours. As long as you have the support from the offset, this is a massive help in furthering your career in the sector.”

Commenting on Alex’s achievements during the evening of the Talent in Logistics Awards, John Donovan Managing Director from JJX Logistics, said: “Alex started with JJX Logistics back in November 2011 as a very shy office apprentice. Alex was young and enthusiastic and I felt I had to give him a chance, and of course he didn’t let me down. He worked all the hours possible, he came in weekends and stayed over just to help out. After driving vans for 3 – 4 years we put him through his class 1 and 2 which he passed with flying colours and I kept my promise to Alex that I would get him his own truck, which Alex has made his own. He loves that truck!

“I’m so very proud of Alex for what he has achieved and I’m a great believer that sometimes you just have to take a chance.”

If you believe that you are the next LGV Driver of the Year, then it’s time to enter the Talent in Logistics Awards 2020. Entry dates for the 2020 Awards will be announced in the upcoming months. Find out more about the category here.