A Fulfilled Workforce Costs Less in the End –Michelson
Named one of the “2011 Best Places to Work in Indiana” by the Indiana Chamber of Commerce, the HardingPoorman Group (HPG) has the additional challenge of fostering a single culture for what is essentially six integrated companies. Continuing education is bolstered through the Indianapolis-based printer’s own HPG University and professional development program. Health and fitness are strongly encouraged. Employees receive bonuses for meeting individually established health goals, and can also sign up for personal fitness training sessions up to three times a week (while still getting paid). President and CEO David Harding also shares the wealth company-wide, paying out twice-a-year bonuses based on 12 percent of the company’s profits and an annual spoilage bonus for savings (less than 2 percent of company sales).
Hopkins Printing has gone even one step further by converting its Columbus, OH-based operation into an Employee Stock Ownership Plan (ESOP) back in 2007. Workers start earning company stock after just one year of service, with company profits funding the accounts. According to CEO Jim Hopkins, $1.5 million has been contributed to his workers' accounts in the past 24 months alone.
With profits lean—if there are any—for many print shops in these tough times, the above-mentioned employee perks are beyond the scope of what most companies can offer. But, it doesn't cost a lot to meet regularly with your employees to acknowledge their efforts, to sponsor an employee softball team or to provide cross-training to show that you encourage ongoing development. After all, it's the little things that can go a long way. PI
Mark T. Michelson, Editor-in-Chief