WERC Warehouse Employee Survey

WERC 36th Annual Conference
Warehouse Employee Opinion
Survey Results - 2012
Brian Devine
Division Vice President
ProLogistix
Agenda
• Review Survey Details
and Results
• Recommendations to
attract and retain the
best logistics workforce
in your market
• Questions and Answers
Rank What’s Important
From the list below, rank the 2 most important
items to YOU.
(1 = MOST important)
-
Benefits
Enjoy the work
Recognition
Pay
Paid Time Off
- Advancement Opportunities
- Job Security
- Shift Assignment
- Good Supervisor
ProLogistix
Warehouse Employee
Opinion Survey
2012 Results
Geistware Business Services
Survey Details
• Survey Participants
– Our clients’ full time hourly staff
– ProLogistix employees assigned to client sites
– Experienced logistics applicants
• 2317 participants
• First year partnering with WERC members
• Almost all geographic regions
Geistware Business Services
Survey Participant Overview
The employee base is mature in both age and experience
Logistics Experience
Age
2011 Employee Job Satisfaction
SHRM Results
Very important aspects of employee job satisfaction
1. Job Security
2. Opportunity to use skills & abilities
3. Organization’s financial stability
4. Relationship with immediate supervisor
5. Compensation / Pay
6. Communication between employees & senior management
7. Benefits
What’s most important to you when you are looking
for a job?
Why did you leave your last job?
What is an acceptable number of days to “call-off”
each year?
What was the reason for your last absence from
work?
What shift are you willing to work?
What shift structure do you prefer?
What do you prefer in terms of Paid Time Off?
What is your preference in regards to how pay
increases are earned?
What is your opinion of Labor Unions?
45%
Favorable
What do you think is the primary reason people
join a labor union
A union can provide better job security for members
Working under a contract is more fair
Better benefits
A union will be their advocate
Promise of more pay
Union may make workplace safer
Union may decrease workload
Count
675
258
240
225
165
122
44
Percent
39%
15%
14%
13%
10%
7%
3%
Hourly Pay Rate Compared To CPI
1986 CPI = 100
Labor Economics 101
2005
CPI 195
Wages 10.32
2012 Change
230
18%
$ 10.42
1%
As the cost of raw materials (labor rates) increase, companies have
a choice:
1. Increase prices (wages)
2. Reduce quality
Most companies have chosen #2
Artificially inflate the headcount Quantity
to account for deficiency in Quality
Logistics Professionals’ Wages
DC Velocity – April 2013
Salary Survey
By Peter Bradley
Salary By Position
2012
2013
Change
Supervisor
$59,499
$64,744
8.8%
Manager
$86,934
$93,266
7.3%
Pay Rate Schedule – Forklift Operator
Basic Sit Down Forklift
$ 10.25
(1 yr. exp., drug & criminal check)
Reach Truck
Cherry Picker
Clamp Attachment
Heavy Lifting Involved
3rd Shift
Short-term Assignment (<30 days)
Air Conditioned Facility
Steady Schedule (~40 Hrs/Wk)
Public Transportation Access
Competitive Pay Rate
$
$
$
$
$
$
$
$
$
0.50
0.50
0.50
0.50
0.75
0.50
(0.30)
(0.50)
(0.50)
$ 12.20
Recommendations
Conduct a pay rate analysis
in your market
1) Understand the difference between:
• Pay rate sufficient to get someone to accept the position
• Pay rate sufficient to attract and retain great employees
2) Consider the important variables of the position
(Skills, Shift, Stability of Schedule, etc.)
Recommendations
Develop a workforce
strategy for hourly
associates
1) What positions are Most Critical?
2) How can we attract and retain the best logistics workforce?
3) How will we attract short term employees for peak periods?
4) What reputation does your company have in the market?
Recommendations
Survey your employees!
Are your employees working for your company or are they working for
$10.50 per hour?
Questions
And
Answers