Human Resources “Health” Assessments Within the Manufacturing Industry

Review our 7 step human resources health assessment to better understand the employee lifecycle for your manufacturing business.

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Review our 7 step human resources health assessment to better understand the employee lifecycle for your manufacturing business.

Many organizations are just starting to return to work. But as manufacturers, we have been managing through the pandemic while at work.  Our job cannot be done from home and we are committed to meeting our customer’s needs.  However, as leaders in the manufacturing industry, COVID has forced us to look at the “people” side of our business differently.

The age-old anxiety of how to attract and retain talent continues to stress us out.  And we now worry about the health and safety of our workforce more than ever before. Whether you are a member of the C-Suite or the HR team, here are some questions you should be asking:

  • Do we have the right HR practices, systems, expertise and resources to support both our current and projected business strategies and objectives?
  • Do we need a full-time HR person now – or if we have HR, do we need to add to the team?
  • How do I ensure that we’re doing everything we can to retain our top performers – and do I even know who those top performers are?
  • Who’s keeping up with all the labor law changes and are we compliant?
  • Where do we start – how do I know what I don’t know?

You’re not alone in asking these questions – even the most talented HR professionals find it challenging to balance the daily tasks and unexpected demands of the business and also have the time to proactively address the bigger issues.

Whether you’re 50 employees or 500 employees, a comprehensive HR “health” assessment is a cost-effective, efficient way to begin the process of answering these questions.  At blumshapiro, our “Seven Stage Employee Life Cycle and Compliance” assessment and review tool has helped business leaders, managers, and HR teams have a complete picture of where their HR function stands today.  It has also allowed organizations to put a road map in place to prepare for future people needs.  Assessing your HR function should include the following:


Is your company in the best possible position to attract top talent and be an employer of choice? Attracting talent is about more than just being on the “best places to work” lists – today we are dealing with multi-dimensional social media influence. Think about your brand as an employer…what do you want people on the outside to say when asked “what do you think it is like to work there?”


Companies see their best return on not only selecting the right candidates but in the efficiency in how they do so. Understand how long it takes you to make a hiring decision and why.  Look at where your best hires have come from and double down your investment in that job board or strategy.


Data shows us that in the first 90 days of employment, employees make decisions on how much effort they are going to put into a job and how long they are going to stay. This is a sweet spot of time where your investment in their experience will definitely see a return. The “on-boarding” strategy should start at the time of the offer through the first 90 days…meaning “orientation” is just one component of a solid on-boarding program.


Although “employee engagement” is becoming an antiquated term in the HR world, having employees that are jazzed up about coming to work and who feel pride in the work that they do are still going to have a positive impact on your bottom line. Look at your communication strategy and how you are recognizing above and beyond efforts.


Development doesn’t always have to mean promotion. Often lateral opportunities can expose individuals to areas outside their current career track.  Think about project work and special events as opportunities for development.

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The “culture of constant feedback” experiment has proven to not be what employees are looking for. Amazon and others who looked at illuminating performance reviews have since gone back to formal reviews in one form or another. There is a lot of good data put out there by performance review guru Marc Effron (“One Page Talent Manager”) about what the science tells us about performance reviews and where they add value.  Don’t try to solve all problems via your performance review.  Keep it simple!


Whether involuntary or voluntary, the way your organization handles employee departures can save you money and promote your employment brand. There are compliance components to this process in each state (in MA for example you have to give departing employees unemployment information even if they are going to another job). It is an important program for your company and often doesn’t get enough attention.

The focus on these areas should include assessing efficiency, the employee experience, and compliance. Having reviewed each of these components of these stages of the employee lifecycle, your manufacturing business will have a full-scope picture of the current HR functionality.  With this foundation, you can make critical decisions and develop HR-related strategies. Improvements in even just one area could save you money and improve your employees’ experience.

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