Managing a Blue-Collar Workforce

investor profile

February 18, 2021

by an investor from Babson College in Boston, MA, USA

Hiring and retaining a “blue-collar” workforce rapidly rises in importance once the challenges of taking over the business after closing are dealt with. Searcher/CEOs report that managing a direct, nonexempt, hourly labor group is much more challenging than an office-, professional-, or highly technical workforce. In many instances, the searcher has never worked in one of these direct labor roles and has no immediate friends, family, or relatives from this group, so it may be hard to relate to their needs.

Often, employees in this category may draw from a concentrated ethnic group with different language skills from the rest of the company’s employees. They frequently lack advanced or college degrees and may have not finished high school. However, most often, they are the ones that “get the job done,” have direct contact with customers, and are counted on to create and deliver a high-quality product or service.

You can read more in my blog post here: https://jimsteinsharpe.com/z-runningsme/managing-a-blue-collar-workforce/

Please let the community know your thoughts and comments below!

Search On!!! Jim Sharpe

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commentor profile
Reply by a professional
from The University of Texas at Austin in Santa Fe, NM, USA
Thanks for the post Jim. I just ran it through ChatGPT to summarize. My question to the community, is do these conclusions match your experiences as owners? Or, if you are a searcher, how do you prepare to do this when you do become an owner? Managing a blue-collar workforce requires understanding their unique needs and challenges. Fostering a positive culture, offering competitive pay, and focusing on retention are key strategies. Effective management of blue-collar employees can become a significant competitive advantage.
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Reply by a searcher
from Brigham Young University in San Antonio, TX, USA
Great insights. I have worked in the HR profession for 15 years and can relate to everything you shared. The less skill required for the job the more showing up everyday and on time become the differentiators of good employees and those that won't last. I agree that employee referrals are the best source because of the build in support, mentoring and "you represent my judgement". There is a balance between selection and being the right place. You have to have both and can't exclusively blame one.
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