logistics manager recruiting and retaining talent

Factors such as an ageing population, socio-economic impacts, and a growing technology skills gap are all contributing to a shortage of labour in the logistics and supply chain sector. As a result, companies have fewer experienced employees who are knowledgeable about their operations, processes and safety procedures to lead by example.

Recruiting new employees to replace the logistics workforce has proven extremely difficult. One survey found that 64% of businesses across materials handling, distribution, or fulfilment had forgone business worth more than 25% of their revenue in 2022 because of staffing issues. Recruits who are unfamiliar with the processes and risks demand lots of training hours and add pressure on the remaining workforce to increase their productivity. Procedural errors are more likely, which could result in accidents or create new risks.

What’s more, when new employees are recruited, warehousing and logistics businesses seem to experience higher than average levels of staff turnover. Despite the logistics sector employing over 2.6 million people, more than 90% of people have never considered this career path. As labour shortages intensify, staff may feel they have to cut corners or rush, which can place them at higher risk of making a mistake or experiencing mental health problems.

To achieve more recruitment success and retain talented staff, logistics companies should focus on improving the working experience – and reviewing pay is just one part of that. Safety and job satisfaction are also important considerations. Companies should explore new ways to innovate and automate, as this will help to improve efficiency and productivity without overstretching employees – meeting increased demands, while also making the company a more attractive place to work.

What employees now look for in their work and workplace is perceived to be at odds with what employers can offer. And it would seem that employers agree: 64% of chief supply chain officers felt that generational differences in employment preferences would have a long-term impact on labour availability. According to recent research, Gen Y and Z seek a greater emphasis on the self, more social awareness, clear career progression, and use of modern technologies, meaning they are less prepared to take on tasks they consider mundane or repetitive.

Following traditional processes, a number of sector roles would fall under this bracket. Take the loading bay, for example. Companies can have particular difficulties recruiting and retaining new employees here. 

As well as being dangerous, loading bays are hard places to work. Loading and unloading goods on and off the trailers is highly repetitive. There are also the limitations on space to manage, as well as the constant noise and risk of moving forklifts. Add in the escalating operational demands and it’s easy to see how current circumstances can become unappealing and even increase the chance of accidents. 

Introducing automation to the loading area will significantly enhance safety and reliability throughout the loading and unloading process. An automated loading system moves goods quickly through the loading docks. Processes are more efficient, meaning deadlines are hit without the extra pressure on staff. Plus, with an automated loading system, fewer forklift trucks are required, reducing costs, minimising the risk of accidents and cutting noise levels.

Forklifts, despite their increasing shift to battery power, also have a significant carbon footprint. Cutting numbers improves a business’s environmental standing and frees up valuable space that is no longer required for storage or battery charging. In turn, businesses can increase output by reducing the storage space in the loading dock area. Staff can also be recruited to other areas of the business, where the job is both better paid and more enjoyable, while also adding business value.

We’re proud to attract and retain talent across all our locations, evidenced by our lower-than-average employee turnover rates.

We have a dedicated training budget to support continuous improvement, and we actively foster our workforce’s growth. In 2023, Joloda Hydraroll UK delivered 4,800 training hours, with all 240 employees receiving 20 hours of training each. This spans comprehensive on-site sessions for new hires, as well as online courses for employees to learn and upskill.

Our training matrix helps managers pinpoint skill gaps and opportunities for growth, informed by annual performance reviews. These provide a space where employees can share aspirations, and managers can map out tailored progression plans to support these.

We also recognise that our business's future success relies on the talent we nurture, which is why for the last decade we’ve made significant investments in our apprenticeship program. At Joloda Hydraroll, we offer several apprenticeships across the business, from mechanical engineering to electrical installations, providing young people with opportunities to advance in their chosen careers. Since launching our apprenticeship scheme in 2012, we have mentored and trained more than 20 people.