The Truth

Podcast: Play in new window | Download (Duration: 14:10 — 11.3MB)

Subscribe: Apple Podcasts | RSS

Hi again to all from WAOC, I’m your host, Marty T Hawkins, and I’m glad you decided to spend a few minutes with us talking about our light industrial careers. I was going to speak to logistics today, but, well, I’ve had a few conversations this week that pushed me to rethink that. Oh, and for all the WAOC subscribers out there, I have to apologize for the technical opportunities with last week’s episode. It appears one podcast player did not pick up Thursdays upload! After working with our webmaster, we got it worked out yesterday!   So, here’s a few thoughts that sidetracked me this week! I heard this and it made me think of how things have changed and are changing.

Imagine dedicating 30 years to a company, showing up day after day, hitting productivity goals, mentoring new hires, and contributing to your company’s overall success. For many, retirement after such a journey should feel monumental. But for one associate, the final day felt hollow, missing the celebration and acknowledgment they had envisioned. Where was the recognition from the corporate officers? The grand send-off that symbolized the close of a long career?

This associate’s story echoes a growing sentiment among seasoned employees who feel their decades of loyalty deserve more than a handshake or a final paycheck. For them, long-term commitment once meant job stability and reliable income, and that was enough. However, in today’s workplace, both employees and employers face new expectations around the job’s recognition and daily acknowledgment. So what changed? And why has it?

Today let’s talk about this evolution of workplace recognition and how shifts in corporate culture, generational values, and day-to-day workplace expectations play into how employees today perceive appreciation and value.

Decades ago, work culture placed a high value on stability. Employees often found immense satisfaction in having a steady paycheck, benefits, and the assurance that their job provided for their family’s needs. Recognition was simple and often linked directly to performance: a “thank you” during a meeting, a small bonus at the end of the year, or a promotion based on consistent output. Most employees saw these acknowledgments as a fair exchange for their work, and grand gestures at retirement weren’t really expected.

Today’s workplace environment, however, has shifted significantly. People look for a deeper sense of appreciation, especially around career milestones. Employees today want to feel seen not only for their work but also for the years they invested in building a legacy within the company. The rise of social media and interconnected networks allows workers to see how other companies celebrate retirements, promotions, and achievements, further raising expectations for acknowledgment.

A simple “thank you” may feel less meaningful if employees know other companies offer personalized mementos, gatherings with company leaders, or even social media shoutouts that publicly celebrate years of service. These added touches feed into the modern expectation that employees deserve a tangible acknowledgment of their contributions.

One place I know of, acknowledges birthdays and anniversaries. And it’s a big deal.

In today’s evolving work culture, traditional expectations are mixed with newer ones, sometimes creating a mix of differing priorities. Employees—especially newer generations—seek an environment that not only offers fair compensation but also considers lifestyle needs and personal flexibility. Benefits such as fair share programs, options to leave early on a rotating basis, and perks like stocked breakrooms with free or deeply discounted snacks reflect a trend towards a more employee-centered workplace.

However, these newer benefits can present challenges in structured environments like warehousing, where the operations rely heavily on coordination, timing, and predictability, productivity and metrics. When one team member leaves early or starts late, it can disrupt the workflow, affecting the entire team’s productivity. For warehouse associates who’ve built their careers on consistency and routine, seeing these newer expectations can be confusing, especially when flexibility isn’t feasible for every role.

This cultural shift means managers are tasked with balancing individual needs with the team’s operational requirements. This evolving dynamic has led some associates to see benefits and flexibility as expected rather than additional perks. For example, while flexible schedules may work well in certain roles, many warehouse positions rely on hard start times, shift start up meetings and such to ensure that cases, pallets, and orders flow smoothly through the building.

That structure is foundational in warehousing, where efficiency and safety are paramount and priority one. Rules around attendance, tardiness, and procedures were historically essential to maintaining a predictable environment where employees could rely on each other. Safety procedures, attendance expectations, and time-sensitive workflows weren’t just guidelines—they were the rules of a well-functioning, safe workplace.

With today’s cultural shift, some associates might view rules as negotiable, and suggestions, challenging managers to enforce them without seeming rigid. Allowing flexibility is valuable, but it can also blur the boundaries of what’s expected and lead to inconsistency. This is especially true when new associates see rules as adjustable rather than established principles. Long-term employees who remember the importance of clear-cut rules can feel disillusioned, seeing the erosion of what they valued as core workplace expectations.

In this changing landscape, it’s crucial to reinforce why rules matter. They aren’t merely suggestions; they’re safeguards that ensure everyone’s safety, efficiency, and mutual respect. Flexibility, while appealing, must be balanced with the operational needs of the workplace to ensure that structure remains intact.

I get it, recognition at retirement is important to us, particularly for long-serving employees. Leaving behind a career they’ve committed decades to isn’t simply about ending a job; it’s about closing a significant chapter of their lives. These employees often seek more than just a paycheck; they want validation for the years they’ve invested. For many, retirement feels like a culmination of purpose, and an understated farewell can leave us feeling a bit short changed.

Historically, retirement recognition was simpler, and the paycheck served as a symbolic acknowledgment of that hard work and loyalty. However, today, associates often crave personal and public acknowledgment that validates that long journey. Small gestures like a personal message from a company officer, a farewell event, or a commemorative gift can make a lasting impression. Things like that can create a sense of closure for us, honoring not just the work we’ve done but the dedication and sacrifices we made along the way.

Companies may overlook these gestures, assuming regular pay and benefits are sufficient, but for retiring associates, these more personalized acknowledgments address a need for closure and a sense of belonging. Recognizing a retiring employee’s career allows them to feel valued and appreciated beyond what their paycheck represents. Is it important, I don’t really know. What’s your thoughts, maybe email us at host@warehouseandoperationsasacareer.com, I’m sure there’s quite a few opinions out there.

Oop’s, back to my points, where am I at, ok

The concept of work values has changed with each generation, impacting how employees view recognition, structure, and benefits. And it always has. For long-term associates, stability and a dependable paycheck have been the standard of a job well done. These employees worked through decades when loyalty and reliability were highly valued, and they accepted work, jobs, and careers as a commitment, labor and skills in exchange for financial security.

Younger employees, however, often value work differently. They prioritize balance, personal development, and benefits that support their well-being outside of work. Their view of a “good job” might include flexibility, acknowledgment, and mental health support alongside the compensation. These employees aren’t necessarily uninterested in stability, but they seek a workplace that adapts to their individual needs.

These differences can create different feelings in how employees perceive their company’s role in their satisfaction and longevity. Like I mentioned earlier, those who grew up with strict expectations around attendance and structure may feel that newer associates are seeking “special treatment” rather than being team players. And on the other hand, newer employees may feel that traditional structures and rules are outdated, sometimes viewing requests for flexibility and acknowledgment as fundamental to a respectful workplace.

So, the question is, can traditional values or old school and modern expectations, a younger workforce, coexist in the warehouse environments? Is there a way to honor and respect the longstanding principles that experienced employees hold dear while also meeting the evolving needs of newer associates?

My answer is absolutely they can. And they always have. They have too. Culture will always be changing and evolving.

Companies that succeed in bridging these gap’s often do so by building programs that cater to and recognize both groups. This might mean offering flexibility where possible while reinforcing the importance of consistency and structure or rules. For retirees, it could mean an acknowledgment that goes beyond the basics—a personalized celebration that validates their years of service. For younger associates, it might mean balanced flexibility, clear communication around expectations, and acknowledgment of contributions throughout their career, not just at the end.

For all you young managers out there, creating a culture of mutual respect is what will make you successful. When associates feel valued from their first day to their last, companies are better positioned to meet the needs of both veteran employees and the new boots. By open to conversations, actively listening to different viewpoints, and embracing both traditional and modern recognition practices, you can ensure that every associate, regardless of tenure, feels appreciated and understood.

Well, there’s my 2 cents on an important subject. Share your thoughts with a quick email to host@warehouseandoperationsasacareer.com, or start a conversation on Facebook or X using @whseops. We’d love to hear from you. Until next week, be productive, be prosperous, and be Safe!

Welcoming and Impressions

Podcast: Play in new window | Download (Duration: 12:08 — 9.7MB)

Subscribe: Apple Podcasts | RSS

Have you ever heard that you only get one chance to make a first impression?  I’m Marty T Hawkins and I’d like to thank you for checking in with us here at Warehouse and Operations as a Career!  Whither you are a Supervisor or a lead, an Employee, Recruiter or an HR Generalist, maybe you’re in Benefits, we’re all some of the first people our new and existing associates see.  We greet them, walk them through the on-boarding process and sell them on how great our company is and how happy we are that they chose to work with us!  Us as a Warehouse Supervisor, lead or Trainer are going to greet them and its our responsibility to walk them thru our Facility, give them a great orientation to all the rules, safety procedures and processes and cover any regulatory concerns with them, right?  As a recruiter or hiring agent it is our job to kind of size them up.  Do they possess the skills and have the experience to do the task they’ve applied for?  Your probably going to watch our body language, how confidently we speak about our work experiences, then you may even check our references and look us up on social media, and your going to put all that together and decide if we would be a great fit for the position!  Ever wonder what that applicant is thinking about you and the experience there having?  I spoke with several new hires last week, kind of being a welcoming wagon for them.  This gave me the opportunity to observe and set in on several interviews.  I also got to follow some of those new hires on through the on-boarding process and all the way to their facility orientation and welcome to the team speeches.  I had a blast, I love being around young, new talent and it excites me to see their enthusiasm about getting a new job and earning for their families!  As great as everything went, I did have a few thoughts though and today I wanted to talk about, are we as employers and us as employees really doing all we can for each other?  Let me give you a couple of examples.  OK, a recruiter was interviewing an individual for a skilled warehouse position, I was asked to follow up with the applicant as this was a bit of a unique situation and task.  Anyway, the recruiter had interviewed them, told them I would be right in, and went next door to start interviewing another applicant.  The recruiter finished up there and came to get me to speak with the first one while telling the other one I’d be with them next.  Now, I don’t think the recruiter did particularly anything wrong, but I got to wondering if the applicants maybe felt they we’re part of a conveyor system?  As you can imagine, my interviews can take a bit.  Especially if I’m trying to ascertain one’s actual skills and work history.  You all know how easily I can get of subject and run down an entirely off subject rabbit hole.  I mean, isn’t the applicant probability gathering an impression of us and the company too?   That’s kind of the first opportunity the prospect has met us, face to face anyway.  They may have checked out our website, learned a little about the company, maybe even reached out to a friend that may have had an experience with us, but this is the first time their seeing our building, meeting us and seeing a little interaction around our offices.  Do you think we always make a great and grand first impression?  If we appear to be hurrying through an interview and trying to get to the next person in the room next door, or maybe have a little bit of a long delay waiting on the second interviewer to come visit with them, even if its just their perception, did we give them the first impression we deserve?  We’re good people, we care about them & helping them find work.  But could they tell that, do we always make them feel that way as hiring agents, Human Resource and Benefits departments?

I went out to several facilities while the new hires were being walked in and passed on to their new leads, Supervisors or trainers.  Now we all know how busy these men and women are, attending to a new hire is quite disruptive to their shifts.  One facility did an outstanding job here.  The trainer was introduced to her new hires, greeted each new associate, set them down and told them she would be right back.  She had her radio with her, she’d been carrying a clipboard, and what looked like some batches she’d pulled out to distribute to trainees she’d been working with.  Anyway she showed back up in like 5 minutes, her hands were empty, and she got on her radio announcing to everyone on the other end that shed be walking a group of new hires around and that she’d get back to them in about 30 minutes.  And then she turned off her radio!  I think that was the most in depth facility orientation and new hire tour I’d ever been through.  She spent about 40 minutes with us, as she would explain something to us she’d ask if we had any questions, really selling the supervisors and the company on us.  She dropped off the new hires with their assigned supervisors and told each of them that she’d be checking in with them throughout the shift.  I almost wanted to go to work with her at that point!  Now all the other facilities did good too, but I couldn’t help but wonder if they could’ve done better.  During their walkthrough they were constantly interrupted.  I couldn’t help but notice the others definitely picked up on the fact that the supervisor was very very busy.  He hustled us to the safety stations, eyewashes, evacuation routes, etc all the while explaining the job descriptions, processes and procedures to us.  He dropped one guy off with a loader and one guy off with a sanitation person and told them both to follow their teammates instructions and that he’d be back to check on them.  Now these were experienced warehousemen.  I’m certain that their feelings weren’t hurt at all and that they did fine with the welcoming and their orientation, but I couldn’t help wondering what kind of first impression their new supervisor had left them with?

Well then of course, me being me, I observed what kind of first impression we employees were leaving with the trainer and the supervisors.  Oddly, the associates walking with the trainer were very engaged, asking questions, talking about their experience and showing genuine excitement about their new positions!  On the other hand, the employees walking with the supervisors that were conducting business during their walk and honestly kind of rushing through it asked not one question.  I’m sure those supervisors hated that I was along for the walk.  They were perfectly polite to us and did a great job of answering all my questions.  I feel or felt like the employees could have changed the whole tempo of these orientations by talking up more.  It wasn’t that the Supervisors weren’t willing to take the time to explain more and answer any questions presented, I think the new associates simply fed off that perception of busy and just fell in line with that thought process.  So then I got to wondering what kind of first impression we employees had left with the trainer and the supervisors.  I’m probably over thinking the whole first impression thing right?  But what if I’m not?  I think we’d all agree, both employers and employees, we should be working at leaving a better impression of ourselves with others, slow down, and make sure others know how excited and appreciative we are of our new relationships!

Talking about all these behaviors I wanted to share a couple of other things real quick.  You know, being a supervisor means, yep I get to look up another definition. https://en.wikipedia.org/wiki/Supervisor  Wikipedia  tells us a supervisor gives instructions to subordinates.  Be held responsible for the work and actions of other employees.  No where does it state that our subordinates should be afraid of us, or that we can single out people to pick on or pick at.  You know write ups should be used as coaching tools, not big 2×4’s.  We as young supervisors need to be taught that, yes we are responsible for our employees actions, but by ensuring there doing their jobs we’re able to perform our jobs right.  I have the pleasure of working with a couple of your sup’s right now.  It’s a hard job, one of the hardest jobs I know of, but it can be much easier when we accept it as a job.  There’s a title but it’s really just a job and now its our job.  I’m sure there was a time when we thought, man, when I have that position things are going to be different.  Lets watch our behavior, pay attention to the impression we’re leaving with others!  Yes, we have to be stern at times, but we’ll make a better impression on others if we’re always fair and consistent with our decisions, right?

And us as employees, I witnessed some behavior this week that left great impressions on me and some definitely not so great impressions as well.  Ladies and gentlemen, this is just a job, a career opportunity.  What kind of of an impression are we leaving if we’re always complaining, using profanity all the time and not acting like a team player?  Now we should certainly speak up if were not being treated right or an injustice has been placed on us but let’s remember to be professional about it.  Again, this is a job, nothing larger than that.  As an employee have you ever wondered what kind of first impression you made with a new hire or new teammate?

There’s a few of my thoughts on behaviors and first impressions.  Please send me an email to host@warehouseandoperationsasacareer.com and share some of your thoughts on the subject or tell me how far off the page I am.  If you enjoy our episodes each week, I’d appreciate a quick share to a friend and maybe a like and a follow on our Facebook and Twitter feeds!  I hope you enjoyed todays episode, until next week please be responsible, be safe and make a great safety impression on a teammate!