Tailored HR Programs: A New Approach for Supporting Hourly Workers

In a recent study conducted by McLean & Company, a renowned HR research and advisory firm, a comprehensive blueprint has emerged that centers on the support of the often-overlooked workforce comprising hourly employees. As they account for over 60% of the U.S. workforce, this demographic is crucial to the operational success of various industries, including manufacturing, healthcare, hospitality, and retail. The findings emphasize the necessity for Human Resource leaders to rethink and innovate their strategies to engage this segment effectively.

The Importance of Customization

The research outlines a clear, four-step methodology aimed at guiding HR leaders in the customization of programs for hourly workers. The initial step encourages organizations to evaluate the unique needs and challenges these employees face. Following this, HR professionals are prompted to identify key areas that could have the most significant impact if enhanced, allowing them to prioritize the customization of specific HR initiatives.

Karen Mann, Senior Vice President of HR Research and Advisory Services at McLean & Company, states, “Organizations often focus on attracting hourly workers due to high turnover but forget that retention and engagement begin with a sense of inclusion. This necessitates HR programs designed to reflect the frontline experience.” It is evident that successful retention strategies should not only aim to recruit new talent but actively foster an environment where all employees feel valued and supported.

Overcoming Operational Barriers

Notwithstanding the clear need, many organizations encounter operational hurdles that hinder their engagement efforts. McLean & Company identifies outdated mindsets and access issues related to technology as major impediments limiting hourly workers' participation in HR initiatives. The misconception that hourly and salaried workers share identical needs further complicates the situation, creating a substantial gap between the intention to include hourly employees in developmental processes and actual outcomes.

Nearly half of frontline employees report feeling unsupported by their companies, with 41% indicating that no improvements have been made in their workplace in the past year. With such statistics, the urgency for an updated approach becomes apparent.