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REAL ISSUES REAL ANSWERS: Growing Future Leaders

“We have a diversified age group of employees in house now. This is our 60th year in business and we do not have the turnover in sales and mid-level managers as many companies. We also give younger employees more responsibility, which helps them grow with the company.”

“We need to do a better job of training and showing people that our industry is an appealing option for a lifelong career.”

“Placing an emphasis on training and development for younger promising employees. Concentrating on the hiring process and trying to get better people from the onset.”

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“For the first time in a very long time, we are beginning to look at job applicants with the longer view in mind, rather than merely filling an opening.”

“Taking good care of existing associates and grabbing new sales associates (in advance of future demand), even though we don’t have the sales to currently support the additional expense. It’s a form of investment.”

“Training and handing off responsibilities to employees and seeing how they handle them. Monitoring their performance and coaching them to do the best job they can do.”

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“Reinstating 401k match and increasing benefits.”

“We look to resources inside our company, HR department and managers to find and develop quality people, and not only teach them a new job but to look for development potential. That employment well is seemingly pretty shallow when it comes to finding ‘young educated people’ who want to enter into LBM sales.”

“Human Resources is targeting college grads even before they graduate. We use a search firm for all inside/outside sales positions as well as all management positions.”

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“We are working on that. It is a constant challenge. Getting people into the work force to work up and understand the industry is difficult, let alone getting them to want to run the company.”

“Showing job applicants a clear path of promotion available for enterprising people and offering training.”

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