Labor management: Investing in human capital
Without an educated and motivated workforce, labor management systems and tools will take you only so far.
Latest NewsState of Logistics 2016: Pursue mutual benefit ATA and Cass data continue to point to signs of confusion for the freight economy AAR reports more declines for week ending October 8 Dairy industry leader builds on mobile racking system success Fast Deliveries to Grow by 40 percent Year-on-Year Until 2025, Says New Study More News
Latest ResourceEfficiency improvements in Track/Trace Enhances Customer Loyalty Consumer satisfaction with the quality of your products is clearly important, but the service you provide before and after the sale is equally important to any business, but often overlooked as benefiting the bottom line.
During the past year, the potential of labor and workforce management systems using engineered standards for warehouse productivity improvement has been widely heralded in the press and on the Web. New tools focus on integrating these systems with demand-based planning, scheduling and warehouse management systems (WMS) to improve customer service by better matching the workload to predictable workforce capacity.
In classic economics, three factors are traditionally cited as being critical to goods-producing enterprises – land (or natural resources), capital (or the means of production) and labor. Codified by Adam Smith in 1776, Karl Marx referred to them as “the holy trinity” of political economics. The variable in the equation toughest to manage, of course, has been labor (or as many call it “human capital,” although there is a world of difference between the two terms). With equivalent “land” and “capital,” why is it that some companies so dramatically outperform others – even when using the latest tools for performance management? I think that the answer boils down to management’s understanding of the distinction between labor and “human capital” and its willingness to make the investments necessary to turn the former into the latter.
Years ago, I took a summer job as a night shift turret lathe operator in a well-equipped automotive feeder plant. Paid by the piece and trying to put away enough money for my sophomore year at college, I didn’t need rocket science to figure out how to set up a pair of lathes and nearly double my output. Within a few weeks, I had three lathes going and was earning twice as much as my peers. And then, the roof fell in! As opposed to taking my offer to show them how to set up the line to match my performance, my fellow workers found my Beetle in the parking lot, slashed the tires and sunroof, and smashed the windshield. The following day, I put on a white shirt and tie and reported to work as the newly appointed assistant supervisor of inventory control – and production numbers returned to status quo levels.
In my example, the company had the land, the capital and the labor, but had not made the investment in education, training and motivation necessary to convert that labor into “human capital”, an asset that differentiates the winners from the also-ran’s. The point is that tools and systems alone will not get the job done – indeed, they should be enablers that allow an engaged, motivated and well-managed workforce to meet or exceed collaboratively established performance targets.
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