Daytona Leaders Put Employee Events at the Forefront of Business Strategy
by Joey Florez Jr
Halifax 100 Club
The way Americans work has changed considerably over the last few years , with an increase in employees working from home , record low unemployment rates and an increased
cognizance of what work should offer . This redefining of work against the backdrop of a record-breaking workforce exodus last August ( when the U . S . saw over 4 million people leave their jobs ) highlights how businesses that lead with employee-centered tactics have an advantage over their competitors .
Indeed , studies show that employee satisfaction holds a direct correlation to retention , and reorienting a company ’ s focus to what keeps employees instead of what makes them leave offers more consistent and effective solutions towards retaining quality employees . A study featured in the Harvard Business Review offers insight into the “ equation ” of quality employee retention , placing job satisfaction at the forefront , with elements consisting of growth opportunities , recognition and work culture .
Businesses like Magga Products , a Holly Hill-based machine company , view employee satisfaction and business success as
Maggie Morgan and members of the Magga team interconnected and as a result they experience nearly no turnover . It comes as no surprise that a company boasting three decades of excellence in machine production has an “ all parts matter ” business approach .
Maggie Morgan , the company ’ s president , approaches her role with passion and sincere caring for her team . At times it seems that her employees quite actually are the business as her stories , peppered with descriptions of Magga ’ s equipment - more akin to an artist describing
Maggie Morgan their tools , making industrial weldments sound like Michelangelo ’ s paintbrush – innately focus on her team .
At Magga , employee recognition and events aren ’ t often a planned and targeted system aimed at increasing productivity or the “ bottom line ” ( although both are positively affected by the company ’ s culture ). Instead , the Magga team takes a fluid approach towards employee satisfaction in which caring doesn ’ t end at the time clock . She describes the environment as “ a sort of firehouse ” where there is always food present ( not unlikely to have been prepared by Morgan herself ), and work and life organically combine into a space cultivated by everyone . From community involvement in food drives to day-to-day business functions , employees are treated as individuals appreciated for their strengths instead of being “ welded ” into a position less compatible with their talents .
Indeed , Morgan describes how life events including birthdays , report cards , graduations or hardships warrant their own iteration of attention . Morgan and her team lead with compassion as they consider one another ’ s mental , familial and even spiritual health . This culture of caring , combined with benefits that include tuition reimbursement and healthcare , adheres to the “ actions
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