Fortune 100 Food & Beverage Company

Real-time feedback from new hires shines light on regional retention differences

Staffing Needs

Over 200,000 employees worldwide

Retention focus on frontline employees during their first year

Most challenging roles to retain include CDL Drivers and Merchandisers

The WorkStep Impact

Scalable: Over 1,000 new hires engaged per month and growing

Fast to Deploy: 18 days from pilot launch to first actionable insights shared

Impactful: 2X difference in satisfaction between best & worst performing regions

A Food and Beverage Leader

The company in this case study is one of the world leaders in the production and distribution of high quality food and beverage products, delivering products in over 200 countries. 

To keep the supply chain humming, the company operates production facilities across the United States, which employ machine operators, warehouse workers, drivers, and merchandisers, among other crucial non-exempt roles.

Engaging with WorkStep

What brought the company to WorkStep initially was that they had noticed consistent gaps between their frontline employee retention rates across regions, subregions, roles, and facilities. The hope was that implementing a structured feedback system that could tie to this retention data would help them uncover: 1) what is driving the differences in retention and 2) what are the most impactful steps that could be taken to lift retention in those areas that are consistently struggling.

Within an organization the size of the company in question, before any sort of kick off, WorkStep and the company needed to align on how to sync data between the company’s HRIS system, ADP, and WorkStep, as well as clearly define stakeholders and data access permissions. Because WorkStep’s Retain platform was built for scale, this step of the process took only a couple of days before the first group of new hires was ready to be automatically synced with no-intervention-required weekly updates after that.

During the initial pilot phase, early feedback began to uncover insights and actions at the region and role-level. As time went on, the company was able to analyze trends at more granular levels of their employee population - for example, specific role types within specific subregions. What they found was that their regions with the highest retention levels were those outperforming on team-centric feedback and expectation alignment. These insights created clear focus in regard to how to bring the lower performing regions into alignment.

Growing the Partnership

Due to the success of the WorkStep Retain platform in bringing increased visibility to headquarters for their large, distributed workforce, the next step is to empower on-site teams to access and act on their feedback directly. Additionally, because other internal teams had legacy ways of measuring workforce satisfaction, WorkStep built out custom metric methodology to allow the company to consistently compare apples-to-apples.

Beyond those immediate steps, due to the frontline workforce's high level of engagement with and appreciation for having such a system in place, the two teams have continued to iterate on and grow the feedback system to capture more rich information to empower managers and key corporate decision makers.