During the recent lean economic times, many warehouse managers found they had their pick of workers. Yet just because labor is plentiful, doesn't mean it's easy to find the right people for your operation. And with the economy showing signs of recovery, dependable, available personnel will soon become harder to find. Here, several experienced hiring managers and consultants share their tips for finding and keeping the right people.

Whatever's being handled at your warehouse or DC, managers almost universally look for the same type of worker. 'Flexibility, the ability to learn, and commitment are important in warehouse personnel,' says Bruce Mantz, director of operations for third-party logistics provider Automated Distribution Systems (ADS), (732-287-8900). 'In all potential candidates, we look for someone who might possess some experience in our industry, commitment, and longevity in previous positions.'

While often considered a bonus to find a worker who has experience with the equipment found in a system-driven warehouse (warehouse management system, wireless terminals, forklifts, automated storage, for instance), it's not always necessary. Many companies offer both classroom and hands-on training as a part of an initial probationary period post-hire.

'When we bring on permanent staff, we look to keep that person on board for the long run, so we put a lot of effort into training,' notes Ed Bednarz, vice president of distribution for A.C. Moore, an arts and crafts retailer headquartered in Blackwood, N.J. 'We're looking for people who want to learn, who want to do different skills, and who have demonstrated different skills in the past.'

Beware of your own intuition—it can lead you to hire the wrong person, says Roy Gobert, general manager of the Kenco Logistic Services-operated Brach's Confections warehouse in Chattanooga, Tenn. (423-622-1113). Instead, involve several people in the interviewing process (human resources, supervisors, and even sometimes workers at the same level) and make the hiring decision a group one.

'Those gut feelings are so easy to get and so tempting to listen to,' explains Gobert. 'In the past, when I've made a hiring decision by myself, I've found that I often root for, and hire, the underdog. Then I find out exactly why they were the underdog!'

Instead, Gobert says he now insists on a decision by committee, rarely hiring anyone without soliciting input from at least three or four other staffers.

It's also important that management practice 'serial interviewing,' speaking to several applicants for the same job on the same day, preferably back-to-back, says Mike Flamer, vice president of The Dorfman Group (480-860-8820), an executive search firm. 'It's easier to compare and contrast candidates when both the impressions of the candidates are fresh in your mind, and you are in the same frame of mind,' he adds.

When evaluating potential candidates, particularly for a position that requires the use of newer, more technical equipment, consider older workers. They could turn out to be among your most valuable employees.

'Don't assume that an older worker is not going to be able to adapt to the technology,' warns Bill Tyng, system consultant for Forte Industries (513-398-2800), and former evening shift manager for Black and Decker's east coast distribution center. 'Generally it's actually the opposite. Older workers have been around longer, they've seen more, they go with the flow more, and they're more inclined to try something different.'

Show your prospective hire the actual job they'd be expected to perform, and gauge their reaction. 'A hands-on tour of the facility is key,' offers Doug Player, operations manager for the TMSi-managed GE Structured Services distribution center in Vineland, N.J. (904-321-0507). 'We cannot underestimate the value of walking through our facility with a potential staffer, and the dialogue—both spoken and unspoken—that ensues when they see where they will be spending their workday.'

Drug screens are an absolute must, says Tyng of Forte. Also, warehouse managers should consider administering a basic reading test and a simple math test to help eliminate unsuitable candidates. 'In fact, I've seen situations where a potential employee, when they found out they were going to have a reading test or math test, left the interview,' he observes.

It's critically important to check backgrounds and references on any potential new hire before extending them an offer. That's especially so if a position requires specific technical skills or an educational degree.

At ADS, says Mantz, telephone checks are performed on new hires. Background checks are performed on maintenance associates, and Department of Motor Vehicles checks are performed for positions that require a commercial driver's license.

Warehouse and DC employees can be a great source for reliable personnel, and some companies offer incentives to encourage referrals. When a current employee recommends a friend or relative for a job, it's a two-way screening process: the candidate is already considered reliable by the employee, and the employee has already said positive things about the company.

'If current employees recommend our company to a friend or a relative, it's a vote that we're doing something right,' says Gobert of Kenco. 'Why would they recommend a friend apply for a job if the company isn't a good one to work for?'

Perhaps the best fit for an opening, such as a supervisor or manager position, is someone who's already working for you.

'We always try to promote from within,' says TMSi's Player, who looks closely at each new hire to see if there's potential to develop that person into a lead, supervisor or management role. 'We look at each employee as a '10' when we bring them in to the organization, even if we do not have a specific supervisory or managerial need identified.'

Many times it's best to use temporary employees to supplement seasonal activity. A.C. Moore experiences its busiest season during the year-end holidays and in the spring. 'Two years ago we had a situation where we didn't rely heavily enough on temporaries to address our fourth quarter peak, and we hired too many permanent team members,' Bednarz recalls. 'At the beginning of the next year, our volume returned to a normal level, but we wound up having too many people on board.'

The company let attrition run its course, and Bednarz now relies on a national temporary service to address his seasonal needs as a cost-saving strategy.

It's easier and less expensive to keep the good employees that you already have, notes Flamer of The Dorfman Group. 'As the economy turns around, there's going to be more willingness on the part of employees to leave and go to another company because they feel they have a better opportunity,' he says. 'Now is the time to be turning attention to your really good employees, making sure they're adequately compensated so they don't walk out the door, and that they get the training they need.'

The longer your employees stay, the fewer new employees you'll have to hire—and that's the best hiring strategy of all.

Click on the icon for more pointers on hiring and keeping the right people. (Achieving a 'hire' level - January 2003)