Is organizational culture the key to improving employee engagement in your food and beverage business?

Marty Reeser, Director of Business Development, explores the pivotal role employee engagement plays in driving profits in the food and beverage industry.

Employee engagement is a crucial factor that can make or break a business, especially in the competitive food and beverage industry where slim margins are the norm. When employees feel a strong connection to their work, are motivated, and valued, it has a significant impact on various aspects of the business including customer satisfaction, operational efficiency, and ultimately, overall profitability. In fact, statistics reveal that organizations where two out of three employees identify themselves as ‘engaged’ enjoy in the region of 150% higher earnings compared to competitors whose employee engagement level hovers around the industry average of 33%.*

So, what is the secret to increased employee engagement? At JMJ we believe it lies in leadership’s ability to create a positive, engaging work environment. By focusing on culture, leaders can unlock the full potential of their workforce and drive performance.

Why organizational culture matters

The food and beverage industry is in constant flux, influenced by changing consumer preferences, technological innovation and volatile global markets. In this competitive world, reputation matters. Recent years have seen, food safety concerns, questions around sustainability, labor and employment challenges, and instances of unethical practices negatively impacting parts of the food and beverage industry. Addressing these challenges requires a proactive approach to safety, sustainability and performance and a cultural shift within organizations.

Three practical tips for leaders

1. Stop the bleeding by focusing on employee retention: High employee turnover can be detrimental to any business, and the food and beverage industry is no exception. Retention efforts drive engagement by focusing on meaningful work, involvement in decision making, and collaboration. Engaged employees are more likely to remain loyal to their employers, reducing recruitment, training, and onboarding costs. Understanding how people perceive the current organizational culture and hiring a diverse mix of people who combine industry experience with creativity are also foundational steps.

2. Cultivate a positive organizational culture: Culture is not static, but rather a living entity that requires nurturing. Food and beverage leaders can take practical steps to create a positive workplace culture by encouraging open communication, seeking employee feedback, actively listening to their ideas and concerns, and acting on them. Establishing clear values, prioritizing employees’ safety, recognizing and rewarding performance excellence, fostering inclusivity, and investing in people’s development will reinforce the desired culture. An added benefit is that a positive organizational culture encourages the current workforce to be active recruiters for top talent because they will want to tell others how they are cared for, appreciated, and growing in their jobs.

3. Lead by example: Leadership plays a vital role in driving culture change within the food and beverage industry. Effective leaders set the direction, vision, and goals for the organization. They serve as role models, influence employee attitudes, engagement, and motivation and promote transparency, open communication, and trust. By taking the time to listen, understand, and support employees, great leaders create a sense of belonging which enhances engagement.

The benefits of a great organizational culture

A culture where employee engagement is prioritized offers significant benefits beyond the four walls of the business. By embracing culture change, food and beverage businesses can differentiate themselves in the market, achieve operational efficiencies, attract top talent, and adapt to evolving consumer demands. Strong leadership and a positive work culture are the foundations for long-term success, as well as what sustains that success.

How JMJ helps food and beverage industry leaders create sustainable cultural transformation

With over 35 years of culture change consulting expertise and experience and cutting edge Transformation Cloud™ technologies, JMJ is a trusted culture change partner to many of the world’s most respected organizations. Over the years, we have inspired thousands of people working across diverse industries to see things from a different perspective, thrive in their work and achieve extraordinary results for their organization.

If you would like to learn more about how JMJ’s combination of consulting expertise and innovative technology can help transform the culture at your food and beverage business, Contact us.

* Sourced from: Why Great Managers Are So Rare (gallup.com)