This article was published in the January/February 2025 issue of Pet Food Processing.
Industries across the board are working to retain their current staff and to attract new employees in a competitive labor market. Within the pet food and treat industry, labor shortages and increased production demands are adding to hiring and retention difficulties.
In 2020, US pet food and treat sales reached $42 billion, a 9.7% increase from 2019, leading to intensified production demands and labor constraints. Between March 2021 and March 2022, manufacturing job pay rates increased from $26.69 to $27.96 per hour, reflecting the escalating expenses companies face, according to Frank Niles, Ph.D., principal, business transformation and leader development, BSM Partners, Bentonville, Ark.
Manufacturing as a whole has long contended with high turnover. In 2021, the sector experienced a turnover rate of 39.9%. Likewise, pet food manufacturers continue to see high rates of employee turnover, leading to increased recruitment and training costs. These elements, coupled with ongoing automation result in a shortage of qualified candidates — exacerbating recruitment challenges.
Bridging the gaps
During his tenure as an executive and technical recruiter for the industry, Jamie Griffin of WorldBridge Partners, Toledo, Ohio, has witnessed an evolution — not only in how pet food is produced but also within the people who choose to work in the profession. These are individuals who care about the end product and often feed these products to their own pet, Griffin said.
Many people working in the pet food industry find inspiration knowing they are helping to feed and care for the animals they love.
|Retirement has also placed a tremendous amount of pressure on the industry with a rate of 5 to 2, meaning for every five people retiring, there are only two people to replace those individuals, resulting in a net negative. The Companion Animal Program at Kansas State University, Manhattan, is looking to change those numbers by providing an educational path that is specific to making pet food and treats. While this is helping to change the trajectory, Griffin said it’s not yet large enough to meet the demand of the industry and many fail to realize just how technical the industry has become.
“The growing complexity of the industry has brought the need for more specialists, and that’s created some difficulty between what’s currently available and the needs of the company,” he continued. “While the initial reaction may be, ‘it’s just pet food,’ many do not realize how technical the industry is, and there are a huge percentage of people with Ph.D.s considering the number of employees in the industry.”
Gaps in the industry’s workforce pipeline are evident in both numbers and skills, presenting real operational challenges for pet food manufacturers, according to Jennifer Martin, Ph.D., assistant professor in the Department of Animal Sciences, Colorado State University, Fort Collins. Within the industry, skilled maintenance staff and plant floor workers with some technology skills are two of the toughest to find, hire and train, according to Dennis Collins, architectural discipline lead, CRB Consulting, Kansas City, Mo.
Planning ahead
This is pushing some companies to start the familiarization process early, working closely with local high schools, trade schools and junior colleges to build relationships with feeder programs and with individuals possessing valuable skills and knowledge that could benefit an organization. As the industry continues to grow and adopt new technologies, existing workforce members are going to need new skills, making upskilling a growing industry trend.
Partnerships or investments with organizations that can upskill/reskill existing employees or workforce sectors can be crucial for maintaining a stable labor supply. Additionally, upskilling the existing workforce can often be a more strategic solution than trying to replace the existing workforce with newly skilled members. Martin encourages organizations to examine their current career on-ramps and assess if they are meeting their needs using existing pathways, or if creating new pathways might leverage local workforce opportunities that they’re missing. The establishment of employee training programs can also help identify next-generation leaders. This can be in addition to working with local workforce development initiatives to create internship or apprenticeship opportunities to find employees in the community.
“Invest in the problem before it’s a problem,” she continued. “If you’re trying to extract information from employees as they’re moving out the door, it’s too late. Instead, invest in employee education so that your existing workforce is kept up to speed with changes in processes, regulation, etc.”
Human hiring
Building and maintaining a solid workforce depends on a retention plan which considers pay and benefits, location, working environment and work amenities, according to Collins. Retention is also largely dependent on a well-structured and comprehensive onboarding program that will ensure employees are integrated into the company culture and understand their roles and responsibilities, making them well-prepared to perform their duties safely and effectively, Niles said.
A comprehensive onboarding approach includes structured training and skill development programs, opportunities for mentorship, and transparent career and promotion advancement opportunities. Leveraging technology through digital training platforms and automated scheduling systems can streamline operations and enhance employee satisfaction.
The pet food manufacturing industry, like many others, is experiencing challenges hiring and retaining employees.
|“Cultivating a supportive and inclusive workplace culture is vital for employee satisfaction and retention,” Niles continued. “Through the adoption of these best practices, pet food and treat manufacturers can create a more attractive and supportive environment, leading to improved employee recruitment and retention.”
Acknowledging the human element of the work environment can create significant influence on employee satisfaction and retention, and the impact of a well-designed work environment should not be overlooked. CRB has completed a number of greenfield designs for clients where employee amenities and overall building design appearance played a large role. Greenfield plant projects can present a company’s status and also serve as a point of pride to both visitors and employees. Likewise, brownfield projects serve as an opportunity to revamp and update employee amenity spaces.
These spaces might feature the relocation or remodeling of employee amenities such as breakrooms, toilets and gowning areas. Other additions include public spaces for reception and conference rooms, employee workstations and private offices, foodservice amenities, hygiene exchange areas for entry into food production areas, and the use of skylights and solar tubes, which bring in natural light and fresh air. Collins suggests employers consider going beyond the basics to provide access to mother’s rooms for nursing mothers, first aid and nurse’s rooms, a fitness center and a break area to contribute a sense of pride in one’s workplace.
“The workplace is often a place where an employee spends a majority of their working hours during a given week,” he continued. “Working in a safe environment should always be considered a first priority in addition to the work environment for temperature control and natural light, as well as opportunities to the exterior to help connect employees and humanize their working environment.”
Acquire and retain
Beyond the consideration of amenities, retention is largely a matter of communication. Without this, employees don’t know the direction of the company nor their role within the organization today and in the future. An escalation in the number of mergers and acquisitions makes good communication all the more important. No one wants to learn their company has been sold from the news or online media. Information should come from the leaders first.
“To be a strong steward for the industry, you want to have the right people for the job and work to keep those people,” said Jamie Griffin of WorldBridge Partners.
Companies looking to successfully hire and retain must always prioritize good communication. This includes clear hiring processes that don’t stretch on for months and keeping candidates informed of where they’re in the hiring process. Griffin recommends hiring managers prioritize hiring as a human endeavor. Such a process should emphasize looking at soft skills to ascertain if an individual will be a good fit for the team and for the organization. Bad fits and bad hires will likely cause disruptions in the long term.
“Hiring the best person has never been an easy ask. That is true no matter how old your company is or how big your brand is,” Griffin continued. “If you’re too busy to hire, you won’t hire well. To be a strong steward for the industry, you want to have the right people for the job and work to keep those people.”
People focused
Kristen Ireland, co-founder of People Spark Consulting, is known to ask if a company is playing to win or playing not to lose. Having clarity between the two can be an important distinction when it comes to retention, productivity and the profitability of the business in question. Ireland shared that when looking at retention within the context of Maslow’s Hierarchy of Needs, engagement and retention take place at the belonging level, where someone is challenged to grow and be their best. In contrast, compensation is in the safety category. Therefore, it’s not always about the money.
Ireland stressed the one thing to really impact engagement within an organization is the importance of quality conversations. A key element is being engaged in conversations that explore expectations, recognize good work, and ask thoughtful questions in ways that provide accountability and make employees feel seen, valued and heard.
“Ultimately, culture is not what you say but what you allow,” said Kristen Irelend of People Spark Consulting.
“Having good quality conversations with your employees is so important, especially knowing some conversations can be very hard,” Ireland said. “Ultimately, culture is not what you say but what you allow. If you let something go by, it becomes a culture-defining moment.”
Gaining ground within the ever-shifting landscaping of labor challenges will take time and persistence and will necessitate a multi-prong approach that speaks to the unique needs of a manufacturer and its employees. An emphasis on training and development along with upskilling on new technologies and advances will go a long way in creating an environment where employees thrive. Flexible work arrangements will also help accommodate the personal needs of employees, particularly Gen Z workers.
Ireland recommends companies focused on quality hiring and retention find inspiration in the amazing story of the industry, its people, and the far-reaching impact on the animals these products support. This is the narrative of a highly targeted market focused on ongoing advancements designed to improve the everyday lives and lifespan of pets with a focus on the joy those animals give to their human family.
“Pet food is impactful in so many areas of life,” she concluded. “Leverage the amazing story of what goes into these things and share that excitement with employees and within the industry. This is an incredible opportunity to put the mission out there and translate it into the greater world.”
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