Why Barnes Logistics Boasts the Best Workforce Planning in the UK
Did you know, late last year we were honoured with the prestigious National Supply Chain Excellence Award for our workforce planning efforts? This recognition not only celebrates our success but also highlights our dedication to maintaining the best planning practices in the UK.
So, as we’re feeling reminiscent, this month, we wanted to give you a little insight to what workforce planning is, along with our strategies which has led us to becoming award-winning in this area, plus why we boast the best workforce in the UK!
Understanding Workforce Planning
Before delving into how we achieved our award, let’s explore what workforce planning entails. In simple terms, workforce planning is the strategic management of HR, to ensure the right people are in the right place at the right time. It involves aligning the workforce with the business’ goals, addressing current and future staffing needs, and fostering a productive and engaged team. At Barnes, we recently assessed our whole process thoroughly, studying what our time-critical businesses needed for logistical support and warehousing. This led us to make some key changes, ending up by achieving the perfect, award-winning balance in our operations.
Our workforce Planning Solutions
Headed up by our fantastic HR team, here are the strategies we recently reviewed and re-implemented to achieve the best logistics workforce planning in the whole of the UK!
1. Proactive Solutions for Driver Shortages
In the face of the nationwide driver shortage that has impacted logistics firms across the country, at Barnes decided to take the bull by the horns. Under the leadership of our Chief People Officer Amanda, we conducted extensive market and employee-based research to enhance our capacity to recruit and retain top-tier talent.
A data and evidence-based approach guided us, with thorough analysis of exit interviews from departing drivers. This crucial feedback became the cornerstone of our continuous improvement model, leading to impactful changes.
2. Improving Morale and Retention
Our commitment to retaining talent is one of our top priorities, because at the end of the day we aren’t anything without our employees! By analysing exit interviews, we gained insights into what departing staff sought in their next role, allowing us to adapt and become an employer of choice.
We recognised the need for improved communication with drivers post-pandemic, so we introduced education and training initiatives. This not only increased the value our team members felt but also improved communication across the entire workforce. A significant focus on driver debriefing, along with an overhaul of our payroll process, ensured that our drivers are not just numbers but valued members of the Barnes family.
By implementing cultural and strategic changes, fostering a positive working environment, boosting morale and, consequently, enhancing supply chain performance, we can ensure we gain and retain our employees.
3. Recruitment Strategy Enhancement
To adapt to economic challenges, we also revamped our recruitment strategy. Through in-depth research, we identified and addressed drivers’ concerns, categorising them into three main areas. This data-driven approach enabled us to streamline the onboarding process, making it more collaborative and supportive.
Market research informed our new approach to job advertising, maximising our reach on various platforms. Moreover, our initiative to support inexperienced drivers to enter the industry has been applauded not just at the awards, but all across the board by addressing the skills shortage.
4. Creating a Professional, Inclusive Working Environment
Our shift in culture and strategy has created to a more positive, professional, and inclusive working environment for everyone. Regular training and effective communication between management and staff have become integral, embedded in our core values, and embraced by the entire team.
These changes, backed by a commitment to continuous improvement, are not just creating a thriving workforce but contributing to the efficiency of the wider supply chain and logistics network.
5. Long-Term Gains
The investments made in workforce planning have resulted in long-term gains for us at Barnes. Operational efficiency has improved, recruitment costs have halved, and the time and resources spent on onboarding new candidates have reduced by 50%.
Our competitive advantage in attracting talent has significantly increased job offer and acceptance rates, and by adapting to economic shifts, we have effectively mitigated skills and talent shortages, contributing to improved job satisfaction and supply chain efficiency.
6. Progress but Work Still to be Done
While we celebrate our achievements, we recognise that cultural change takes time. Barnes is proud to be at the forefront of transforming the industry’s perception and treatment of drivers. We acknowledge the road ahead, and we are committed to continuing these positive strides.
Absolutely everyone at Barnes was so honoured to have earned the title of ‘Best Workforce Planning’ in the UK. Our dedication to continuous improvement, employee wellbeing, and fostering a positive working environment not only sets us apart but also propels us toward a future of excellence in the logistics industry.
