February 2022 Volume 4

OPERATIONS & MANAGEMENT

Pay – Women tend to not ask for a raise, they just leave. I’ve had to learn this the hard way and upped my retention game since. Reasons for this could vary from avoiding conflict to the direct and inaccurate line between self-worth and pay. Looking back, I could not recall a time I ever asked for a raise. It wasn’t due to lack of confidence or fear, I just never asked. Positive reinforcement – I witnessed a co-worker be constantly criticized by her supervisor, to the point that she would go home crying. Then I became her boss. I chose to take a different path in her management, with hands-on training and more responsibility. I acknowledged her wins and successes, provided clear and direct instructions and took ownership when a misstep was due to a hole in my own training program. Now she’s a happier andmore productive employee. I’m not saying this works for everyone, but I like to start here first. Creating a challenge –This applies to all employees with potential, not just women, but I find women tend to get overlooked in this area. Everyone needs to be challenged to grow. Common qualities in my previous ineffective supervisors are indifference and a tendency towards the status quo. Common qualities in my most memorable male mentors are an energetic inclusion and a challenge to improve, learn, or change. Our industry is still male-dominated and, at the same time, lacking a strong workforce to pull from. I believe there is an untapped resource in female recruitment for metals manufacturing, and I believe it’s the responsibility of any company with this labor problem to get involved. This could include working with local high schools and community colleges, preparing marketing and recruitment pamphlets, subsidizing training programs, being involved in job fairs, advertising on social media, anything to be noticed and provide an option and possible direction to someone who isn’t sure what the future holds. It’s our responsibility to bring in and entice the new workforce, male and female, just as much as it’s our responsibility to bring in sales. Posting an open position on Indeed doesn’t cut it anymore. Forging has a heart and an energy that can’t be conveyed in a job blurb on the internet. The pride and satisfaction that comes with a successfully completed job, a major project, a big win, cannot be explained online. Feeling the ground shake next to the 5,000 lb hammer while it hits, over and over, turning plain alloy bar into something much more useful, is enough to entice anyone to want to be a part of that.

Anna with Tio Castillo, Agustin Soto and Monico Soto, the 5,000 Hammer Crew at Ulven Forging, Inc., 2022 I’m extremely thankful for the mentors and allies I’ve encountered and worked with during my career, all of whom thoroughly overshadow any negative situations. I also believe a large part of my positive experiences are the choices I made of whom to seek out for assistance and guidance. In lieu of a less-than-supportive superior, an encouraging, experienced co-worker can be instrumental in growth and learning. Developing a network of trusted team members, and being a trusted team member to others, forges bonds that extend beyond just the business model and creates a lifetime network of business contacts and ultimately, friends. Anna Dryden

Supply Chain Manager The Ulven Companies Phone: 503-980-1134 Email: Anna.Dryden@ulvencompanies.com

FIA MAGAZINE | FEBRUARY 2022 43