Best Practice Article from Paola Cubides, MS-IL Staffing & Packaging
After 25 years supporting manufacturing, logistics, and distribution operations across Indiana, one thing has become increasingly clear: workforce challenges have not disappeared, they have evolved.
Today, nearly one in three manufacturing roles are considered hard to fill, according to industry reports, and companies are no longer just competing for customers, but for talent, speed, and operational consistency. In this environment, the difference between falling behind and staying ahead often comes down to how workforce strategy is approached.
Over the years, we have had a front-row seat to what works and what does not, and a few key lessons continue to stand out.
Speed Beats Perfection
Many companies continue to search for the “perfect candidate,” believing that the right resume will solve their hiring challenges. In reality, every day a role remains open carries a cost, whether through lost productivity, increased overtime, or added pressure on existing teams.
In fast-paced environments, waiting weeks to fill a role is rarely sustainable, which is why the most effective organizations focus less on perfection and more on potential. Rather than holding out for an exact match on paper, they prioritize candidates who demonstrate reliability, a strong work ethic, and the ability to adapt, knowing that technical skills can often be developed on the job.
We have seen time and time again that when businesses shift their mindset in this way, they not only reduce time-to-fill but also build stronger and more loyal teams. With the right staffing partner, companies can identify candidates who are ready to grow into a role, creating both immediate impact and long-term value.
Turnover Is an Operational Cost
Turnover is often viewed as an HR challenge, but in reality, it is an operational issue that directly affects output, consistency, and overall performance. Replacing an employee can cost up to 30% of their annual salary when accounting for training, lost time, and reduced productivity, making it a far more significant expense than many organizations realize.
What we have consistently observed is that when companies align wages with the local market and place a greater emphasis on retention, the results extend well beyond hiring. Teams become more experienced, productivity improves, and reliance on overtime decreases, creating a more stable and efficient operation.
Overtime Is a Signal
Overtime is often treated as a quick solution to workforce gaps, but in most cases, it is simply a symptom of a larger issue. Whether driven by understaffing, high turnover, or a lack of workforce planning, excessive overtime tends to indicate that something within the operation is misaligned.
Organizations that perform at a high level do not rely on overtime to sustain productivity; instead, they build flexibility into their workforce so they can adjust to changing demand without overextending their teams. This approach not only supports more consistent output but also contributes to stronger long-term performance and employee satisfaction.
Build a Scalable, Flexible Workforce
While consistency remains important, today’s workforce environment requires a greater level of flexibility. Demand fluctuates, production cycles shift, and labor markets continue to tighten, making it essential for companies to move beyond reactive hiring and toward more scalable workforce models.
This means planning ahead and leveraging real-time data, including market pay rates, time-to-fill benchmarks, and turnover trends, to make more informed decisions. With the right staffing partner, businesses gain access not only to talent but also to the insights and visibility needed to adjust quickly and effectively without disrupting operations.
In this way, workforce strategy becomes a proactive tool rather than a reactive necessity, allowing companies to remain competitive even as conditions change.
Local Insight Matters
Workforce challenges are not one-size-fits-all, as pay rates, competition, and candidate expectations can vary significantly even within the same region. In a market like Central Indiana, having access to real-time local insight can be the difference between roles that remain open and teams that are built efficiently and perform consistently.
Looking Ahead
The companies that will lead in the coming years will be those that treat workforce strategy as a core business function rather than a reaction to immediate needs. By investing in speed, flexibility, and long-term planning, organizations can position themselves to adapt, grow, and compete more effectively.
After 25 years, we remain focused on helping Indiana businesses connect people with opportunity while supporting the operations that drive our local economy forward.
About MS-IL Staffing & Packaging
MS-IL Staffing & Packaging is a full-service workforce solutions provider supporting manufacturing, logistics, and distribution operations across Indiana and the Midwest. Our capabilities include temporary staffing, direct hire through Pro Talent Group, on-site workforce management, and third-party inspection and containment services through Certified Inspection Services.
Learn more: https://msilstaffing.com
Let’s Start the Conversation
A strong workforce strategy is built through the right combination of insight, planning, and partnership. If you are looking to reduce turnover, manage overtime more effectively, or build a more reliable workforce, we would welcome the opportunity to connect.
Schedule a free consultation.
by Maggie Gough | Sep 4, 2024 | Executive Coaching
By the time you make it to the ranks of senior executive leadership, you’ve already demonstrated your ability to deliver results and lead teams. But stepping into the C-suite is an exciting new challenge that invites you to expand your approach, adopt new skills and develop your identity as a strategic leader.
That’s why Bright Arrow CEO Tegan Trovato invited Lars Schmidt, founder and CEO of Amplify Talent, and Suzanne Coonan, global leadership development and executive coach, to join her for a recent webinar where they tackled the most common questions they hear from emerging leaders on what it takes to make the transition successfully.
You can check out the highlights of the webinar below, which is now on demand.
Shift Your Focus from Functional to Organizational
You’ve built your career by excelling in your specific area of responsibility and then driving results within your department. Now, as you aim for the C-suite, it’s time to broaden your focus and think about the entire organization. “The hallmark of moving closer to C-suite readiness is that you understand more broadly how to create value across the enterprise, and not just for your functional area,” Tegan said.
Transitioning to a senior leadership position requires a shift in perspective — from managing the tactical, day-to-day work to leading strategically across the enterprise. You’re no longer just thinking about your team’s performance in a silo. You’re considering how your decisions impact the whole company. This holistic approach is key to creating long-term value and positioning your organization for future success.
Developing a deep understanding of your industry is also crucial. “Being able to really understand the landscape of the industry — that, to me, is one of the things that maybe you don’t always see in a VP role, but you absolutely need in a C-suite position,” Lars said. You’ll need to grasp how your company fits within the broader market, anticipate changes and prepare to lead your organization through them — all while maintaining daily functions.
“You have to both transform and perform at the same time,” Suzanne said, “and that’s not always easy.” This long-term, strategic thinking will set you apart as a leader who can deliver results today and steering the organization toward future success.
Step Outside Your Comfort Zone
If you’re not continually learning and evolving, you risk falling behind your peers. The transition to the C-suite demands that you step out of your comfort zone and seek new learning opportunities. Be intentional about what you need to learn, and where you can gain those experiences.
“When we work with executives in their private coaching, we get real about, ‘What are the competencies that you need to grow between that role and your next?’” Tegan said. “What experiences do you need to have inside of your organization to grow those? Which need to come from outside of your organization?”
Look for “heat experiences,” Suzanne said, referencing the work of Nick Petrie. “It’s those conditions, almost like a crucible, that are like hot and the stakes are high — and you’ve never done it before, and the pressure is high,” she said. “So if you can navigate that and get support and be successful, you’re actually going to grow a lot as a leader.” Whether it’s taking on a high-stakes project, leading a cross-functional team, or navigating a crisis, these experiences will stretch your capabilities and prepare you for the complexities of the C-suite.
Some of the best experiences for developing enterprise-wide thinking involve moving outside of your functional area. Working a “tour of duty” in other parts of the business expands your mindset. “It brings you an empathy for the customer,” Lars said. “It builds your business domain in other areas.”
Allow Yourself to Be Vulnerable
To lead effectively from the C-suite, you need to project authority and inspire confidence while also being approachable and relatable.
Vulnerability, far from being a weakness, is a strength that builds trust and fosters collaboration. “One of the hallmarks of being a great leader is the ability to be trustworthy and have trust, right?” Suzanne said. “And vulnerability builds trust.”
Part of being vulnerable is admitting when you need help. “I think that we have kept it a secret how much CEOs don’t know — and are and are willing to admit, when they’re healthy, that they don’t know everything,” Tegan said. “And it’s not their job to know everything. It is our job, as leaders, to know enough to be effective and superior in our particular area, and to be able to get the best from others in partnership.”
Although vulnerability is a powerful trait for executive leaders to have, Lars cautions against being too vulnerable if you aren’t comfortable with it. “They can either try to do that and show up in an inauthentic way,” he said, “or honor the fact that that’s just not their style, and be true to themselves.” While some leaders are comfortable sharing deeply personal stories and struggles, not everyone is — and that’s okay.
Advancing to the C-suite means evolving into a leader who thinks broadly, learns continuously, and leads authentically. By focusing on your stakeholders, seeking out new learning experiences, and embracing your true self, you’ll be well on your way to making that transition with confidence and clarity. Keep pushing yourself, stay curious, and remember that the best leaders are always growing.
To learn more about what it takes to make it to the C-suite, watch the webinar on demand.