IPEX Lawton puts employees first
As with many IPEX plants across North America, the IPEX production facility in Lawton, Oklahoma is in growth mode, with a major expansion underway to install the latest in high-speed, high-efficiency extrusion technology.
IPEX Lawton’s focus is not solely on product or process, though — over the last year, the 160-person plant has also made strides to prioritize and dedicate more resources to enhancing the employee experience as the best way to ensure sustainable growth and boost production.
A focus on people
Joe Kepler, Human Resources Business Partner at IPEX and based in Oklahoma, is proud of the programs IPEX has developed to increase engagement, including a formalized training program and a new mentorship program launched in October 2022.
Starting when a new employee walks in the door, they begin an onboarding program at the plant with a training specialist, the HR team and the production team. Immediately following onboarding, new employees are partnered with a mentor for their full 90-day probationary period.
“They work together on every shift. New employees meet with their mentor each morning, and they talk about what they’ve learned and any new challenges. This serves to close any communication gaps,” adds Joe.
While it’s still a relatively new program, it’s already yielded positive results.
“Early indications are that it’s very successful. Our turnover is half of what it was at this point last year.”
With the expansion of the plant underway, Joe knows more hourly and salaried staff are set to join the team. As such, Lawton has also decided to move from having a single production supervisor on shift to having two. One will focus on production and operations, and the other will concentrate on employee development, supervision and support.
“It’s a significant investment by the company, since we’re doubling the production supervisor staff. It’s an opportunity for us to spend more time on people.”
Fair, formalized promotion process
Along with new training and mentorship initiatives, Lawton has also formalized its employee promotion process.
“We focus on quality of work, time and attendance. We also look for soft skills, helping out and being a good teammate,” Joe elaborates. The benefit is a less subjective promotion process that’s easier for employees to understand. “An employee gets the necessary training, there is a checklist of items that they must demonstrate proficiency in, and once they’ve done that, they’re promoted.”
Joe believes employees appreciate the company’s transparency and standardization. “We have operators A, B and C, and so you start off at C level,” he says. “After 18 months in the role, you can move up two levels and really impact your earning potential.”
Building community and providing opportunities
Lawton’s focus on providing equity and opportunities for employees also includes supporting local veterans. In 2022, IPEX was approved for SkillBridge, a formal U.S. Department of Defense program where members of the military in their last few months of service can take on an internship to learn a trade like production, maintenance or logistics.
Joe, a veteran himself, is leading the charge in supporting this group. “I care deeply about the veteran community and the military community here. We have a major military installation in Lawton, so I take every opportunity to partner with the organizations supporting veterans. I offer resume writing advice or, if we have openings, I make those connections in the community.”
Employee feedback front and center
As a key member of the HR team, Joe seeks out regular employee feedback on areas where the Lawton plant is doing well — and where they may need to improve. Employee comments and suggestions are evaluated thoughtfully.
“If it’s a new employee, we ask ‘How was our onboarding, how was our training program?’” Joe uses this feedback to inform what can be done differently and how best to add value and improve the experience for new and tenured employees.
The plant has also introduced a new way to seek employee feedback using ‘smiley face’ survey kiosk terminals, similar to those seen in airports, to ask about morale or initiatives they are considering. Unlike detailed surveys, it’s a low lift for employees to complete, and the valuable data enables HR to make a case for new projects and improvements.
Nothing is off the table, according to Joe. Valuable employee feedback has informed HR efforts at every level. Long term, that includes continually assessing the plant’s total rewards offering. Short term, it includes following through on employee requests to replace vending machines or to add a second microwave in the breakroom.
“IPEX’s philosophy is that, even if a valuable resource requires a significant cost, we’re willing to invest so our team can be stronger, safer and more efficient.”
Ultimately, Joe believes these changes support IPEX’s continued focus on safety, support and treating people with dignity and respect.
“You’re always going to be moving forward and looking for ways to be more creative and more innovative,” he says. “My perspective is, it’s not about business. It’s about people.”
To read more news and views from IPEX employees, visit the Employee Perspectives blog.