How Diversity and Inclusion Can Boost Your Label or Package Printing Business

Forces such as convergence and a high volume of M&A activity are changing the label and package printing markets, and challenging long-time players. Reflecting on the changes over the past 30 years, Lori Campbell, president of The Label Printers in Aurora, IL, and TLMI chairman, says, “There were fewer players, so there wasn’t the [same level of] competition. It was easier to make money, and that ease can prevent businesses from looking outside their four walls.”

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Campbell adds, “Over time, it became obvious that we were too insulated and needed more outside perspectives. If everybody is of the same race, creed, color, or whatever, you tend to get pretty much the same self-fulfilling thoughts.” Yes, label and package printers enjoyed the steady predictability of their businesses during those decades, Campbell explains, but that approach “left cracks in the plaster as the world evolved.” 

The key to preventing those cracks is to constantly feed an innovation pipeline, and diversity’s superpower is feeding innovation pipelines. Adriane Harrison, VP of human relations consulting at PRINTING United Alliance, explains, “Without diversification, companies cannot enjoy the wealth of ideas and innovation that a wide array of perspectives can bring. For example, an employee with profound hearing loss may be a great team member and may propose procedures that improve safety for all employees; an employee with ambulatory issues may spur improvements to the physical plant, and toward ergonomically improved machines and tools that benefit the entire team; an autistic team member may be able to perform repetitious tasks that other employees don’t prefer. In many cases, managers who haven’t smoothed the rough edges of their communication may learn to communicate in a more patient and clear manner. And in nearly all cases, a diverse workforce is one that has an opportunity to learn from each other and gain empathy for all people’s circumstances.

Recognizing that supporting diversity and inclusion efforts can be difficult, Harrison offers some practical advice:

Develop a strategy to create an inclusive working environment

“Diversity and inclusion are achieved through a planned strategy, and creating an environment that people want to be a part of,” Harrison says. “For instance, creating a short- and long-term strategy to develop relationships with community leaders and the people that I call ‘connectors’ in overlooked communities in your area. These communities might include ex-offenders, disabled people, socio-economically underserved communities, veterans, immigrant communities, and other underemployed groups. Connectors might be clergy, community organizers, business people within the community, librarians, coaches, and other leaders that interact and support these communities day in and day out.”

Adopt flexible schedules that empower employees with responsibilities outside of work

“We are at a tipping point with the workforce, where every employer needs to consider the current needs and future goals of their existing and future workforces,” she explains. “Instead of five eight-hour days each week, consider four, 10-hour days, divided into two, five-hour shifts. This will provide opportunities to those who have personal responsibilities that prevent them from working an eight- or 10-hour shift. Schedule all overtime for the fifth day, typically a Friday, so that people who cannot work on weekends have an opportunity to earn overtime and still fulfill their personal responsibilities.”

Create robust learning environments by rethinking retirement options for older employers

“Keeping our mature workers connected to the company is important,” Harrison says. “Ask your team members who are considering retirement if they would like to transition to a lighter work schedule or be available for mentoring, training, and filling in on the occasional shifts when the company needs coverage. Pay them well for this transfer of knowledge and availability. Go through your facility and find ways that automation and ergonomics can improve the physical work experience. Making an investment in automation and ergonomics will extend the time that your workers, across the entire age spectrum, will last in your facility. Invite retired team members to company events, and make sure you keep lines of communication open. And when your younger workforce sees how well the company treats its older employees, it will be a factor in considering where they would like to spend their career.”