Issue link: https://iconnect007.uberflip.com/i/1497518
14 PCB007 MAGAZINE I APRIL 2023 ities and different salaries based on things like training education and experience, but no one is better or worse than any other team mem- ber. Everyone has a crucial role to play within the whole system, from the cleaning staff— without whom the building would be dirty— to the executives who ensure we work together within the global Ventec structure. Matties: How long do you think it typically takes somebody to come on board and become integrated as a happy, long-term employee? At least half a year. If they're not happy with us and how we work within half a year, then it's the wrong person. However, I tell my man- agers, "Don't explain our culture; live it, and show them. Be open-minded. Let them make mis- takes. Don't shout at them." You can't tell people, "We're all in the same boat," and then act differently. Matties: In this onboard- ing process, as they go through the six months process, how do you create a space where people want to stay and be a long- term employee? A large problem in our indus- try right now is people coming in, then a year or two later they're on to the next job. at would be a problem, but luckily we don't have that here. We just don't have that fluctua- tion. We have many employees who have been with the company for 25 years plus, and they wouldn't stay that long if they were not happy with the job or company. It's not only all about the job; it's about peo- ple and their lives outside of work. For exam- ple, I might notice someone's a bit down so I'll ask them, "Hey, you're looking a little bit sad. What's wrong with you?" Or they may approach me directly. If I'm told what the problem may be and I can help in any way, I will. None of us can perform well at work when we are distracted by problems at home. is is more than just a 9-to-5 job. We look to help and support our people and the team, and this binds the people to our company. Matties: There's a generational shift right now, a difference in a new employee vs. somebody with a 25-year work ethic or work experience. What's your approach? Is it differ- ent for the new generation? Of course, when somebody has been with the company for more than 25 years, they have a comfortable and familiar routine and the younger generations see that if they are doing a good job, they can work here for the long term. We are not just hiring and firing; you have a safe job and a safe sal- ary at the end of each month. Shaughnessy: Sometimes you end up learning from the new hires. Can you give us an example? Let's say a 20-year-old has been here for six months, and they tell me, "To be honest, sorry boss, but you did things that way 20 years ago." en they show me their smartphones, elec- tronic processes and how this could all work better, more efficiently, and faster. ey have grown up with and use all this new media stuff and they know it much better than the oldies. So, when they know they can bring in their new ideas, they feel welcome and can see that they can contribute directly to the success of the company with their ideas. Shaughnessy: How long have most of the employees been at Ventec? It's not only all about the job; it's about people and their lives outside of work.