77 Massachusetts Avenue
Cambridge, MA 02139
To create effective high-performing teams, businesses need to think about how they treat their workers—how they’re hired, how they’re offered opportunity for advancement, and how their daily work lives are managed.
Inspired by one of the founder’s sons, who had spent 15 years in prison before finding redemption, NatureBake, now known as Dave’s Killer Bread, has offered opportunities to numerous other ex-offenders committed to turning their lives around. When this case study was written, more than a third of the company's 270 employees were ex-offenders. Most started on a temp-to-hire basis, and if successful after 90 days, were hired as regular employees.
At NewAge Industries, managers have gone to great lengths to develop their people. Of current management and supervisory staff at the time this case was written, 75% were promoted from within the company—many from entry-level positions. The Southampton, PA, manufacturer of industrial tubing charged managers with identifying and grooming internal talent to fill open positions. Cross-training practices also broadened employees’ opportunities for growth, as workers gained exposure to various aspects of the business.
CHCA recognized the massive 50% turnover challenge facing home healthcare providers and saw a way to overcome it: redesign its scheduling practices. By guaranteeing home health aides at least 30 paid hours a week, the New York-based home care services provider could address the frustration that aides felt over their unstable schedules. CHCA also offered flexible scheduling, accommodating preferences for full-time and part-time workers whenever possible.