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t Glatfelter, we talk a lot about developing strategic partnerships with our customers. You might think that phrase sounds good, but what does it really mean? For me, it’s all about sharing ideas. Our understanding your core customers’ needs helps us better understand your needs. Then…we can get creative. We thrive on creating applications that solve problems for you. When you win, we win. But, there’s a difference between thinking you know what your customers need and knowing what your customers’ needs truly are. Why leave it to chance? “You Don’t Have to Be a Mind Reader” (page 5) gives you the “how to” on convening a customer advisory board that just might leave you saying, “I didn’t know that!” This easy-to-implement panel format offers unique insights that will benefit both you and your customers. The benefits of hiring right—the first time!—is the subject of “The Great Talent Search” (page 18). With these guidelines, you can close the revolving door of recruiting, training, losing an employee, recruiting, and so on, that drains precious time and resources. As 2016 begins, we’d like to express our gratitude for the ongoing customer relationships we have at Glatfelter. We wish you and yours a prosperous New Year!
Tim Hess Vice President, Sales and Marketing Specialty Papers Business Unit Timothy.Hess@glatfelter.com
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Visiting the Glatfelter blog may result in new business channels emerging, tough administrative problems disappearing, and the birth of other profitable business measures. Proceed with caution to www.glatfelterblog.com.
What do Diary of a Wimpy Kid and John Grisham’s Ford County have in common? Both are printed on Glatfelter paper. Head to #readonglatfelterpaper on Twitter to discover the latest book releases.
ecessity is credited as the mother of invention. So when Anaheim-based 5 Day Business Forms, a successful business forms manufacturer, needed to drive new carbonless forms business, it was time to get creative. In 2010, 5 Day sat down with representatives from Glatfelter, a leading manufacturer of carbonless papers and key supplier to 5 Day for nearly 20 years, to brainstorm ideas to drive new business. What began as a simple marketing venture evolved into an annual months-long incentive program. Today, the program benefits the business forms manufacturer, the company’s partners, and an entire community.
With close to 40 years in the traditional forms business, 5 Day is a second-generation family business, serving distributors throughout Southern California. It provides a full-range of print services, and the company is known for quick order turnaround and exceptional customer service. Carbonless business forms are a large part of 5 Day’s business, and like all forms manufacturers, the company faces a fiercely competitive marketplace where everyone is vying for fewer and fewer print jobs.
Price wars. As the business forms market continues to mature, price seems to trump everything, and 5 Day could no longer rely on once-loyal customers to be there long term. “Obviously, there’s a lot of competition. Everyone’s fighting for a much smaller piece of the pie, because the pie itself is getting smaller,” says Kyrsa Severson, Glatfelter key account manager who serves the western states. 5 Day needed a solution that would set it apart from its competitors and drive new business—without breaking the bank.
Glatfelter and 5 Day designed a sales promotional program incentivizing new carbonless orders over $200. For every new order, customers can enter to win monthly prizes such as tickets to professional baseball games, passes to Disneyland, iPods, coffeemakers, gift cards to national retailers, wireless headphones, and speakers. “Instead of making it all about product price, it was all about fun and trying to establish some [customer] loyalty,” says Severson about the early days of the program. Glatfelter designed materials for a multi-touch awareness campaign that includes email blasts, postcards, statement stuffers, and promotional 3-D mailers to complement the message delivered by the 5 Day customer service and sales reps who promote the program. Every customer gets a takeaway. Upon registering, participants receive a free gift such as a travel mug or Starbucks gift card. The program runs May through October each year and culminates with a grand prize drawing (with a prize such as a two-night stay at Disneyland with park passes and a $250 gift card for spending money). While the program enjoyed success from the start, it was when Robert Bemmer, IT director at 5 Day and then newly appointed program manager, came up with the idea two years ago of tying it in to benefit local charities that the program “took off like a rocket.” A new charity is selected each year to which 5 Day and Glatfelter donate a percentage of the program’s sales. “It’s bigger than just 5 Day; we’re giving back [to our community]. That’s the most exciting thing,” says Bemmer.
Everybody wins. Carbonless orders are up. New customers are being retained. Employees at 5 Day feel good about giving back. And
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well-deserving local charities are getting big, big checks. In the past two years, 5 Day and Glatfelter donated several thousand dollars to local breast cancer research and veterans charities. This is a direct result of the success of these business-driving programs that have brought in hundreds of new orders and increased revenue. This year’s program, “Wish With 5 Day,” benefits the community’s local Make-A-Wish foundation. The sales promotion program is so popular, customers ask about it months in advance. “The people at 5 Day are so involved in their community and doing the right thing, it’s kind of neat to see,” says Severson. “It’s thinking outside the box a little bit. It’s rewarding people for their customer loyalty, and I think that’s a great thing.” Glatfelter and 5 Day continue to tweak and improve the sales promotion program every year. Recent improvements include a website landing page for registering program
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participants that allows 5 Day to collect customer data and continue marketing year round. Plus, customers now have the option of donating $10 to Make-A-Wish in lieu of receiving a $10 Starbucks card. Thanks to the strategic partnership at its foundation, 5 Day’s business-driving program continues to grow and flourish. “We couldn’t do it without them,” says Bemmer of Glatfelter’s role in the program. “It’s a team effort.”
YEAH, we’re in there DIGITAL PAPERS CONVERTING PAPERS SECURITY PAPERS CARBONLESS PAPERS BOOK PAPERS UNCOATED PAPERS SPECIALTY PRODUCTS INNOVATIONS
Sometimes referred to as an executive advisory council, customer summit, or best customer panel, a customer advisory board is best thought of as a strategy-level focus group. “It’s an opportunity for a CEO and executive staff to meet with a dozen key leaders and decision-makers representing some of their best customers to talk about trends and drivers shaping their customers’ businesses and how the host company can help these customers achieve their business goals,” explains Mike Gospe, who has facilitated and assisted more than 100 businesses with CABs since 2002. “There are many names for a customer advisory board, but they all share the same objective—to forge a tighter bond with a set of strategic customers and invite them to help shape your company’s vision and strategic direction.” Limited to primarily Fortune 500 companies a decade ago, CABs have grown in popularity in recent years. “Now,
large and smaller B2B companies are investing in a CAB program,” notes Gospe, founder at KickStart Alliance, a team of senior marketing and sales consultants. The reason CABs are growing is because knowing what your customers think is increasingly valuable, and CABs provide insights and opportunities that big data or social media can’t deliver. “When properly established, resourced, and managed, CABs can produce myriad benefits for the host company and participating members alike,” affirms Rob Jensen, VP of marketing, Ignite Advisory Group, the world’s leading consultancy focused exclusively on CABs. “For host companies, CABs are ideal for validating corporate strategies, gathering input on product development, and deepening relationships with key customers.” Jensen cautions, though, that if poorly managed, they can cause harm to the company and its relationship with key customers.
According to Gospe, this is what a successful CAB looks like:
To successfully maximize these benefits, a CAB must be soundly planned and expertly managed. So how do you create and manage a successful CAB? Here are six tips from leading industry experts:
Although many strategic and tactical elements are required for success, Gospe says the core critical success factor comes down to personal belief and commitment. Your executive leadership team must be willing to listen to your customers, possess empathy and respect for your customers, and have a willingness to invest in your CAB as a company-wide initiative. “It’s not just a marketing special project, because the implications of what is learned will need to cascade through marketing, sales, operations, engineering, customer support, etc.,” says Gospe. “A commitment to a CAB must be ongoing and linked directly to a company’s annual planning process. The CAB can become a helpful tool
in validating investment decisions and product directions. It should become a standard ingredient for a company’s long-term success,” Gospe explains. “When there is alignment and interest from the CEO on down, magic can happen.”
Know what your objectives are before you get started, and begin with that end in mind. Identify why you want to host a CAB, what you hope to learn, and what you will do with this information you gather. Determining your priorities will help you determine which customers and individuals to invite and what topics to focus the board and discussions around. Ignite Advisory Group urges their clients to rank the specific value they want to receive, such as:
The cornerstone foundation is finding a reason to convene the board that prospective members find compelling and that is aligned with the strategic direction of your company, according to Ignite Advisory Group.
This event is not a the-more-the-merrier party. You should invite only your best customers (typically eight to16) to your CAB. In his book, Customer Concentricity: Focus on the Right Customer, Peter
Fader, Wharton marketing professor and co-director of The Wharton Customer Analytics Initiative at the University of Pennsylvania, purports that generally it is a mistake to focus on your average customer. “It’s not a matter of offering everyone super-duper customer service. You have to be able to recognize the differences among your customers and treat them differently. Most of your customers end up not being very profitable, so building a business around them doesn’t make much sense. Instead, focus on your topvalue customers to drive profit,” Fader advises. Customer-centric companies strive to anticipate and meet the needs of their most valued customers rather than their average customers, devoting resources to acquiring more customers that are similar to their most valued customers rather than developing mediocre customers. For a CAB, this means that your advisory board should include representatives from the 20 percent of your customers who provide you with 80 percent of your revenue. “One of the main reasons boards fail is because they are made up of all types of customers, not just the best customers who make up the core of the business,” Gospe adds.
The late American television and radio host Larry King said, “I remind myself every morning: Nothing I say this day will teach me anything. So if I’m going to learn, I must do it by listening.” Likewise, the hosting company should resist the temptation to turn a CAB into a sales promo featuring a lengthy lecture from product management. Customers attend CABs to learn from each other and gain insight into your company. The annual meeting agenda should be
created around content—of interest to both the host executives and the customers—that yields an interactive dialogue, and the event should be managed to ensure multiple customer voices are heard. “Foster discussion and debate that can provide you with insight and feedback on industry trends, customer issues, and market opportunities that face your company. The best CAB sessions are made up of 80 percent facilitated discussion between the customers, with the executive team politely listening,” affirms Gospe.
One of the best ways to ensure objectivity and balanced dialogue at a CAB is to hire a third-party facilitator to manage the pace and subject of discussions. Otherwise, your CAB can turn out like this: Meetings bogged down with rote presentations (death by PowerPoint), rather than lively conversation. Unengaged, unfocused executives and attendees multitasking or walking in and out of the room during sessions. Uninspired customers wondering why they came and feeling like the executive team isn’t interested in listening to their input and feedback. “Using a facilitator can help create an unbiased atmosphere and a safe environment for customers to voice their views and experiences. But don’t confuse the role of facilitator with the role of CAB sponsor or discussion leaders. A good facilitator is your partner. More than just ensuring the meeting starts and stops on time, a facilitator will guide the conversation so that
each customer is able to speak and that no one customer dominates the discussion. You can let facilitators guide the discussion so you can sit back and listen,” Gospe explains. In fact, a facilitator can help guide you through every step of planning and executing your CAB.
If you could actually read everyone’s thoughts about your company, you might be surprised and/or dismayed about some of the things that are revealed in the little overhead dialogue bubbles. Although your customers may not be as candid in reality, your executives have to be willing to entertain and embrace negative criticism. Gospe says the basic research rule applies: Don’t research something that you’re not willing to change. Customers and stakeholders will be eager to know what actions you will take based on the information
gathered from CAB discussions. You can leverage the value of the CAB with appropriate and timely follow up. “Frequent communication via subcommittee exploration, quarterly updates, and other relevant communication add to the fabric of your CAB and its usefulness to your members and their companies,” Jensen says. “Executive visits in the interim also reinforce the value of your clients’ businesses and allow for one-onone business relationship growth with dedicated focus on each member’s individual business challenges.” A CAB is not an event or even a meeting, Gospe emphasizes. “Those words imply isolated, one-off conversations. Worldclass CABs promote an ongoing dialogue with the leadership team and a set of their executive decision-makers. I always say that the company that understands the customer the best wins. Those companies that will maintain and grow their leadership position in the future will be the ones that have invested in understanding their customers.”
odern books adhere to a format stretching back to ancient Rome. Despite our obsession with all things new and digital, paper books remain our favorite medium for reading text. It’s not just aesthetics or liberation from power cords and batteries. Recent studies show that most of us prefer to read information in a printed book because we actually retain more information when we do. Even younger generations stick with this traditional format. Research shows that current-day college students prefer studying from print books by wide margins, finding it more effective than studying from electronic versions of texts. Reading is a complex cognitive task, but researchers think that paper books bring together a number of sensory experiences in a way that helps us process and retain information. After scientists monitored reading patterns, their results show that a paper book’s layout naturally encourages readers to stay more engaged, in contrast to the skimming behavior encouraged by electronic texts. Dedicated booklovers need no proof: The look, smell, feel, and sounds of books are pleasures all their own, intimately
connected to the enjoyment of the contents. Bibliophiles treasure books, displaying them on shelves like trophies: a physical representation of knowledge won. You simply can’t do that with an eBook. The publishing industry is printing more engaging books than ever before. With a century of experience and quality behind all fine Glatfelter papers, publishers are joining the best materials, formats, and content together to continue the magical experience of the paper book. The satisfaction begins when the reader opens the cover and catches sight of rich end papers. It carries on with the tactile pleasure and soft sounds of pages turning, pulling the reader into the world of ideas and imagination. After all these centuries, books still cast a spell over the reader, even when the reader reaches “The End.” An exciting array of bestsellers recently published on quality Glatfelter papers will engage all readers. Check out popular titles such as City on Fire: A Novel by Garth Risk Hallberg; In the Unlikely Event by Judy Blume; Sinatra 100 by Charles Pignone and Nancy Sinatra; and A Full Life: Reflections at 90 by Jimmy Carter.
It’s shocking, but even diligent employees waste time if they have to search for the tools to do their job, or wade through a mess to find what they need. If that scenario describes your business and you want to change, adopting the lean manufacturing principles that helped make Toyota and others models of efficiency may help. “Most [people] would think it’s (lean) for high-production environments, but it’s not,” says John Belotti, mechanical engineer and lean systems coordinator at Magline Inc., a Standish, Michigan-based manufacturer of hand trucks, lifts, and ramps. “I would say that any time you’re eliminating waste in any process, you’re going to streamline manufacturing and reduce cost.” He offers some cautions, though. Solicit employee buyin from the start, and reassure workers the change isn’t a step toward layoffs. Also, lean gets a bad reputation when companies that incorporate it are on a downward financial spiral that’s not going to right itself by streamlining processes. That said, Belotti offers advice to get started in lean manufacturing—in any industry.
Look at the tools in your immediate work space, and keep only those you use every day. If you don’t use a tool daily, store it in an easily accessible spot. Items used daily should be close at hand, and all employees should have the tools necessary for their jobs. A place for everything and everything in its place is the guideline. Use labels, outlines on pegboard, or another strategy to delineate where a tool belongs. Keep things clean. Create a daily checklist for each employee to ensure his or her work area is sorted, orderly, standardized, and clean. Make an inspection list that managers can use weekly or monthly to ensure employees are living the first four S’s. Ready for more? Belotti trained in lean at the Michigan Manufacturing Technology Center; other states offer similar help. He also recommends reading Toyota Production System: Beyond Large-Scale Production and The Goal: A Process of Ongoing Improvement.
ith more than 550 different specialty papers and engineered products manufactured on five different paper machines and two offmachine coaters at Glatfelter’s Spring Grove mill, mistakes can happen. And when they do, Michael Kinney is on it, managing resolution of every customer claim that comes into the mill. “People would be surprised at the level of detail that we go into with each complaint,” says Kinney. “Regardless of dollar value, we investigate each one thoroughly to root cause.” From the simple—a paper roll gets wet on the delivery truck—to the very complex (silicone coating does not provide intended release characteristics), Kinney investigates to find the source of the problem and then works to implement corrective action that will prevent recurrences. Two days are rarely the same for Kinney, whose ultimate goal is continuous improvement. “It’s like a box of chocolates; you never know what you’re going to get.”
#howlifeunfolds ~ www.howlifeunfolds.com
~ Eric Weiner, NPR
~ Seth Berkman, The New York Times
IT’S NEVER TOO LATE A college diploma is a piece of paper that solidifies success. by Kathryn Will
16 | Beyond Paper
Affirmation of her potential. Confirmation of her strength. MiKyella “Mimi” Connyer’s Delta College diploma carries with it so much more than the credentials it bears. The paper—declaring that the 27-year-old had graduated with honors—is a testament that her tumultuous past is behind her and how it’s truly never too late to change your life. “It (the diploma) means that I beat all of the odds stacked against me, that I can be part of society,” Connyer says. “I can finally hold my head up high and make eye contact, because I am equal.” But before she was on track to graduate with honors, Connyer was living a much different life. A ward of the state since the age of 1, Connyer’s childhood never pointed toward college or anywhere positive. Separated from her mother, passed off, and suffering from physical and sexual abuse, life for Connyer was a series of real nightmares. A PTSD diagnosis at age 12 was followed with an epilepsy diagnosis the following year. Connyer was living in a Detroit shelter at age 16, after stints in foster care, short-lived stays with relatives, and fleeting, volatile reunions with her mother. “I was lost and living in an environment reflecting it,” says Connyer. “College was the least of my worries. I was trying to survive at that point.”
At 18 she was pregnant with her first child, and another two followed before she turned 23. Any hope Connyer had for a better future was buried under years of despair. But her three little children chipped away at the layers of mistrust, fear, and self-doubt that had been encroaching on Connyer her entire life. “My environment showed all the wrongdoings that shouldn’t be in eyesight of children,” she says. “I knew then that I had to make a change so I could afford to move somewhere my children could feel safe.” So, she earned her GED. And with her children as her motivation, she enrolled in college. But enrolling was only the first step of what would become another long and difficult journey for her. Suddenly, Connyer was surrounded by friendly students and faculty. She was surrounded by a new normal. Before, “normal” was avoiding eye contact. It was being told she was a “waste of God’s creation.” It was not knowing how to ask for or even accept offered help. “Up to this point, I didn’t trust nobody, and letting someone into my world wasn’t an option,” she says. “This was my mentality when I enrolled [in college], but this was also the reason I chose to go to college—to change what I thought was normal.” With no financial stability, electricity to Connyer’s home was shut off, and she and her children had to leave. They
hopped from house to house and landed for a short time with Connyer’s mother, the four of them and all of their belongings in a single, cramped room. Again, those three little kids were the push she needed to ask for help. She reached out to a college professor, who helped Connyer find housing. Even with now-stable housing, Connyer didn’t have transportation to school, but that wasn’t going to stop her either. A three-mile ride on the handlebars of her thenboyfriend-now-husband’s bike would deliver her to the bus stop where she’d board for college. And she never missed a day of class. At school she had to work harder than she ever had. Academics didn’t come easy for Connyer, and she spent countless hours working with professors, studying, and completing assignments. “There were many times I wanted to give up, but I always had their (her children’s) picture on the front cover of my binder as a reminder in why I’m doing this,” she says. It took four long years, but she didn’t give up. In May 2015, she walked across the stage to accept her hard-earned diploma—her little piece of “normal” and a tangible reminder she can do whatever she puts her mind to. Next on Connyer’s agenda? Writing a book about her life.
The reality is somewhat different, however. For example, non-compete agreements hinder many potential candidates from testing the waters, thereby shrinking the available talent pool. Hyde recalls how the employees of a recently acquired printing company had to sign two-year non-compete agreements that keep those employees from working for any company in the industry within a 100-mile radius. “This was not just for executives and salespeople but all employees,” she says. Although not enforceable in all states, these agreements can put a damper on the availability of experienced talent. At the same time, a continually improving economy is creating new opportunities outside the industry. For companies looking for new talent, these circumstances require a clear-eyed assessment of the available talent pool, average compensation, and the skills these potential employees could bring to the organization. “Companies need to let go of the idea that they should be able to find exactly what they are looking for,” says Hyde. “That means someone with a perfect skill set and experience, not just in
the industry but in doing a particular job.” By being more open to candidates with transferable skills or the drive and intelligence to grow into a job, companies are more likely to have success with their recruiting efforts.
The need to find the right people is selfevident. No business owner who has hired the wrong employee has to be told to avoid doing so again. “Hiring the wrong person is an expensive mistake,” says Rebecca Mazin, an HR consultant and author of The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals. In addition to the money spent to hire and train that employee, companies can also spend time and money “cleaning up” and managing the after effects of a bad hire, she says. While they are employed with the company, bad hires can cost companies money by damaging productivity, morale, quality, and even customer relationships. If a company finds itself with the wrong employee for a given job, chances are good that the employee will leave on her own
or end up being fired, which has its own costs. A study conducted by the Center for American Progress puts the cost of replacing employees at 16 percent to 21 percent of salary, with higher paid employees more costly to replace. Other studies put the cost much higher, at six to nine months of salary. Viewed from a more positive angle, the benefits of a strong hire are equally considerable. Successful salespeople, for example, cannot only sell current products and expand existing customer relationships, they can also be the eyes and ears that identify new opportunities, markets, and products and services worth pursuing. “When you have the right people in the right job, chances are better for productivity to climb, sales to grow, and everything to be working smoothly,” says Jennifer Loftus, an HR consultant with Astron Solutions in New York. “That makes it extremely important to make sure you have the right people in the right seats on the proverbial bus.”
Finding the right talent for a company is both an art and a science. Above all, it takes time and careful consideration. “You can find a person in two or three weeks, but they will not necessarily be the right person,” says Mazin.
Being shorthanded is not an ideal situation, but the pressure to fill open spots should not prevail over prudent selection. “Do not hire for a warm body,” warns Loftus. “Even if people are working overtime and pushing to get someone into the role right now, hiring decisions made in this way often end up with someone less qualified filling a job. It is important to take the time to consider all candidates.” The first step toward finding new talent is identifying exactly what the company expects the new employee to do. That means developing a comprehensive job description. “Look at the best people in that job and identify some of the things that these people do that make them successful,” suggests Mazin. Because hiring a new person for a specific job also represents a fresh start, companies can use the opportunity to rethink the job entirely. This is particularly
true if the job had a long-time incumbent who has retired or moved into a different role. “If the company wants to change or redesign the job, this is the time to do it,” says Loftus. Even when a company wants to use the current job description, it is still a good idea to review it before starting the hiring process. Companies have been known to take a set-it-and-forget-it approach to job descriptions. “I have seen job descriptions that literally have not been updated for 20 years,” says Loftus. “Undoubtedly, the job has changed since then in technology if nothing else.” Up-to-date job descriptions also provide an important guide in the hiring process for both the company and responding candidates. “Someone with all the right experience who is already doing this type of job needs a reason to change jobs,” says Hyde. A strong job description
can outline the opportunity in a compelling way, which can then be communicated in the job posting itself. This is also the time to consider compensation for the job. Using current internal pay levels, survey data from other companies in the industry or geographic region, and salary expectations stated by applicants, companies can get a sense of whether the pay for the job is competitive without being unnecessarily high. Make no mistake: A salary that is too low will make it very difficult to recruit a strong candidate.
Once a company knows what it needs from a new employee, the next step is to put the word out. Managers, executives, and business owners can start this process by asking current employees to refer people for the job. They can also leverage
their own networks of contacts to let people know what type of candidate the company is looking for. And don’t overlook existing talent. There may be someone in the company who might be interested in a change. Beyond that, companies should research potential job posting sites. A job posting will be most effective when it is on a site with multiple postings for similar jobs. “You do not want to be the only item of that kind
on the shelf,” says Mazin. Those other ads can be a benchmark to compare what jobs competitors for talent are trying to fill. National job sites such as Monster and CareerBuilder can be useful, but more localized job sites are more likely to yield more talent in the immediate geographic area. Industry sites, such as Epicomm (formerly the National Association for Printing Leadership), often have job boards and a targeted audience.
Given the rapid pace of change in social media and other online job sites, companies need to stay current on new sites as they become popular. For example, Glassdoor, an interactive job search site, has only been in business since 2007 but draws 18 million users each month. “There is nothing wrong with going to the wells that have been successful for you in the past,” says Mazin. “Just keep in mind that the world outside is changing and is always in flux, so do not be afraid to broaden your horizons.” Job postings on social media sites, such as LinkedIn and Facebook, can also yield strong candidates. “LinkedIn and other social media outlets can be good sources of talent when used wisely,” says Loftus. For example, posting summer or part-time jobs on the company’s Facebook page might draw the attention of parents with teenagers or collegeage children looking for short-term work, in addition to the targeted group. LinkedIn offers job posting capability and also provides additional background on individual candidates who maintain profiles. Social media is also an important way to burnish the company’s reputation as an employer. Yet, social media can be a double-edged sword in this regard. Just as social media is an efficient way to spread
positive information about an employer, it is equally efficient at spreading negative information. “You need to make sure your reputation is where you want it to be,” says Loftus. Google searches about the company, Facebook postings that include the company name, and searching Twitter using specific “hashtags”—for example, #yourcompanyname—can indicate the state of the company’s reputation on social media. Glassdoor and similar sites allow current and past employees to rate their employers on several criteria, which every
company should also be monitoring. “If you have negative reviews out there, it could hamper recruiting efforts,” says Loftus.
The hiring process never really ends. “Companies need to have a plan for new hires for the first 30 days, including setting expectations,” says Hyde. “Those first 90 days are still part of the recruiting process.” Leaving new employees to figure things out for themselves can be a recipe for early
turnover or poor performance. Something as simple as appointing mentors for new hires or at least someone they can confidently go to with any questions is a good way to avoid these problems. Finally, once the new hire is on board, companies can leverage the completed search in other ways. For example, it is a good idea to make a list of strong candidates who were not right for that particular position but could be a good fit for another job. This type of “hot hold” file or résumé bank becomes the starting point for any future search.
Renaming a boat is considered tempting fate and requires adherence to a strict mariner’s protocol to ensure the boat will not be plagued by misfortune. This time-honored ritual usually involves an invocation and supplication to nautical gods, a rededication ceremony infused with libations, and other propitious fanfare. Conversely, the renaming of Glatfelter’s extensive portfolio of high-speed inkjet papers has ensured smooth sailing for their many inkjet paper customers. The new streamlined Pixelle® names and product categories will help existing and new customers more easily navigate the Pixelle® portfolio and select the best paper for the job at hand. The design and specifications of the high-quality Pixelle products will remain the same, but Glatfelter has updated the look with a new, sophisticated logo and refreshed product names and categories so that customers don’t get bogged down. Customers can readily select the right paper for the right job—from statements to books to color-critical premium marketing materials. With more than 30 products, Glatfelter’s Pixelle line boasts the most comprehensive portfolio of high-speed inkjet papers in the market and includes untreated, treated, and coated paper selections for an array of needs. All the selections are specifically engineered to optimize the benefits and nimbleness of inkjet printing. Speeds are
faster, colors are brilliant, and variable data can be used flawlessly and efficiently to enhance marketing materials and make them more relevant and engaging. The extensive selection of Pixelle high-speed inkjet paper makes it easier for users to dial in the perfect balance between speed, quality, and ink consumption— while delivering amazing production output and lowering overall costs. Glatfelter’s steadfast commitment to inkjet technology means customers don’t have to double-source or backtrack for their printing needs. Having a one-stop paper destination saves customers time and money.
Game On Cheering with the crowd, hot dog in one hand. Doing the wave, snow cone in the other. At the game, Junior doesnâ€™t consider the FDA-compliant paper containers that house his hot dog, French fries, popcorn, or snow cone. He just remembers the experience.
HIGH-SPEED INKJET PAPERS
Run With The Best Increase productivity and profitability with Pixelle. As the leading manufacturer of high-speed inkjet papers in North America, Glatfelter’s product portfolio delivers superior performance at an unmatched value. Our Pixelle line — engineered to meet the demands of today’s production inkjet presses — offers untreated, treated, and coated product options, ensuring outstanding image fidelity and post-processing attributes. Dial into the perfect balance between speed, quality, and ink consumption. Pixelle is your one-stop product line for any printing need.
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Published on Dec 14, 2015
At Glatfelter, we talk a lot about developing strategic partnerships with our customers. You might think that phrase sounds good, but what...