With the surge in demand for propane cylinders and the increasingly tight labor market, Worthington Industries uses its existing resources and internal promotion culture to meet unprecedented staffing challenges.

Korey Brown, an employee of Worthington Industries, prepares 20-pound propane tanks for the paint line at the company's production facility in Westville, Ohio. Photo courtesy of Worthington Industries

When the Columbus, Ohio-based cylinder manufacturer encountered staffing difficulties shortly after the outbreak of the COVID-19 pandemic in March 2020, it looked for volunteers throughout the company to fill the role of the production workshop.

"For many years, we have been able to maintain an effective level of staffing. Worthington's senior regional human resources manager Amy Thompson pointed out how the labor market is tightening? At the same time.

This makes companies including Joe Resko, vice president of operations, question: Have we ever asked for help internally?

Thompson recalled that more than 20 years ago, Worthington made the same demands in another period of increased demand, but the impact of the global pandemic made many companies today work harder than ever to keep up with their employment needs.

Worthington shared the term via e-mail, intranet, and at meetings that needed help-to support its current employees and allow time to cross-train new employees. 

"So, when we need some help at the factory... a lot of people say,'sign up for me,'" Thompson said. "We got a lot of support."

Approximately 45 employees volunteered at Worthington's plants in Columbus and Westville, Ohio to take on entry-level roles in various product lines, including the production of propane cylinders. 

Some people work on welds or paint lines. Others help with heat treatment, assembly and finishing. Before assuming any role in a production facility, each volunteer must complete safety and on-the-job training.

Volunteers, many of whom started their careers on the production floor, come from many areas of the company, including sales and marketing, finance, engineering, supply chain, transformation, human resources, new product development and innovation.

All shifts are in need, but many volunteers provide assistance during the day shift; some work in the second and third shifts.

"We have at least one or two volunteers in almost every functional area in our organization," Thompson said.

Mark Komlosi (left) and Ken Hoffman of Worthington Industries volunteer at the factory. Photo courtesy of Worthington Industries

The company’s business leaders, Mark Komlosi and Mike Verne, were the first to invest their time. In addition, general managers Jimmy Bowes and Resko volunteered their time—and continued to do so.

"My attitude is, as long as you need me, I will work anywhere," said Komlosi, the director of sales and marketing, who has worked in Worthington for 10 years and worked in the factory for 10 years while attending school full-time in the factory. Worked in the company earlier. "I want to fight side by side with our team."

In addition to his volunteer role, Komlosi said that he likes to visit the factories that produce the products he is responsible for selling.

"I really enjoy attending company banquets and meeting people who I think made us what we are today," he said. "This is really important to me."

Komlosi tried to express his response to the company's internal staff for expressing gratitude for his volunteer work in the factory.

"To be honest, it means a lot to me, I can't express it," he said.

Volunteers conducted preliminary work in these facilities from August 2020 to December 2020, which allowed Worthington to spend time on cross-training employees.

"I won't say that volunteers entered and took over our recruitment needs, but it does give us the opportunity to strengthen the training of new and existing employees so that we can keep them engaged and excited about learning new jobs," Thompson said. "When you are understaffed, it is difficult to conduct cross-training, because every job is needed, and we don't have additional staff to recruit people to provide training on new things. 

"With the participation of volunteers, we added some people in the building to do this."

Worthington's staffing situation improved in the second half of 2020, but it encountered difficulties again around February and March 2021. At that time, the labor market tightened sharply, and the company once again faced the same employee challenges that continue today. It once again sought the help of volunteers.

"I think COVID has a lot to do with this," Thompson said of the restructuring of the labor market. "People have the opportunity to change careers because there are many different opportunities in the workforce. In addition, at the beginning of the pandemic, many people decided to stay at home because of fear of contracting the new coronavirus."

At the same time, Worthington continued to work hard and creatively to "let people in," Thompson said. This includes adjusting the compensation plan, increasing signing and retention bonuses, and strengthening the development plan with employees.

"When you do a lot of things for new employees, sometimes existing employees who have worked there for a long time feel that their value is a little underestimated," she said. "We have to make sure that they are also recognized, and we are also taking care of them."

Worthington has also established long-term relationships with regional high schools and vocational schools. Its Worthington Workforce Experience Program gives high school students the opportunity to work in the production workshop and obtain vocational preparation skills training, thereby discovering a career in the manufacturing industry. Many students who completed the program got full-time jobs in the company.

After the closure of COVID-19 in 2020, the demand and prices of products and services in all walks of life have soared, and now a strong workforce is needed. 

Propane cylinders and tanks are one of the most sought after products by propane marketers, which prolongs delivery time and brings new challenges to buyers. The significant increase in steel costs will only complicate the problem.

"We have discussed with our [customers] and worked with them to look to the future instead of handling the business as in the past-it is difficult, let them look forward to 12 to 15 months or more and predict their Coming demand," Komlosi said, noting how 20-pound cylinders, forklift cylinders and 420-pound tanks are most affected by the complexity of supply and demand.

"In general, those who have a plan will win," he added, "This is our mantra-if you have a plan, you will win; when you need it, you will prepare the product for you ."

Worthington Industries is not alone when it comes to labor shortages. Other tank manufacturers have shared similar stories. The labor market is more challenging than usual in finding and hiring production talent, but they are working hard to find solutions.

Metsa inspires current and future employees to grow within the company.

"We first implement the training incentive plan for on-the-job training at each site, reformulate our internal transfer policy, provide priority opportunities for internal employees, and work with our team to let them bring improvement projects," said Daniel Quiroga, sales manager. "Although these efforts take time to take root, we believe that our employees are the driving force for our success."

Part of the challenge for Quality Steel, a company of LT Corp., is the desire to increase staff to meet the strong business environment for its products. It emphasizes a positive culture shared by families and employees, and aims to improve the lives of employees, customers, and communities.

LT Corp National Sales Manager DD Hardy said: "In addition to providing attractive and competitive compensation and benefits, it also helps us attract and retain our employees."

Quality Manufacturing Group realizes that companies need to value employees more than ever.

"We are good at making sure that those who work hard to complete the work are rewarded. We take care of our employees," said Nathaniel Simmons, a quality control inspector.

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