Warehouse and Operations as a Career

Warehouse and Operations as a Career
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Sharing job and career experiences through discussion & participation

  1. 2D AGO

    More Than Cleaning

    When I talk about warehouse sanitation, I often say, “It’s a great way to get your foot in the door.” And every now and then, someone pushes back and says, “I don’t want to clean restrooms or take out trash.” I understand that reaction. On the surface, sanitation doesn’t sound exciting. It doesn’t come with a forklift, a title, or a clipboard. It came up again this week so I wanted to explain a little better what the warehouse sanitation role really is, what it teaches you, and why it has launched more warehouse careers than people realize. Because warehouse sanitation is not just cleaning. It’s operations support. It’s safety. It’s compliance. And for the right person, it’s a proving ground. Think of it like this. At its core, warehouse sanitation exists to protect people, product, and the process. A clean warehouse is a safer warehouse, a compliant warehouse, and ultimately a more productive warehouse. Yes, sanitation associates may clean restrooms and remove trash, although a lot of times that’s more of a role for the janitorial folks and departments, anyway, that work matters more than people realize. But in a warehouse or production environment, sanitation includes maintaining dock areas, storage aisles, production zones, and shared spaces so that operations can run without interruption and bottlenecks. Sanitation associates are often the first ones to notice leaks, spills, or damaged flooring, broken pallets and debris buildup, blocked exits or fire equipment, and unsafe conditions developing in the aisles, cross aisles, and dock areas over time. In many operations, especially your larger distribution operations, sanitation is not a background function, it is a frontline safety and compliance role. Auditors, inspectors, and customers notice cleanliness immediately, and sanitation teams are often the unsung reason a facility passes inspections. One of the most valuable things a sanitation associate learns is Good Manufacturing Practices, or GMPs. GMPs teach the why behind the rules. Why food can’t touch the floor. Why personal items are restricted in production areas. Why cleaning tools and equipment are color-coded and why documentation is so important and matters. Sanitation associates learn how contamination happens through people, equipment, and behavior. They learn how one mistake in one area can affect product quality downstream. Once someone understands GMPs, they become valuable across the entire warehouse. Receiving, picking, packing, shipping, and quality all rely on the same principles. GMP knowledge changes how people move, touch, store, and think about product. Sanitation associates don’t just follow rules, they help enforce a culture of cleanliness and accountability. And sanitation work is structured. There are daily, weekly, monthly, and quarterly cleaning schedules that must be followed. Sometimes called the Master Sanitation List. This teaches sanitation associates how to manage time independently, how to prioritize critical areas, and how to complete work without constant supervision, and then most importantly, how to properly document completed tasks. Schedules don’t care if someone is motivated or not, the work still has to be done. Associates who learn to stay on schedule develop discipline quickly. When managers look for leads or trainers, they often look for people who can manage their time without reminders. Sanitation associates who consistently complete schedules are already proving they can handle responsibility. We also may be given classes, training, and certifications on handling cleaning chemicals, another area where sanitation roles quietly build professional skills. Associates are trained on proper dilution ratios, PPE requirements, SDS sheets, and safe storage practices. They learn that stronger is not better, and that improper mixing can create hazards instead of preventing them. Chemical misuse can damage floors and equipment, create slip hazards, most importantly violating safety regulations. Learning to follow chemical procedures teaches precision, patience, and respect for process. Again, traits that are essential in equipment operation, quality roles, and leadership. Those next steps we’re all after. Ok, what else did I make notes on. Alright, this is where the sanitation role starts to surprise people. Warehouse sanitation often involves powered and equipment and machines, and that equipment brings even more responsibility into play. Think of Industrial floor sweepers, walk-behind or ride-on, remove debris that creates safety hazards. Sanitation associates trained on sweepers learn to perform pre-use inspections, monitor battery levels, and operate safely around pedestrians and forklifts. They learn right-of-way rules, speed control, and awareness of blind spots. Now, we need to remember that sweepers operate in active aisles. That means sanitation associates must anticipate traffic patterns, understand dock activity, and adjust their cleaning routes based on production flow. This isn’t random driving, it’s operational awareness and has to be treated as such. And the floor scrubbers require even more thought. These machines deep clean concrete floors and are essential in GMP environments. Associates learn how water flow, detergent concentration, and recovery systems work together. They quickly learn that too much water or chemical creates slip hazards and damages floors. Scrubbers require planning, which areas are active? Which areas can be blocked for a while? How to communicate wet floors? That kind of forward thinking kind of mirrors the decision making required of supervisors and leads. Oh, and trash compactors. Trash compactors are powerful machines with strict safety rules. Sanitation associates learn load limits, prohibited materials, cycle timing, and lockout awareness. Compactors teach one key lesson, procedures exist for a reason. There are no shortcuts, no “just this once.” They can be dangerous. This mindset, follow the process every time, is exactly what safety managers look for when selecting people for advancement. And Balers. Many facilities recycle their cardboard, shrink wrap, and slip sheets. We’ll learn how to sort materials properly, safely load the baler, tie off the bales, and document counts or weights. Many facilities track recycling metrics, which introduce sanitation associates to cost control and sustainability efforts. Balers build organization skills and attention to detail, two traits essential in inventory control and leadership roles. What else did I note here, Sanitation associates work everywhere. They see inbound, outbound, production, and all of the common areas. They notice how shifts hand off work, where bottlenecks form, and where safety issues seem to repeat themselves. That exposure creates, what I like to call, big-picture thinkers. People who understand how departments interact often become strong supervisors because they already understand the operation as a whole. Remember how I’m always mentioning to understand the task before and after ours? So where can all this take us? Sanitation experience often leads to general warehouse associate roles, Forklift and equipment operator positions, quality control or safety support roles, inventory control or clerical positions, facilities or building maintenance support, and yes, front line management. Some of the most effective leaders I deal with started in sanitation, and they respect every role and understand compliance better than most. So about that, I don’t want to clean mindset. Here’s the truth I share often, careers aren’t built by avoiding necessary work. Sanitation teaches discipline, humility, consistency, and accountability. Remember, managers notice who shows up, with a positive attitude, follows procedures, and does the work, even work that others avoid. Sanitation isn’t about trash. It’s about trust. Warehouse sanitation doesn’t have to be a forever job, but it can be a powerful starting point. And it can be a great career. It builds safety awareness, equipment experience, operational understanding, and work ethic. Sanitation isn’t a dead end. It’s a foundation. And as we’ve learned, strong foundations support long careers. Well, I have to get back to work now myself. I hope I shed some light on why I feel sanitation is one of the strong starting points in our industry. I’d appreciate it if you’d pass the episode along to a friend, ask them to subscribe on Apple Podcast, Spotify, or any of their favorite Podcatchers, we’re even on YouTube! Let’s all do our part to bring more of those entering the workforce into our Industry. Until next week, please give every action and movement the respect it deserves, our family and friends need us to be safe and come back home as well and in as good of health as we left!

    12 min

  2. JAN 29

    The Best 3 & Top 3 Positions

    Today’s episode comes directly from a listener’s question, and I love these because they tell me people are thinking about their futures. The listener didn’t share a name, just their email address. Anyway, their question was what are the three best jobs in the distribution field? Now, before I answer that, I want to say, and it’s the truth, in my opinion anyway, there are no bad jobs in distribution. We’ve learned that every role matters. Every position contributes to the movement of product, safety, productivity, and ultimately the success of the team and operation. But if you’re asking me, and I’m familiar with most all of them, from loading trucks to executive leadership, the three positions that consistently stand out as strong, long-term career roles, my answer is the putaway forklift operator, the order selector, and the front-line lead and supervisor positions. I’ll share some thoughts about all three, and then I want to share a bit about something just as important. Three of my go to entry level positions, or my favorite get your foot in the door tasks. Unloaders, loaders, and sanitation, because those are often the doors that open other opportunities in this industry. Ok, we’ll start with the putaway forklift operator. This is the person responsible for taking inbound product and placing them into their correct warehouse location, often at height, at quite the pace, and always with safety and accuracy in mind. Put-away operators are trusted with the inventory, operating expensive equipment, they may be working in narrow aisles, with tall vertical storage, and the accuracy of the entire picking operation downstream. If the put-away goes wrong, everything past that step goes wrong. A mis-slotted pallet can cause lost inventory, missed orders, wasted man hours, and indirect time that can never be recovered. That’s why experienced put-away operators are respected and valued. This role hones our forklift skills, teaches us system disciplines, and the importance of inventory accuracy, focus and patience. It’s also a position that often leads to an Inventory control future, replenishment roles, lead operator positions and a track to Supervisor and front line management. And here’s something people don’t always realize, put-away operators are usually among the highest paid hourly associates in a facility, especially when experience, certifications, and productivity are factored in. It’s not flashy. But it’s an important position. And it’s absolutely a career role. And If distribution has a heartbeat, the order selector is it. Order selectors are the engine that drives outbound operations. They take the orders, pick the product, build the pallets, and prepare shipments for delivery. This role teaches discipline and accountability in a way few others do. Order selectors live in a world of measured productivity, accuracy expectations, time standards and quality checks. And it’s not for everyone, people sometimes look down on order selecting because it’s so physically demanding. But in reality, it’s one of the best training grounds in distribution. Selectors learn product knowledge, slotting logic, warehouse flow, time management, and personal accountability. They also learn how operations truly work, because when something upstream fails or gets messed up, selectors feel it immediately. The great selectors often become, lead selectors, trainers, safety champions, and Supervisors. I’ve seen countless leaders start as selectors, and the reason is simple, they understand the operation at ground level. And that experience cannot be taught in a classroom. Now let’s talk about leadership. Front-line leads and supervisors are where experience turns into influence. This role is not just about numbers. It’s about people. Supervisors are responsible for Safety, Productivity, Attendance, Training, Conflict resolution, Coaching, and Communication. They bridge the gap between Management expectations, and front-line realities. It’s one of the most challenging roles in any warehouse, and, I believe, one of the most rewarding. Great supervisors, know the work, respect the team, always lead by example, hold everyone to the same standards, and I hope Coach instead of just correct their teams. This role opens doors to Operations management, Safety leadership, Training and development, Inventory and planning, and Executive leadership. In my humble opinion the best supervisors usually come from the floor. They’ve unloaded trucks. They’ve selected orders. They’ve operated equipment. And because of that, they lead with credibility. Ok, there’s a little on three positions in the distribution field that many aspire to master. Now I want to talk about 3 positions that can help get us to them. When I’m asked how to break into warehousing I share some thoughts on the Unloader, Loader, and Sanitation positions. These jobs don’t always get the respect they deserve, but they are not dead end jobs. They’re great entry points and they are how many careers begin. First up is the Unloader. Unloaders are the first link in the inbound chain. They break down freight, handle every inbound piece, and set the tone for accuracy and safety on the dock. Unloaders learn product handling, teamwork, how to handle a quick pace and the Warehouse layout and inbound systems. I’ve seen many unloaders move into forklift roles, Receiving, Inventory and Lead positions. The flip side of the unloader is the loader. Loaders are responsible for the final step before product leaves the building. This position carries with it a lot of pressure. They must understand Weight distribution, Load integrity, Accuracy and Timing or dispatching, when the drivers will be leaving. Loaders develop attention to detail, physical discipline, and accountability. Many loaders become Drivers, Dispatchers leads and Supervisors, even Safety leaders. And then we have the sanitation position. Sanitation teams keep facilities Clean, Safe, compliant and audit ready. Without sanitation Slips and falls increase, Equipment breaks down from running over debris and Product quality can suffer. Sanitation can offer us Steady work, Consistent hours, and a foot in the door to our industry. And I’ve seen sanitation associates move into building maintenance, Equipment operation, Safety roles, and Supervisory tracks. Here’s the truth about distribution careers. Very few people start at the top. Most start where opportunities or positions are open. I believe what separates those who grow into other positions from those who stay stuck in one isn’t the starting job. It’s showing up, being on time, Learning the operation, saying yes to or accepting training, maintaining a positive attitude, and always Following safety and procedures as instructed. I’m going to say it again, this industry rewards consistency. If you prove you can be trusted with Time management, Equipment, Safety, and People, more doors open for us. So, when someone asks me, what are the best jobs in distribution? I struggle with my answer. Yes, put-away forklift operator, order selector, and front-line lead or supervisor are outstanding career roles. But every career usually starts somewhere else. Unloaders. Loaders. Sanitation. Those aren’t just jobs. They’re starting points. And in distribution, if you’re willing to learn, work, and grow, there’s no ceiling on where you can go. So honestly, I think the best job in the distribution industry is the one you love doing. Thanks again for the question and thank you for spending a few minutes of your day with me. Always be planning your next step, and remember the safety of you and your team always comes first!

    10 min

  3. JAN 22

    Attitude over Experience

    Welcome back to Warehouse and Operations as a Career. I’m your host, Marty T Hawkins. Today, I want to talk about something I’ve heard repeatedly over the years, but especially over the past few weeks, and that is the growing importance of, lets see, what am I going to call it, attitude over experience, in the light industrial world. We’ve spoke to attitude a couple of times recently but just this week, I had two different customers say almost the same thing to me. They both told me something like, yes, experience is important. But if you come across an applicant with a great attitude and a strong personality, set them up for an interview. That statement says a lot about where our industry is at, and it’s what I’d like to talk about today. Now, everything we’ve learned over the course of the last 349 episodes, today is number 350 by the way, everything we’ve learned remains true. Our experience absolutely matters. Safety always matters and our skill and competency to perform our task matters. But what we’re seeing more and more is that experience alone is no longer enough. For a long time, hiring in the fields of warehousing, manufacturing, and distribution was simple. We’d be asked if we could do the job? Had we done the job before? And could we hit the numbers? And if the answer was yes, you were probably getting hired. Today, that model doesn’t always work. Like we discussed over the last quarter, operations have changed. Expectations have changed. And the type of associate who succeeds long-term has changed as well. Two weeks ago on one of our ask me anything shows, what was that title, Not my job and a raise. We discussed how Warehouses today are not one-task environments anymore. Associates are expected to communicate clearly, be willing to learn new processes, cross-train into other roles, be willing to help cover gaps when staffing is tight, basically, wear more than one hat. We learned the phrase that’s not my job doesn’t hold much weight anymore, and frankly, it can be a career limiter. Because of that shift, I believe adaptability and mindset have become critical. Operation teams feel you can train someone how to load a trailer, how to operate equipment, and train someone on picking procedures. But they feel, and they are correct, what’s much harder to train is willingness, coachability, accountability, positivity and a strong work ethic. That’s where attitude comes in. Now when managers talk about attitude, they’re not talking about being overly cheerful or talkative. They’re talking about things like showing up on time, being willing to learn, and this one is a big one, accepting feedback without getting defensive. What else did I write down, lets see, communicating clearly and professionally. And here’s another thing we’ve spoken too, following safety rules even when no one is watching and helping teammates instead of competing against them. It’s been realized that these behaviors directly affect safety, productivity, and culture. A highly experienced associate with a poor attitude can do more damage to the team than someone brand new who wants to learn. They may ignore procedures, resist change, create friction on the floor, influence others negatively, and even push back against leadership. On the other hand, an associate with limited experience but a strong attitude often becomes one of the most valuable people on the team within just a few months. I’m finding this is especially true in general labor roles, loading and unloading, order picking, packing and sorting, and any kind of material handling positions. These are physically demanding jobs. They require teamwork, pace, and focus. I’m seeing how a positive attitude in these roles shows up quickly with faster learning, better safety habits, better or consistent productivity, lower turnover, and stronger team morale. Many supervisors will tell you this straight out, they would rather train someone who wants to be there than manage someone who knows the job but doesn’t care. Now, let’s talk about skilled positions. Forklift operators, order selection, pallet runners, and production or manufacturing machine operators, these roles absolutely require training, experience, and a demonstrated skill. But even here, attitude matters more than many people realize. Operators today must communicate with leads and supervisors, follow system direction to a tee, and be able to adjust priorities throughout the shift, and again be willing to accept coaching, all while staying focused for long periods of time. Kind of like we said earlier, an operator with a great attitude is one that takes pride in their work, protects their equipment, respects safety rules, and helps the team succeed. I threw that one in again because I feel in this new world, a team environment, it’s worth repeating! Those qualities are separating average operators from outstanding ones. And I want to make this statement again, and we as employees and employers need to learn it, is that communication is one of the biggest reasons attitude has become so important. Warehouses today rely on radios, text alerts, shift meetings, safety huddles, and performance coaching and hand-offs between shifts. I think we’ve always walked through the motions but today, our responsibilities are more and the expectations are higher. We’re all learning, or maybe accepting, that associates who communicate well prevent problems before they happen. They ask questions. They speak up about safety. They clarify instructions and they don’t just assume. An HR manager shared with me, that he felt, that good communication usually stems from the right attitude, a willingness to listen and engage. Another major shift of thought is the expectation that associates will continuously learn and want to learn. New systems, new customers, new equipment, and new processes mean the job is always evolving. The associates who succeed are the ones who embrace learning instead of resisting it. That same HR manager shared that a strong attitude toward learning looks like curiosity, patience during training, accepting mistakes as part of growth, and wanting to improve. He feels like experience without a learning mindset eventually becomes outdated. For recruiters and hiring managers, this shift changes how they evaluate candidates. Yep, resumes matter, but they don’t tell the whole story. Behavioral questions matter more than ever. How do you handle learning something new? Tell me about a time you had to adapt. How do you respond to feedback? What motivates you at work? These kind of questions reveal mindset, and mindset predicts long-term success. We as applicants aren’t used to these types of questions. I guess in a way there’s our first opportunity to change our way of thinking! Ok, If you’re listening and you’re an applicant or associate, here’s the good news. Your attitude is your competitive advantage. You don’t need a perfect resume, and you may not need years of experience. But you do need or the new need is reliability, a willingness to learn, a strong respect for safety, and that professional communication, a positive mindset. Those behaviors get noticed quickly and they open doors. To wrap up, I know that experience will always matter in the light industrial world. But today, attitude often is a determining factor in who gets hired, who gets promoted, and who builds a long-term career. In an industry built on teamwork, safety, communication, and constant movement, mindset fuels everything else. And right now, a great attitude is more valuable than ever. If you enjoyed todays episode, share it with someone who’s entering the industry or looking to grow within it. Maybe urge them to subscribe on their favorite pod catcher or join us on Facebook or Instagram. Today is a bit of a milestone for us, 350 episodes over about 7 years. We don’t promote sponsors because I like talking about what you send us vs what advertisers want shared! We’re operations folks, not audio experts but we try and do the best we can! Anyway, Thank you for listening and emailing your questions each week. By the way, we used to do quite a bit of interviewing on the show. Some software changed on us, but we’re going back to that format occasionally here pretty soon and we’re excited about that. Until next time, stay safe, stay professional, and keep learning. That’s what it’s all about.

    11 min

  4. JAN 15

    Recruiter

    When people think about recruiting, they often picture office jobs, LinkedIn searches, polished resumes, and candidates who know how to sell themselves. But today, I want to talk about a very different role the Light Industrial Recruiter and why I believe it can be an outstanding career path for the right person. In many cases, becoming a light industrial recruiter is not someone’s first job. It’s a next step. A progression. A role that grows naturally out of real warehouse and operations experience. I’ve seen some of the best recruiters come from roles like inventory control, receiving, warehouse clerks, inbound and outbound dispatchers, and even from the floor, forklift operators, order selectors, and leads who understood people as much as productivity. And that experience matters more than you might think. I’m Marty, and today on Warehouse and Operations as a Career I’ll share a few more of my opinions with you! I’ve mentioned before how I have to dip my feet into the recruiting waters every once and a while and for the last couple of weeks I’ve been sourcing for a staffing agency light industrial recruiter. I started thinking of what experiences were really needed, for this particular position anyway, and kind of expanded my search parameters, and I think, for this unique opportunity anyway, it’ll help my results. So I started thinking. If you’ve worked in inventory control, you already understand accuracy, accountability, and systems. If you’ve been a receiver, you understand urgency, coordination, and dealing with drivers and operators under pressure. If you’ve been a dispatcher, you know scheduling, problem-solving, and communicating clearly when things go wrong. All of those skills translate directly into recruiting. Because recruiting in the light industrial world isn’t just about filling jobs, it’s about matching people to environments where they can succeed. And maybe you can’t do that unless you understand the work itself. Light industrial recruiting is not white-collar recruitment or office types, and it can’t be treated that way. Our candidates don’t always have resumes. They don’t always know the job titles they’ve held. They may not know or be able to share what equipment they ran or what metrics they were measured on. And that doesn’t mean they’re bad workers. It means we have to work harder as recruiters. In this arena, recruiting becomes part investigator, part coach, and part listener. Sometimes you have to pull the answers out of our applicants instead of waiting for them to be handed to us neatly and communicated clearly. I’ve been helping recruit for pallet runners this week, and I found I really have to talk their language for a few minutes, and listen to them, so I can know what questions to ask about their previous experiences. Things like, tell me about your day, what did you do before break, what equipment were you closest to, who trained you. Now that they feel a bit more at ease from sharing things their comfortable with, I can ask specifics about the equipment they operated, the pace of their last job and how they enjoyed it. Jumping into what I need to know sometimes just shuts them down. I have to listen first! Then interview. So, I feel one of the most important traits of a successful light industrial recruiter is patience. Patience when candidates show up late but still want to work. Patience when they don’t understand why attendance matters. Patience when they struggle to explain their work history. Now hang on, those that know me are saying that’s not Marty talking! Yes, I do struggle with patience on attendance and being tardy.  But patience doesn’t mean lowering standards. As a recruiter, I think it means taking the time to educate, to explain expectations, and to be clear about consequences before problems happen. Maybe those things haven’t ever been explained to them. I believe that great recruiters don’t just fill jobs, they set people up to succeed. Another reality of light industrial recruiting is that our candidate pool often comes with real life attached. Some people have gaps in employment. Some have prior mistakes. Some are trying to rebuild. This is where empathy matters, but so does judgment. Being open with background requirements doesn’t mean ignoring safety, compliance, or client standards. It means listening to the whole story, understanding context, and placing people where they can work, not where they hope they can work. A good recruiter balances opportunity with responsibility, to the client, to the workforce, and to the individual. If I had to name the single most important skill of a light industrial recruiter, it wouldn’t be sales. It would be listening. Listening for what’s said, and what’s not said. Listening for hesitation. That can tell us there’s really no interest in the position. Listening for confusion. If they have the experiences they are claiming there shouldn’t be to much confusion? And most importantly we should be listening for motivation. Sometimes when a candidate says, I can do anything, what they’re really saying is, I need a chance, I need this job. A good recruiter hears that and then asks the right follow-up questions. Light industrial sourcing recruiters serve two customers every day. The client, who expects productivity, safety, and reliability. And the associate, who expects honesty, respect, and opportunity. Oh, and I want to throw in one more, the operations team, they expect the skills necessary to perform the task. Balancing all those expectations is not easy. It requires communication, documentation, follow-up, and accountability. That’s why this role is a career, not just a stepping stone. For those who do it well, recruiting can lead to leadership roles, operations management, safety, training, business development, and beyond. It sharpens your people skills. It deepens your understanding of operations. It teaches you how decisions impact real lives. The light industrial recruiter is often unseen, often under-appreciated, and often misunderstood. But this role changes lives, quietly, consistently, and every single day. If you’ve worked in the warehouse, understand the grind, respect the work, and care about people, recruiting may not just be your next job. It might be your career. There’s a bit on recruiting. And its true that when I’m wearing my operations hat I’m much stricter than when I’m recruiting. As we’ve discussed, every department has their own agendas and responsibilities, even constraints they have to work within. That’s why I encourage us all to work and learn as many different departments as we can in our industry. All those positions will prepare us to make solid decisions in both our professional and personal lives. And please remember, no matter what our job is that safety is our first priority. We and our teammates have family and friends waiting on us at home.

    9 min

  5. JAN 8

    AMA – Not My Job & A Raise

    Hello everyone, and welcome back to Warehouse and Operations as a Career. I’m Marty and I thought we’d get to some more questions today, another Ask Me Anything episode. We had some really good ones come in, a couple of topics I’ve been wanting to get to myself. Let’s start off with this one from Carol, a forklift operator in the distribution industry. Carol feels there’s a trend developing where managers are expecting employees to do more than they were hired to. I hear this concern fairly often. When I was a counterbalance or sit-down lift operator, in a production facility, that’s what I did the whole shift. Even when I was an operator at a distribution center I typically drove for, like maybe, 80% of my day. I’d have to stop and down stack a load every once and a while or maybe partially fill a pick location or make the occasional replenishment. But I drove the lift most of the time. That was a long time ago though. I think our light-industrial workplaces, warehouses, manufacturing plants, and distribution centers are different now and for a lot of reasons. Yes, people are being asked to wear more hats. There’s more cross-training. More flexibility being demanded from us. More expectations to help outside of what used to be a very narrow job description. And for some folks, that creates frustration. You hear phrases like, that’s not my job, that’s not what I was hired to do, and that’s not in my job description. But the truth is, those days are disappearing. And I want to spend a few minutes today talking about the why, and more importantly, why that’s not a bad thing when we look at it the right way. Let’s just be honest with ourselves. Light-industrial operations today are different than they were just 5 years ago. Volumes change daily now. Staffing levels fluctuate. Customer and client expectations are higher than ever. Same day and next day shipping isn’t a luxury anymore, it’s the standard. Operations can’t stop just because one person is out or one department is short. We’ve learned that everything is connected. Inbound affects outbound. Picking affects loading. Forklift operations affect inventory accuracy. One weak link slows the entire chain down. For those reasons and a few others is where cross training comes in. Cross training isn’t about making people work harder, it’s about making operations more stable and consistent. It creates flexibility. It gives leaders options. And it keeps work moving when things don’t go exactly as planned, which, and since we’re being honest, happens a lot in our industry. Now let’s talk about that phrase, That’s not my job. I understand where it comes from. For a long time, jobs were very narrowly defined. You did one task, one function, and that was it. But that model doesn’t work well anymore, not in our industry anyway.  When everyone stays locked into a single box, operations become, what’s a good word here, challenging I’ll say. One call off, one delay, one surge in volume, or orders, or trucks, and suddenly the whole shift is behind. Employers today are looking for team players. People who understand their main role, certainly, but who are also willing to help the operation succeed when needed. Now, that doesn’t mean job descriptions don’t matter. They do. But they’ve shifted from rigid rulebooks into broader descriptions.  And that shift is an opportunity. Here’s something you know I strongly believe, learning more can never be a bad thing. When you learn another role, you gain perspective. When you gain perspective, you make better decisions. And when you make better decisions, you become more valuable. Remember how many times you’ve heard me say how important it is to learn the position before and after ours, where that case just came from and where it’s going after we’ve touched it! A picker who understands receiving makes fewer mistakes. A forklift operator who understands outbound stages freight better. An associate who’s helped with inventory control starts paying closer attention to accuracy. Cross training builds awareness, and awareness improves safety, quality, and productivity. That benefits the company, yes, but it also benefits us employees as well. From a career standpoint, wearing more than one hat, to use a recruiters phrase, is a plus. The more skills you have, the more valuable you become, not just to your present employer, but to the industry as a whole. When someone can share with a hiring agent or recruiter, I’ve worked inbound, outbound, this or that type of equipment, and inventory, that gets noticed. Those are the people who get tapped for lead roles. Those are the people who stay employable when things tighten up or change. Many supervisors, managers, and operations leaders didn’t get there because they stayed in one lane forever. They got there because they were willing to learn one more process, help one more department, and take on one more responsibility. That’s how careers are built in this industry. Now, let’s be clear here though. This doesn’t mean accepting unsafe work practices, and it doesn’t mean skipping training. It doesn’t mean being taken advantage of in any way. Employers have a responsibility here too. Cross training should be structured. It should be safe. Expectations should be clear. No one should be thrown into a role without proper instruction or support. When done right, cross training builds confidence instead of resentment. With that being said I’ll take this opportunity to remind us all to never get on a piece of powered industrial equipment without being trained and certified to operate it. And that goes for production or manufacturing machines also. For us employees, I think mindset matters. If you see cross-training as punishment, it will feel like punishment. And if you see it as opportunity, it becomes one. Asking questions. Being curious. Showing interest in how the operation works as a whole, those things send a powerful message. They say I care about my job. I care about my team. I care about my future. I promise you that attitude gets noticed every single time. Our light-industrial world rewards adaptability. The people who keep learning stay relevant longer. The ones who refuse to grow often struggle when processes change or roles disappear. Wearing more than one hat prepares you for what’s next, whether that’s a lead position, a specialized role, or simply long-term job security. It builds confidence. It builds competence. And it builds careers. Next up is a question from, well, they didn’t include their name, but the question was, how could I get or ask for a raise. Well, that’s a fair question. And a little complicated question, especially in our light industrial, warehouse, and distribution environments. Ok, lets look at how pay works, what managers are actually looking for, and how you can put yourself in the best position when opportunities come up. First, we need to understand the business side. In most light industrial operations, wages are set by position. General labor could pay a certain range, Forklift operators will have a range, Inventory control, leads, supervisors, etc, all of our roles are budgeted for well in advance. Companies don’t usually have the flexibility to give raises on the spot. Pay increases are planned during budget cycles, performance reviews, promotions, or when new responsibilities are added. Now that doesn’t mean raises don’t happen. It means they are earned, planned for, and justified. So instead of thinking, How do I ask for more money? I’d ask, how do I make myself worth more to the operation? How can I make my manager notice me? It’s important to know that managers notice patterns, not promises. The associates who get raises and promotions aren’t usually the loudest. They’re the most consistent. Here’s what always got my attention. First was attendance. And we talk about this all the time. Showing up on time, every shift, matters more than almost anything else. In a productivity driven environment, reliability is everything. When a manager knows they can count on you, you’re already ahead. Second is attitude. Of course this doesn’t mean every day has to be perfect. But staying professional, avoiding constant negativity, and being that solution focused team member makes a difference. Positive employees strengthen teams, and managers notice that. Third, and here’s that statement again, a willingness to learn and cross train. Again, Cross training is huge. Like we mentioned earlier, when you raise your hand to learn another role, another department, or another piece of equipment, you increase your value. You also make scheduling easier for your management team and that matters. And, Fourth would be ownership. Take responsibility for your work. Follow safety rules. Follow procedures. If you make a mistake, own it and fix it. That level of maturity builds trust and will get us noticed as well. Now lets talk about how to have that conversation.  Walking into an office and saying, I need a raise, usually doesn’t get us very far. A better approach would sound something like this. I understand pay is based on positions and budgets. I enjoy working here and I want to grow. What do you need to see from me to be considered for a raise or promotion when the opportunity comes up? That shows professional maturity, it shows respect for the business. And something like that opens a productive conversation. Now you’ve turned a raise request into a development and growth plan. In our industry, raises often come through movement. General labor to equipment operator. Pallet runner to selector, receiver to inventory control, fork driver to lead. Lead to supervisor. Etc. Those steps may come with structured pay increases. But you don’t get there by waiting, you get there by preparing and planning. I’ve experience that Managers prom

    14 min

  6. JAN 1

    What We’re Not Changing, We’re Choosing

    Marty here with Warehouse and Operations as a Career. This has always been my favorite time of year. Not just because of the holidays, although I do enjoy a little time off and getting to spend some quality time with family and friends. It’s always been my reset or reboot time of year. I know a lot of people that look at spring as their reboot season. I don’t know, maybe because one year is closing and another one is opening, for me, reflecting on the last 52 weeks and planning on the next 52 just gives me pause, and I look forward to it! So, let’s see, we’ve been at this now for what, just over 7 sets of 52 weeks, or a little over 7 years. When I started the podcast I envisioned doing 50 episodes, and here we are at 347! OK, 2025, what a year right. This year we covered a wide range of topics, we’ve talked about 32 different light industrial task or positions. We’ve learned a little about our handling our finances, a lot about the supply chain, and spoke about the many different career opportunities in this industry. I hope we’re all a little better off, or more prepared for and in our careers for it! I’d like to make this first episode of 2026 about reflection, planning, professionalism, and purpose. I was telling a group of managers and facility managers yesterday that purpose is going to be my go to word for the 1st quarter. I’m making Purpose about ethics and commitment. It’s about doing the job right, even when the job isn’t glamorous. And most importantly, it’s about understanding that this is a long game, and the end goal for all of us is retirement, not burnout, definitely not injury, and not regret in any form or fashion. This year I’ve had the fortune to see at least 3 people advance to executive management positions. And I think 2 directors move up to V.P. roles. Well over 14 team members from the floor promoted to supervisors, and I think 9 individuals move into lead roles. And a wealth of associates moved into other departments or tasks. And on the negative side, no that’s the wrong word, not negative. Let’s say there was also a lot of us still finding our footing and growing. I heard of a few instances where management had terminated associates, probably no more than 10 or 20 though. And every year we hear of several hundred that terminate or fire themselves. Remember how we’ve talked about those attendance rules, tardy rules, safety rules, and how insubordination, losing our tempers, or just accepting a position that isn’t a good fit for us, what else, oh, the NCNS. Things like that I think we can all agree we kind of ended our position on our own. But you know what. That’s OK. I’m sure we learned from it, and we’ll take that knowledge to our next opportunity. Every job isent for everybody. So those situations aren’t even close to being a negative, we learned something about ourselves so its a positive in my eyes. A few things I ask myself this time of year is did I show up consistently? I don’t mean daily or on time. I mean was I there mentally, and focused on my job every day. And did I follow direction, or did I cut corners? Every position in our field of light industrial work has some type of regulatory, safety, record documentation or reporting we’re responsible for. It’s so easy to cut a corner here and there. That’s one I really work on every year. And here’s my favorite one, did I take ownership of my role? This is a hard one, and I’d like to say I did a good job with it this year!  And of course I have to ask myself, did I improve my skills every month, or did I just repeat the same month 12 times? I’ve definitely learned that growth doesn’t come from activity alone, it comes from intentional improvement. You can work hard and still stand still if you’re not learning, listening, and adjusting when necessary. And as we’ve learned, that’s especially true in the light industrial world. Warehousing, manufacturing, and transportation demand discipline, precision, and trust. This isn’t a place where chaos survives for long. Another word I’ve taught to this year was ethics. Ethics aren’t just about stealing or dishonesty. Ethics show up in whether you follow safety procedures even when a supervisor isn’t nearby, whether you handle equipment responsibly, and whether you raise your hand when something goes wrong. Ethics are about doing the right thing when it would be easier not to. In our industry, ethical shortcuts can get people hurt. They damage equipment. They cost jobs. They end careers early. And they don’t stay hidden for long. The associates who last, the ones who get promoted, trusted, and grow, are the ones management never has to worry about regarding rules and procedures being followed. And that makes me think about commitment. I made like 25 commitment forms this year for a host of different positions. I think, somewhere along the way, the idea of job commitment got twisted. Now, commitment doesn’t mean giving your life to a company. It simply means doing what we said we’d do, showing up when we said we would, being dependable, taking responsibility for our role, and understanding that our actions affect others. Sounds simple right? In a warehouse, one person not doing their job can create downstream chaos. Missed picks, delayed trucks, overtime, safety risks, all because someone decided their role wasn’t that important. We learned this year that they are all important. I forgot what episode we said, Every role matters. Every shift matters. Every decision matters. Commitment isn’t old-fashioned, we just need to bring it back into the fold! Oh, here’s one, I hear it all the time, and you know it makes me frown. It’s just a warehouse job. No, it’s a professional environment with real risk, real responsibility, and real opportunity. Professionalism shows up in how we speak to our coworkers and supervisors. How we handle feedback, how we accept and wear our PPE, and how you treat equipment and safety procedures. One thing I shared with an unloader this week was, you don’t become professional after you get promoted. Professionalism is what earns you that promotion. People notice the associate who listens, adapts, and carries themselves with respect. They also notice the ones who complain, argue, and resist direction. In the light industrial world, following instructions isn’t about control, it’s about safety, efficiency, and consistency. We learned this year that procedures are written because someone got hurt, or something was damaged, time was lost, or money was wasted. You don’t need to like every instruction. And you don’t need to agree with every process. But we do need to follow them. As long as there legal and safe. I have a picture hanging in my office, a quote from Vince Lombardy that says, The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will. I read that every Monday morning! Another thing we learned this year is that If you’re doing the same job the same way you did two years ago, you’re falling behind, even if you’re good at it. Technology changes. Equipment changes. Expectations change. Learning doesn’t always mean formal training. It can mean us asking better questions or more questions, watching how the top performers work, and understanding the why behind the process, oh and accepting coaching without getting defensive. I think the most career damaging words in any operation are, that’s how we’ve always done it. For me, constant improvement is a mindset. Improvement doesn’t require massive changes. It just needs small, consistent adjustments. Better communication. Better time management. And better focus. Those small improvements compound over time. And over a 20-, 30-, or 40-year career, they make a massive difference. I’m living proof of that! OK, enough of 2025! And although this is my magical time of year, goals don’t magically work because the calendar changes. If you and I want 2026 to be different, you and I need, Clear expectations, Measurable goals, and to hold ourselves accountable, even when it’s uncomfortable and gets tough. We need to ask ourselves, what skill do I need to improve? What habit do I need to change? What behavior is holding me back? I write those answers down and talk about them, and I revisit them monthly. And I want to talk about the part nobody explains clearly enough to us. The end goal of this game isn’t just a paycheck. The end goal is retirement with health, dignity, and options. That means protecting your body, avoiding injuries, managing stress, saving consistently, and making smart career moves. You don’t wake up one day ready to retire, we have to build toward it slowly, intentionally, and patiently. Another way to put it is plan for it! Every safe shift, every certification, every promotion, every smart financial decision gets you closer. As we close out 2025, remember this, You don’t have to be perfect, but you do have to be intentional. Ethics matter. Commitment matters. Professionalism matters. And learning matters. And the choices we make today shape the options we’ll have tomorrow. So lets all plan with purpose. Work with pride. And never forget, this isn’t just a job. It’s a career, and it’s leading us somewhere. So welcome to 2026, another 52 weeks to change what we want! Let’s have fun with it, be safe doing it, and make it the best and safest work year yet.

    13 min

  7. 12/25/2025

    Looking for Work is Hard Work

    I feel Looking for Work Is Hard Work. One of the biggest misunderstandings about unemployment or career change is the idea that looking for work is something you do casually, or in between other things. A few clicks here, a few applications there, maybe scrolling on some job boards late at night from the couch. And then the frustration sets in when the phone doesn’t start ringing.  The truth is simple, and sometimes uncomfortable to hear but looking for work is hard work. And I think if we don’t treat it like a job, it rarely is going to produce job level results.  We need to remember that finding work requires structure, discipline, preparation, and accountability, just like any role on the warehouse floor, in operations, or in leadership. The people who land jobs consistently aren’t lucky. They’re intentional. They are working a plan.  I’m Marty and today on Warehouse and Operations as a Career I wanted to expand on how hard looking for a job is. We spoke on a few of the topics back in week 37, what was that title, oh, week 37 & Jobs, and I mentioned the phrase on last weeks show. I received a couple of questions on it so I thought we’d spend a few minutes on it today.    I always say treat the job search like our present job. If you were scheduled to work a shift, you wouldn’t roll out of bed whenever you felt like it. You wouldn’t decide halfway through the day whether you felt motivated enough to show up. You’d get up, get ready, and get started. Our job search deserves the same respect! We still need set our alarm. Start our day with purpose and block out time or schedule what hours we’re going to spend specifically for job searching.  That means planning for things like reviewing the online job boards, checking local classified ads, monitoring all your local Facebook job groups, following company career pages, and planning time to make phone calls, sending out follow-ups, and networking.  This isn’t something you squeeze in when you have time. This is our work. I mentioned job boards, I see too many people rely on a single job board and assume that’s enough, and its not! We need to check those things multiple times a day or throughout our scheduled hours for the day. Oh, and it’s proven that our friends are an excellent resource. They have jobs and they can share the good and the bad about them. Maybe we can even get a referral from them. We’ll want to be careful there though, in our industry, sometimes hiring relatives or friends are frowned on. But I’ve always found them to be a great resource.   Ok, where was I, I think I skipped a few bullet points there, oh, and I wanted to say you’d be surprised how many job openings never make it to the job boards and are hired through word of mouth.  I think we have to network like our career depends on it.  Just let people know what kind of work you’re looking for and what experience we bring to the table.  We need to mention what shift or role we’re open to and when we’re available. I’ve found a short, honest conversation can open doors faster than 100 online applications.  Next is our resume, your resume must match the job you want. And please remember a resume isn’t a life story. It’s more of sales document. Its sole job is to clearly show what you can do, where you’ve done it, and how that experience matches the job you’re applying for. If you’re applying for a forklift position, your resume should highlight equipment types, years of experience, and the different environments you’ve worked in, things like narrow aisle, the outside yards, ramps, coolers or freezers, those types of things. And keywords like safety training and any certifications we’ve had and productivity expectations we’ve worked with. If you’re applying for leadership role, it should mention your team oversight and training responsibilities, any metrics you managed and the accountability you were held to. One generic resume for every job rarely works. Tailor it to the position you’re applying for.   And please only apply for jobs you can actually succeed at. This is one of the most important, and most ignored points. One-click apply buttons have created bad habits. Clicking apply on dozens of jobs you aren’t qualified for doesn’t increase your chances. It actually hurts them. It wastes your time, and the recruiter or the hiring manager’s time.  Remember recruiters are reviewing hundreds of resumes. When they see applicants who clearly don’t meet basic requirements, it creates frustration, and it lowers the quality of the process for everyone. Our resume may end up in a discard pile just because we have no experiences for that position. Even if we’d be a great fit for something else they have open.   Apply for jobs where you meet the basic core qualifications, where you have experience in the position and you can realistically perform the work. In our light industrial world quality beats quantity every time.  Another biggie, be honest with recruiters. Recruiters aren’t the enemy. Think of them as the gatekeepers. We should be honest about our experience, our availability, our  transportation, our work history, and very important, what you want, and what you don’t want. Overselling yourself may get you a phone call, but it rarely gets you called in for the face to face or hired long-term. Worse, it can damage our reputation with a company or an agency.  And if you schedule an appointment, show up. Nothing ends a job opportunity faster than a no-show interview. If something comes up, communicate. Life happens. But our silence looks like irresponsibility.  I won’t harp too much on this one, I get several emails every time I bring it up, but clean up your social media, they can and will look. This part surprises people, but it shouldn’t. Social media is public, and right or wrong, opinions can be formed from it. Recruiters and hiring managers often check social media. Not to judge your personal life, but to look for red flags. At least ask yourself. Is my profile public? And by the way locked profile may be considered a red flag. What would an employer see in 10 seconds? Do my posts reflect maturity and professionalism? Offensive language, threats, constant negativity, or posts bragging about skipping work don’t help your case. You don’t need to erase who you are, just be smart about what you display publicly. Ok, enough on that!  Moving on, lets be ready for the phone interview. And this is important. The phone interview is not casual. It’s often the most important 5 minutes of the entire process. You may have only 30 seconds to make an impression. By the time the recruiter calls they’ve reviewed dozens, maybe hundreds of resumes. They’re deciding quickly who moves forward.  Now this is going to be a cold call. If we are busy, watching the children, or outside, or maybe driving, we can share that, and ask if we could give them a call back at so and so time. They do not mind that. They want us focused, and ready to speak with them. We need to be ready when they call or we call them back. That means have your resume in front of you, be in a quiet place, be focused, answer clearly and confidently. Be ready know how to explain our experience, why we’re a good fit, and what we’re looking for or why we answered this ad. Preparation matters. This is our one shot at getting that face to face interview.  When you walk into that interview, you’re already being evaluated, before you say a word. Remember to dress for the role. If the position requires steel-toe footwear wear them, dress in warehouse attire, look ready, and talk about PPE awareness, show and state what you know. You don’t need to overdress, but you do need to show you understand the environment and are prepared to work in it. It sends a clear message, I’m ready to go to work today.  Now if we like the job and are offered it, when we say yes or accept it, show up. There is nothing wrong with saying this position isn’t going to be for me. We shouldn’t shake our head yes if inside we know we’re saying no. Of course, things may come up, and all we have to do is communicate that. Don’t burn bridges. If another place has called us and we’re accepting that job, just call and let the hiring agent know.   Like I mentioned earlier, discipline wins the job search. Looking for work can be exhausting. It’s easy to get discouraged, especially after rejections or silence. But the people who succeed are the ones who stay the course, and stay disciplined.  They treat the search like a job, stay organized, follow up, show up, prepare, and are confident.  All that makes it sound easy, it’s not, but it will happen. I’ve always felt that a job search isn’t about luck, It’s about effort and consistency.  If you’re serious about finding work, treat the process with the same seriousness you would expect from an employer. Show up for it, prepare for it, and respect it. Because looking for work is hard work, and when you do it right, it leads to something even harder, and much more rewarding.  A career.  Well, there’s a bit on the subject. If you know of anyone seeking employment, please recommend the episode to them, and as always please feel free to send us a message with any thoughts or comments. We love getting questions and topics from the group. On top of all that, please be safe out there, our loved ones need us happy and well this time of year and

    12 min

  8. 12/18/2025

    Ghosting, Applicants and Recruiters Own It

    Ghosting has become a two-way street in today’s hiring world. Job seekers feel like recruiters disappear after they send in their application or even after a face-to-face interview. Recruiters, on the other hand, feel that applicants vanish just as often, not showing up for interviews, not returning calls, or even skipping their first day after completing the entire onboarding process. And at the same time, recruiters are overwhelmed with applicants who apply for jobs they’re not qualified for or who have no experience in the industry at all.  In our light industrial, warehousing, and logistics sectors, I feel this problem is amplified. These environments move fast. Productivity, shipping schedules, and labor shortages collide with the reality of high turnover, long shifts, and job seekers searching for stability. Somewhere in the middle of all that, communication breaks down, and both sides are feeling frustrated.  I’m Marty with Warehouse and Operations as a Career and today I want to take a look at these frustrations and talk about what’s going on and what both sides could do a little differently.  I hear from applicants that Recruiters don’t care about me. When an applicant submits a resume or fills out an online application, they often attach hope to it. They picture the job, the schedule, the pay, and what it would mean for their family. When they don’t hear back quickly, or at all, it can feel personal. One person shared with me that there are too many automated systems, and not enough real interaction.  I’d have to agree that most companies now rely on automated applicant tracking systems. These systems filter applications, sort resumes, and may even generate a generic we’ve received your application email. The problem is that applicants crave human feedback. When all they get is an automated message and no follow-up, they assume they’ve been ignored. And when they do talk to someone, only to never hear back again, it feels like being dismissed all over again.  It’s important to remember the fast pace of the industry though. Warehousing and manufacturing don’t slow down. Recruiters are juggling open orders, client requests, resignations, no-shows, and internal deadlines, all at the same time. When 100 people apply for a forklift job, and only 12 actually meet the minimum requirements, it’s simply not feasible to call each of the remaining 88 applicants personally to explain why they are not qualified.  Applicants interpret this as ghosting, but, or I feel, in most cases it’s not intentional. It’s more of a bandwidth issue.  I recently had a hiring agent tell me that applicants don’t always realize they don’t meet the requirements. And I think this is an uncomfortable truth, but an important one.  Many applicants may believe, If I apply, maybe they’ll call and train me. Or I’ve been in a warehouse before, so I can drive a forklift or pick it up really quick, I’m a fast learner. Or maybe they could be thinking, I’m sure they’ll make an exception.  I’m certain recruiters wish they could take more chances, but safety regulations, productivity metrics, and client expectations don’t allow it. Some jobs simply require knowledge, certifications, or experience that the applicant doesn’t have yet.  When an applicant assumes they’re qualified and the recruiter sees clearly that they are not, the communication gap widens, and silence can feel like disrespect.  Looking for work is stressful. You may have seen our webinar Looking for work is hard work. When a candidate feels rejected, especially without explanation, it hits hard. They may assume they weren’t good enough. Their experience isn’t valuable. And that recruiters don’t care. And with that mindset, even small delays can feel like we’re being ghosted.  And the recruiter’s perspective is that applicants disappear just as much, sometimes more! Recruiters feel the ghosting too, and in many cases, the impact is heavier on them because it affects production, client expectations, and the entire shift lineup. Even their pay, or commission.   Let’s see, I had a list of what a recruiter friend called her pain points. Here it is. Ok, number 1, The No-Call, No-Show Interview. This is one of the biggest frustrations recruiters faces. They schedule interviews, send reminders, follow up with calls and texts and then the applicant simply doesn’t show up. No message, no explanation. Sometimes the recruiter learns the applicant accepted a competing offer. Sometimes they don’t find out anything at all.  Number 2. is dropping out after the job offer. Even after a successful interview and onboarding, applicants stop answering calls. They disappear after receiving the offer. They accept the job but then take a different offer with a higher pay rate. Recruiters understand, people need to do what’s best for themselves and their families. But when deadlines are tight and clients are waiting, this ghosting creates real operational challenges. A phone call could go a long way. I always think about not burning bridges. Of course I’m going to take the better job, but who knows. I may need to reach back out to this recruiter someday!  Alright, number 3. The most painful ghosting, not showing up on the first day. Remember or recent episode titled NCNS? Anyway, this one is devastating for clients and recruiters. After investing time, energy, paperwork, background checks, and orientation, the applicant simply does not show. And many never call to explain why.  In the light industrial field, where schedules are built tightly around shift needs, one missing person can throw off picking rates, loading times, assembly line speeds, shipping windows, and overall productivity.  Recruiters and hiring agents understand that emergencies happen. Cars break down. Kids get sick. People change their minds. But the absence of communication leaves recruiters scrambling, often long after the applicant has already moved on.  In my opinion, or the way I look at it, by the way, that and a dollar will get you a donut, but I feel Ghosting isn’t really about disrespect. It’s more about fear, stress, assumptions, and misaligned expectations.  Here are my thoughts towards the root causes of driving the cycle. Theres too much automation, not enough human contact. Technology sped up the hiring process but it also removed the personal element both sides need. And job seekers apply to dozens of positions at once. One-click applications mean applicants may not even remember all the jobs they applied for. Recruiters then spend hours calling candidates who barely recall applying. And a big one, many applicants apply for jobs they aren’t qualified for. Not out of laziness, but out of hope. Here’s one I experienced this week. Recruiters are managing heavy workloads. When you’re trying to fill 20 positions by tomorrow, one on one follow-up becomes impossible.  It’s easy for all of us to assume the worst. Applicants think, They didn’t call, so I must not matter. Recruiters think, If they’re not answering now, they won’t show up on the job. These assumptions kill communication before it even begins. And quite frankly I think their cop outs and ridiculous!   So, now that we know all that, how can, us as applicants, reduce the chance of being ghosted. While nothing eliminates ghosting entirely, here are ways we can dramatically increase our chances of hearing back and staying in the running. First, lets apply only to jobs we meet the minimum qualifications for. This shows the recruiter you’re serious and saves you both time. Next, answer our phone and check voicemail. I know, we’re all getting 10 spam calls a day so we screen them. But remember, a recruiter may be making 50 calls for our position. Recruiters move fast. Missing a call by two hours can mean the position is already filled. Here is one few of us do. We shouldn’t have to but it helps. Follow up professionally. A simple message, voice mail or email, goes a long way, Hi, just checking on the status of my application. I’m still very interested. And lets be honest about our schedule and abilities. Recruiters will respect transparency. And lastly, if you change your mind, tell someone. Closing the loop builds a good reputation, especially with agencies you may want to work with later.  OK, so how can recruiters do more to reduce ghosting from us applicants? I know that recruiters can’t fix every no-show, but they can improve engagement. They can communicate early and clearly. Us applicants respond better when we know timelines and expectations upfront. Maybe send short, personal texts. A text feels more human than an automated email. Or an email with our name in it! And her is a big one. Explain the job requirements before the interview. List details in your ad. This prevents surprises and encourages honesty from us. As recruiters, you are busy, very busy, but try and treat applicants with respect, even when declining them. Don’t make us feel bad and leave us with no hope!  Candidates remember how they were treated. Remember we still have to search for a position.  Oh yeah, and please avoid overselling the job. Honesty builds that long-term trust.  Everybody wants the same thing right? Applicants want stability, fair pay, communication, and a chance. Recruiters want reliable workers, honest communication, safety, and productivity. Neither side wakes up intending to ghost

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