A manufacturing organization that provides complete design, engineering, manufacturing and assembly operations for injection-molded interior and trim components, exterior handles and underhood components located in Kentwood was experiencing huge growth and along with growth came challenges.  Their growth was a result of absorbing another internal plant's manufacturing business due to consolidation efforts.  The organization began experiencing high turnover within their temporary and permanent workforce, 39% annual average in 2010 / 2011.  Employees complaints began to increase and varied from lack of training to overall company disorganization.


  • Performed wage analysis and shared and discussed detailed results
  • Three-tiered hourly wage increase upon permanent hire-in based on performance
  • Human Resource staffing strategy to employ 10% of their workforce through Staffing Inc.
  • Collected exit interviews to aid in implementing training program
  • Partnered on hiring several key direct hire technical positions
  • Active employee relation management system


  • Turnover reduced by 36%, lowering the average turnover rate to 25%, still continues to decrease
  • Employee morale has dramatically  improved
  • 100% beneficial partnership, partners since 2006
  • Annual savings of $84,300.16