We understand that our employees make all the difference in our ability to be successful. At Hunter, we strive to create a supportive, motivating workplace where everyone can flourish. As a manufacturer with in-house molding, distribution and tooling, we have a wide variety of employee categories. To foster personal and professional growth, we have training programs that include employees from the shop floor to the executive office. To help employees achieve their wellness goals and help them stay fit, we have a corporate wide program called Lifeshift. At Hunter, employees share in the profit by receiving a percentage of their salary as an annual bonus. This year the Hunter family gave $5.9 million during our annual "profit-sharing" celebration. By inspiring, challenging and developing our employees, we're making Hunter a company where coming to work means more than just having a job.
Who Are Our Employees?
San Marcos Campus Only
Hunter Corporate Sustainability Report 2012
|Generations (2012 Hunter San Marcos + Sales Force)|
(prior to 1946)
(1946 - 1964)
(1965 - 1979)
(1980 - 2000)
|Tenure (2012 Hunter San Marcos + Sales Force)|
|Gender||21+||11 - 20||6 - 10||< 6|
|Contract Employees* (2012 Hunter San Marcos)|
*Contract employees are not included in tables above
Hunter is committed to helping employees and their families improve their health and achieve their wellness goals. Hunter Lifeshift encourages employees to live a healthy lifestyle and manage ongoing health issues. Lifeshift has seen great success since the program’s inception in 2010. Currently, 692 employees and their family members are participating in the program. There has been a decrease in our insurance premiums for 2013. Our overall health risk is around 10% better than the national average. Our success to date combined with our plans for next year will help to ensure that there is minimal impact to Hunter's health insurance rates for 2014. Continued participation contributes to reducing the overall risk and enables Hunter to offer comprehensive and cost effective health care programs.
The Health Project awarded Hunter with the C. Everett Koop National Health Award honorable mention for our Lifeshift program. The C. Everett Koop National Health Award recognizes employee population health promotion and improvement programs.Back to Top
To ensure Hunter continues to develop its employees, we tracked and analyzed our training hours for the first time. In 2012 on average each employee received 33.8 hours of training*. We cannot pinpoint areas of deficiency based on role and gender. Other continuous trainings at Hunter include business management, ethics & compliance, technology, and environmental health and safety. One area of opportunity is our Leadership and Management training. In 2012, our leaders averaged less than 6 hours of Leadership and Management training, and many are learning to manage through trial and error. By 2014 we have set a goal to provide 8 hours of Leadership and Management training for managers and supervisors.
*Note the data is not verifiable because we did not have an accurate means of collecting the data. The 33.8 hours of average training per employee does not include professional development training. In 2014, we plan to rollout a new HRIS system with an organizational development module, which can track training hours.
To ensure Hunter embeds a culture of accountability to improve our effectiveness. This year, every employee had a minimum 8 hours of “Culture of Accountability” training. “Culture of Accountability” is a training program developed by Partners In Leadership Inc.®, an international leadership training and management consulting company.
The theory behind the training is that “Experiences drive beliefs, beliefs drive actions, and actions drive results." The first step in this process was for the Leadership Team to identify key desired results, which included revenue, and profit sharing.
In a two-day workshop the Leadership Team and their subsequent managers, identified the beliefs that they want our culture to reflect. Then they worked to visualize the culture we all aspire to. Finally, they identified the beliefs thought necessary to drive such a culture. They organized the beliefs into 6 categories, with a “tagline” to make each belief memorable and meaningful.
- Step Up! I address performance with timely feedback and clearly defined expectations and results.
- Learn It! I develop myself and others through career planning, assessments, and training.
- Live It! I own Hunter’s reputation for quality and innovation.
- Say It! I seek, provide, and value timely feedback.
- Share It! I break down barriers by communicating openly and effectively.
- Deliver Results! I understand and align my actions with our key corporate results.
Facilitators were trained by “Partners in Leadership” to deliver the training to every employee at Hunter Industries, so all have in-depth exposure to the Hunter Accountability Training (HAT). This way we can have direct experience with how those beliefs and actions affect all of us, from the shop floor to the executive office. All new employees will be trained and employees who would like a refresher course may participate with new employees. This new way of thinking at Hunter helped us achieve our key results.
Environmental Health and Safety Training
We are a manufacturing facility with heavy machinery, hazardous chemicals, and automated systems. All employees undergo monthly Environmental Health and Safety trainings, as part of Hunter’s Injury and Illness Prevention Program. Throughout the year, departments are required to attend regulatory mandated annual training in accordance to the Occupational Safety and Health Administration (OSHA) rules and regulations. Areas of training include Personal Protective Equipment, Hearing Conservation, Respiratory, Forklift, Fire Prevention, Injury and Illness Prevention Program, Hazard Communication (Employee’s Right-To-Know), Stormwater Pollution Prevention, Ergonomics, Lock-out Tagout, etc.
The Safety and Wellness Incentive Program (SWIP) rewards employees for working safely and attending training; and recognizes employees who compile exemplary safety records, achieve safety milestones, and/or identify safety hazards.
Lean Six Sigma Training
To help embed a culture of continuous improvement, Hunter has partnered with California State University - San Marcos to offer in house Lean Six Sigma certification. Lean Six Sigma training has reached employees from most departments at Hunter Industries. To date, 55 employees have been Black Belt certified and 8 employees have been Green Belt certified. In 2013, Hunter will offer Master Black Belt training for the first time.
Lean Six Sigma is a data-driven methodology for process improvement aimed at the near elimination of defects in any process. The methodology utilizes a systematic approach for identifying, measuring, analyzing, improving and controlling processes to reduce waste in an effort to achieve the highest return on investment. Employees are taught a series of tools and statistical techniques which are applied to a specific project at Hunter during their training.
Past projects have included:
|Examples of lean six sigma projects|
|Customer Training Module Effectiveness||Passing % is low||Increased passing % by 10%|
|Component Production Optimization||Unnecessary tool work & dimension inspection, machine downtime||Optimized & controlled processes|
Manufacturing Training Program
With outsourcing and the 2008 recession, many county employers have cut manufacturing training programs. There is a need to train new employees on the maintenance and operation of our automation equipment. Also, as new manufacturing technologies are added to the production floor, we need to retrain current employees in computerized manufacturing equipment. Hunter’s manufacturing training program offers on-the-job training, external seminars, and internal technology specific training. One of the newer additions to the program is Tooling U.
Tooling U has recently partnered with the Society of Manufacturing Engineers. It offers a bilingual online program for ease of use and flexible access from home or work, as well as 450 instructor led courses. The software provides 400 online courses on a diverse range of manufacturing topics, and tracks employee’s progress and areas of deficiency. The Automation Maintenance Group partnered with Tooling U to provide an extensive 2-hour assessment test. Upon completion of the test, Tooling U automatically assigns required courses based on the student’s testing scores. This year, 40 of our Automation Maintenance technicians took over 900 hours of class time, completing 732 classes.
The number of our workers' compensation claims have remained steady, but globally the cost of workers' compensation has increased. To ensure a safe workplace for production employees, Hunter is working to combat repetitive strain injuries and musculoskeletal disorders. This year, all production supervisors, manufacturing engineers and quality personnel took a mandatory ergonomics training. The training focused on awareness of ergonomic issues, assessing ergonomic risk factors and resolving them, developing control plans and designing workstations with ergonomics in mind.
Hunter Industries encourages employee growth through higher education. Hunter reimburses tuition expenses for enrollment in courses that enhance professional or personal development of up to $4,650 annually.Back to Top
- Upgrade of Human Resources Information Systems
- Improve Leadership and Employee Development Program