What is your business’ greatest resource?

Its location? Its size? Its technology? Hardly. Despite the need for all of these factors, the resource with the most potential to elevate and drive your company is its people. Whether it’s the folks on your front line or your back end, employee satisfaction leads to customer satisfaction, which leads to a business’ success.

So, just how does a business create a pro-employee environment? At Wegman’s Food Markets, a $5.15 billion supermarket chain with mywegmansconnect and 80 stores within the northeast United States Of America, you state your commitment to your workers in your tag line. Simple and powerful, Wegmans’ philosophy is “Employees first, Customers second.”

The philosophy has repaid as Wegmans has won hundreds of customer support, community and finest location to work awards over time. Actually, it’s made Fortune’s “100 Best Companies to Work For” list each year since it started in 1998. Wegmans’ employee retention can also be impressive at just 8 percent, one half of the average for the industry. To attract and keep the best workers Wegmans relies on traditional methods – competitive pay, solid training and comprehensive benefits. Nevertheless it goes further with values and finest practices that will make its stores a spot employees want to work and customers like to shop. Here are some examples.

1. Training. Wegmans invests the necessary time to properly train its workers. Full time employees’ training averages around 6 months, and part-time employees’ more than a month. Actually, Jo Natale, mywegmansconnect login director of media relations, says the shop spends $1.5 to 2 million on labor costs within the 6 months before opening a brand new store. She says the company wants to be sure all employees have adequate time and energy to take part in its onboarding programs, as well as live training in the shop.

2. Communication: Communication is crucial for building trust with your employees. Wegmans realizes this and aims to be transparent using its workers about its plans and methods. “We don’t ever want anything important happening which our employees don’t hear first from us,” said Natale. “We attempt to continually give managers plenty of time to familiarize all staff with any changes therefore they aren’t taken off guard.” The strategy has been effective. In the best places to work poll, Fortune magazine asked employees, “Does management possess a clear vision where it really is going?” A whopping 96 percent of Wegmans employees answered yes. The dynamic builds trust with employees fulfilling their need for job security.

3. Spend money on relationships: Wegmans leadership invest energy and time into developing relationships with its workers. For instance, both HR executives and company leadership make frequent store visits to speak to its employees with regards to their concerns and share best practices. “Relationships are definitely above all for the business,” Natale said. “The Wegman family are in our stores weekly for several days. It’s important for them to create the personal connection so the employees understand they may be portion of the Wegman family.”

4. Manager Autonomy and Flexible Scheduling: mywegmansconnect portal its managers to work creatively and autonomously with its staff to meet their demands. As an example, flexible scheduling, while often uncommon in retail, is standard on the stores. “Every time qnjanc poll our employees as to what is most important for them on the job, flexible scheduling rises for the top,” Natale said. “Whether it’s our prime school student that really needs time away and off to work on the school play, or the retired teacher that wants to take line dancing classes, we work with our staff therefore they can have a work-life balance.”