Providing equity and opportunity through learning and career growth

Tyson Foods Highlight - a Guild Partner

Talent development has always been a part of the culture at Tyson Foods, as has striving to be one of the most sought-after places to work. Yet Tyson has not been immune to talent burnout, turnover and talent shortages especially with frontline employees at Tyson facilities. “The jobs are hard,” said Johanna Soderstrom - Executive Vice President and Chief People Officer at Tyson Foods.¹ “You stand on your feet and you process meat.”

Many employees are immigrants and refugees - some even 3rd or 4th generation Tyson Foods team members, and often from historically marginalized populations. Tyson Food’s U.S.-based workforce represents 160 countries who collectively speak more than 50 languages. In areas with multiple manufacturing plants competing for frontline workers Tyson Foods knew they had to create an experience for their employees that could create lasting, life-changing impact to attract - and keep - talent.

Part of that impact meant introducing U.S. immigration courses, free ESL, digital and financial literacy and GED programs through Tyson’s Upward Academy in partnership with local community organizations in 2016. In order to encourage attendance, classes were held in Tyson Foods plants immediately before or after shifts and then moved online during the pandemic. The other critical element - painting a picture of what life could look like with access to even broader education and career opportunities.

“When you see how…a father of a family realizes ‘if I do this, I can change my whole trajectory, and I can show that to my kids’ - that there is something different out here - that buys loyalty for the company [and] it’s a win-win-win for the community, for the employee and for Tyson…happier employees with better experiences”

Johanna Soderstrom, Executive Vice President and Chief People Officer, Tyson Foods

Tyson Foods’ plants are predominantly located in rural areas with limited labor pools, and as a result, the company has long looked to develop and promote talent from within. Yet, in order to help employees gain the skills they needed to progress their careers and have a sightline to potential opportunities, Tyson Foods needed a more scalable, digital solution that could best serve frontline, working adults across the business.

Soderstrom’s team faced the question - “how do we engage the workforce to feel that this is really for them?” especially with a population where many had not had access to education previously and might feel intimidated by the prospect. Additionally, the team recognized that driving a mindset shift with internal management around the untapped potential of frontline employees was vital. Employees would need to feel management support as they embarked on education and career discovery.

Growing a Culture of Opportunity

When an employee engagement survey was rolled out to all team members via QR codes in Tyson Foods plants, it revealed that 93% of their workforce had cell phones, and now 55,000 employees have answered the survey. Digital tools were being used by many in Tyson Foods’ workforce, but change management with facility managers and supervisors would need to be a part of a larger cultural shift to see their workforce as digitally capable and a future talent pipeline.

The employee survey made the case that the frontline population was equipped and ready to use digital tools to learn and advance.

“We were at a stage where we wanted to do a deep investment in how we help people grow and have opportunities within the company.”²

Olivia Walsh, VP Talent and Culture, Tyson Foods

Scaling opportunity with accessibility, equity and support

As a result, Tyson Foods announced a milestone investment in free education for all U.S. team members through a partnership with Guild in April 2022. Employees now have the ability to attain a master’s, undergraduate and associate degrees, career certificates and literacy and technology fundamentals - all for free. 

Guild helped Tyson Foods expand Upward Academy to include programs from over 35 of the nations top universities and learning providers as well as offer 1:1 coaching from program selection to graduation and career exploration support, tools and resources for all Tyson Foods employees. 

The impact with new hires in particular has been impressive. According to Walsh, “82% of those engaged with the program have done so within their first 30 days at Tyson Foods. Whether they say it in the interview process, or onboarding process, they are connecting with that offering and showing interest.”

“82% of those engaged with the program have done so within their first 30 days at Tyson Foods. Whether they say it in the interview process, or onboarding process, they are connecting with that offering and showing interest.”

Olivia Walsh, VP Talent and Culture, Tyson Foods

Soderstrom also shared exciting engagement amongst existing team members seen in the first 6 months after the June 2022 rollout. “We already know that the uptick in applications on the day we launched was 3 fold. We also know that we have, today, an 86% higher retention rate for early-tenure frontline employees over the [employees] who don’t sign up for the program.”³

Guild’s personalized, 1:1 coaching has also helped employees feel supported from program exploration to completion and career discovery. “The frontline workers are not necessarily the most natural ones to go and find education and training” said Soderstrom. “Sometimes it’s a little foreign for this group. So you need to be right there with them which is another opportunity that Guild is helping us. There are coaches, there are mentors, people that make learning exciting, and you don’t have to be afraid or intimidated to sign up for training.”

From Production Line to Automation Technician

Walsh recently noted that the core of Tyson Foods’ talent philosophy is ‘Grow With Us’. In keeping with that philosophy, Tyson Foods has embraced the idea of learning tied to career growth opportunities for all employees. As automation lines were introduced in production facilities, Tyson Foods also rolled out training to move employees from the production line towards the role of automation technician.

“When you put in automation lines in these production facilities, it is felt as a threat,” said Soderstrom. “Workers who have done that job for a long time all of a sudden see a line next to them that does their work.” She added that the company’s approach was to start training those frontline workers to be automation technicians, which substantially increased their pay. “All of a sudden it was a very different experience and they lean in,” said Soderstrom.
Conveying this new career pathway to employees is only one half of the equation. HR, floor supervisors and hiring managers also need exposure, support and incentives to encourage this type of career discovery and skill building amongst their team.

“It might not be the traditional path that always was there in the past… We need to upskill the leaders and HR to have conversations about careers and skills.”

Johanna Soderstrom, Executive Vice President and Chief People Officer, Tyson Foods

Tyson Foods’ innovative and human centric approach to talent development cements its commitment to creating a top work environment and a workplace centered on growth.