The availability of skilled workforce is a common stumbling block for the textile and clothing companies in Europe. The concern for getting young people to work in the industry is real. According to studies, for example, in Finland young people do not recognise the job opportunities and potential the textile and fashion sector has to offer. It is necessary to invest in employer branding to have enough professionals to work in the industry in the future.

Let’s begin with good news concerning the entire business. Finnish textile and fashion companies stand out in the Reputation&Trust study’s areas of renewal capability, responsibility and good leadership. In these reputation dimensions citizens had a significantly more positive perception than the scores Finnish companies received on average.

– Although even in the areas where the textile and fashion industry performed best, it did not reach score levels that are considered good. So, despite this comparative advantage, there is room for improvement, says Harri Leinikka, CEO of Reputation and Trust Analytics, the company behind the research.

Furthermore, the study shows that citizens see the price-quality ratio of Finnish products and services provided by companies in the sector as weaker than of Finnish companies on average. Another important area reflecting trust in the industry is associated with good employership. Here the textile and fashion industry companies were also behind other Finnish companies. However, when examining employer reputation, Finnish textile and fashion brands compare favourably to jobs in the industry on a global level.

Citizens, time and again, consider Marimekko as one of the leading companies when ranking the top ten most respected companies in Finland.

– Having a good reputation is directly reflected in trust and the increase in recommendation and purchasing intention. Though reputation is considered as soft metrics, its impact on operating conditions is significant, says Leinikka.

The reputation of Ommellinen spreads on social media

Liisa Häkli, the founder of Ommellinen, a company that manufactures clothes for women and men, describes her work community as family-like. Ommellinen got its start from Häkli’s hobby. Throughout the years it grew to become a company employing 18 people.

The state of mind at Ommellinen – the company’s name is a wordplay on the Finnish words onnellinen (happy) and ommella (to sew) – is something the company describes as a combination of vivacious everyday joy, togetherness and pride in one’s work. It is a philosophy that permeates both the products as well as the work culture.

– We are really close and open with each other. That was never a conscious decision. It just came about naturally as part of our culture, Häkli says.

When the topic of employer branding arises, Häkli states that there is no planned brand creation at Ommellinen. The authenticity and honesty in the company’s communication have made it easily approachable for clients and potential staff members.

– We often hear that our people seem to thrive here. And this is correct. You see it when people feel good, and it has an impact on so many things. We have long-term employment, there’s warmth in our customer interactions and the products are manufactured to perfection.

We especially enjoy seeing our people being proud of what we accomplish here together and wanting also to be in our social media posts, says Laura Tuominen, COO at Ommellinen.

Deeds great and small

At Ommellinen, well-being at work often means deeds and actions. A good example is the company’s premises. A couple of years ago the facilities were designed solely according to the personnel’s needs.

The everyday life is also filled with small, meaningful deeds. Every Tuesday begins with a communal breakfast. It is Häkli who then cooks the porridge and sets the table. Tuominen sets time in her calendar for discussions on the first Monday of each month. Everyone will be able to share how they feel and to discuss if there is something on their mind.

– The most important thing for us is to have employees who thrive. We are a small group of people, and everyone has the opportunity to affect their job profile and duties, and take on new responsibilities in their tasks. This makes work more meaningful, Häkli says.

Recruitment is about the person

 For a small company recruitment is critical and here, too, is human interest and openness underlined. It is not just about seeking new people based on their skillset. One’s attitude, the willingness to learn new things is more important.

Part of the process is giving the job seeker a realistic idea of the everyday life at work.

– We ask the candidate already during the interview to think about whether they see themselves fit in this family-like working culture. Our goal is to find people who do not just perform their duties, we want those who also commit to our joint habits and practices, says Tuominen describing the idea.

A big issue for the future centres around skilled professionals: how to attract motivated people to the industry.

– The textile business is not the easiest. But, we have something unique to offer here. People-friendly, meaningful work and opportunities to grow. Our mission is to make all that even more visible on the outside, she says.

Everybody works together at Carpenter

Having a great group of people working together is also the strength of Carpenter Engineered Foams. The company manufactures foam products for industrial use, retail, and public sector.

The factory in Kouvola, southeastern Finland, has long-standing traditions and a staff of around 60. On the whole, the Carpenter group has around 6500 employees.

– Here people feel that they are at the centre of our everyday operations. Our work community is always praised in every survey, and that clearly keeps people working and thriving here, says Anu Ärling, Country HR Manager at Carpenter.

A good atmosphere and trust is built through activities and deeds. Every day at the factory begins with a morning meeting discussing, for example, safety matters.

– Leadership emphasises interaction and being present. The office staff will soon have its own facilities in the middle of the production area. This will support participatory engagement, learning together and direct interaction, says Ärling.

The factory has devised a three-year plan to develop well-being at work. The first step was investing in the training of supervisors, managers and production team leaders. The training ensured everyone has a shared vision regarding the leadership at Carpenter.

The satisfaction of the personnel is also measured on a regular basis through surveys. It is not about just collecting data. The feedback of each team is examined separately and concrete objectives are set for developing operations. The most important thing is having genuine interaction, and the feeling of people having the courage to bring up what is on their mind and knowing that they will receive answers.

– The spirit of community togetherness is present and the reason for our constant striving to develop our everyday operations. By including the staff, you get solutions that are both lasting as well as something people want to comply with, Ärling says.

Recruitment – the possibility to make an impact

Carpenter is an exceptional company in that there is not much information available online.

There is no social media – just a website. It is mostly the encounters that are used for employer branding.

– We interview people in situ offering the candidate a chance to see the everyday life at the factory. Each recruitment encounter is an opportunity to tell about our work community and culture, says Ärling.

This is why the recruitment process has been planned carefully. The needs are defined precisely and special attention is paid to have an interview process that runs smoothly.

– First impressions are made in the first contact. We invest in our induction to get our new employee acquainted with work and included naturally and safely as part of the crew.

This Fab article is part of the partnership between Finnish Textile and Fashion and AEQUALIS4TCLF, a four-year project funded by the EU. The AEQUALIS4TCLF project brings together European training providers and workforce developers to identify skills gaps, develop learning solutions, and build partnerships and better work life. For further details:AEQUALIS4TCLF – CREATING MORE sustainable AND innovative TCLF INDUSTRIES WITH THRIVING SKILLED PEOPLE