S p e c i a l R e p o r t : Finding Logistics Talent at a glance
These articles look at a critical logistics resource — the human resource.

In search of self-motivated workers
To get the right results, start with the right people

partments he works with are under significant pressure to do more with less. In that way, they are little different from commercial groups. Does that affect the way he structures SoBran’s logistics work force? Asked if many of the workers are part-time, Bauer says the only part-time jobs are there for a reason. The quality of the work suffers dramatically when the consistency of the workforce changes daily, says Bauer. Most of SoBran’s workers are the breadwinners for their families, he points out.

Screening applicants, hiring the by Perry A. Trunick

Tom Bauer, vice president and director of logistics and engineering and support services divisions for logistics and professional services firm SoBran
Inc. (www.sobran-inc.com) has no problem pointing to the benefits of training.
Reduced error rates for basic warehouse processing, safety awareness and a reduction of lost productivity because of safety come instantly to mind. Doing the job right is only part of the equation; you also need the right people. On this, Bauer is equally quick with comments.
SoBran counts the National Institutes of Health (NIH), U.S. Government Services Agency and the U.S. Navy among its customers. If that sounds demanding, consider that SoBran’s role for the NIH includes managing food and bedding and all the supplies needed to support over
10,000 animals. It can even involve transporting the animals themselves.
And, as Bauer describes it, NIH “bends over backwards” to do what’s right for the animals.
At the Navy’s Jacksonville facility,
SoBran develops the bill of materials and transports and manages those materials
— including operating bonded storerooms.
In short, Bauer says, you operate with consistency and to standards. SoBran (and
Bauer) are firm believers in ISO 9001, the quality standard which requires documenting processes and measuring performance against those metrics. So, Bauer says he has to hire the right people — people with appropriate skills, motivation and a willingness to follow the specifications laid out for SoBran’s operations.

SoBran gathers performance data daily. Anything that falls outside established parameters is evaluated.
Given the nature of the work SoBran
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does and its attitudes about metrics, it shouldn’t be a surprise that the company is thorough in its hiring process. Speaking about the Jacksonville operation,
Bauer says, “We were among the first people who actually took background checks and drug screening seriously.” As an early adopter, has it been difficult for
SoBran to find and hire qualified people?
Not in most cases, says Bauer.
In Jacksonville, for example, Bauer notes there are plenty of highly qualified, highly motivated ex-military people available. He has more applicants than he has jobs, and these are people who can pass muster on qualifications, background and drug testing.
The fallout rate for applicants may be a little higher, but Bauer says when SoBran took over one operation, only three of the 81 people already in place didn’t measure up. They either couldn’t pass the background check, the drug test or both. The job and the wages aren’t a barrier, Bauer reassures. He says SoBran pays well for warehouse workers.
Budgets are critical says Bauer. With the possible exception of the U.S. Department of Defense, the government de-

right people and measuring everything don’t guarantee continued high levels of performance. Bauer is a strong believer in training. Though he doesn’t offer a figure on SoBran’s spending for training, either in total or per employee, he says it’s enough to provide plenty of training for those who want to take advantage of it.