At Cintas Corp., managers credit their trainee and recognition programs as two reasons for the company’s 37 consecutive years of growth.
“We have a regimented training program for every position, from two to three weeks for some, all the way to 13 weeks of training for our salespeople,” says Matt Semonick, general manager at the company’s Cumberland facility. “Training is the backbone of anyone’s success. The more you can empower employees, the better the results you obtain.
“And everyone wants to be recognized for a job well done,” he said. “Recognition is not necessarily a monetary reward every time, but we acknowledge when someone has done a good job.”
Cintas, based in Cincinnati, is best known for providing businesses with uniforms, entrance mats, restroom supplies and safety products. By acquiring smaller businesses, Cintas has grown to a company with 32,000 workers at 400 facilities throughout North America.
More than 180 people work at the Cumberland plant, where almost 40 percent of employees have received promotions.
“You see it happening all time,” says Carlos Resende, a three-year employee. “I was hired as a mat roller in the wash alley, an entry-level post. Within three months the company promoted me to utility man. The plant manager they recently hired – he began as a sales rep.”
The company actively grooms employees to move up the ladder.
The company’s two-year management trainee program is designed to provide a broad knowledge of all operations. Each trainee spends time working in various departments, as well as in classroom seminars. At the end of the program, the trainee is placed in a leadership position in one of several areas, such as sales, production management or office management. Within five to seven years, the trainee could then be promoted to a general management position.
The company also offers bonuses and incentives in all departments. In the production department, winners receive gift cards and see their names added to an “Employee of the Month” plaque. Managers take the office staff to lunch when their performance is outstanding. In the sales department, employees are rewarded with dinners throughout the year for hitting their sales numbers. At the end of the year the company treats top sales performers to several days’ vacation at a tropical resort.
Cintas’ health package is above average. The company picks up 80 percent of the cost of medical, dental and vision coverage.
The company makes an effort to be flexible with work schedules. Resende says that arrangement has allowed him to work full time while taking business courses at a local college. “They’ve been very accommodating with my class schedule,” he says. “That’s one of the reasons I hope to work here when I finish school.” •
