By Lindsey Munson, editor, The American Mold Builder
Known for taking the road less traveled, Hanson International began “breaking the mold” in 1966, forging positive change in the industry, being intentional in community contributions, building a highly skilled workforce and creating a distinctive culture – which centers on its vision to deliver world-class tooling.
Based in Saint Joseph, Michigan, Hanson specializes in precision mold and high-pressure die cast design, manufacturing, sampling and inspection, primarily serving the automotive industry. Its campus includes a general office and engineering team, a tooling facility and a die testing center. Using state-of-the-art equipment and advanced engineering software, Hanson’s well-trained workforce guarantees top-shelf tooling from design to delivery with a single-source, single-point-of-contact approach.
Human Resources Director Baylee Boyer took time to share Hanson’s unique story. She said, “Our commitment to excellence extends beyond the products but also to our people – providing comprehensive training, mentorship and a supportive culture that empowers all employees to reach their full potential. At Hanson, having an employee build a career is equally important as an employee building a tool.”
A Culture Sixty Years Strong
Merlin Hanson, founder of Hanson International said nearly 60 years ago, “Our greatest asset is our team!” Through the years, this statement lives on loud and proud in the company and continues to carry merit creating a culture that puts high emphasis and value on each employee’s career journey. Boyer said, “While tools can be made at any shop, people ‘choose’ Hanson because they know they’ll be built up professionally and personally, work alongside colleagues who have their back and are united toward a common goal with leadership support.”
To build a strong, thriving culture, Boyer shared Hanson’s top three must-have practices, including the following:
- Employees should share an understanding and want to carry out the company’s mission and vision alongside the Hanson Dieformance Guarantee. “For Hanson, it’s about building world-class tools,” said Boyer, “and a world-class workforce. This expectation isn’t about just following the leader and treating it as just another job, but something that is strived for, honored and pushes boundaries to be the best – as an employee and company.”
Unique in the tooling industry, the Hanson Dieformance Guarantee leverages expertise, technology, equipment and commitment to customer satisfaction. It’s a high-value program designed to support manufacturers in the global marketplace with the design, build, sample and inspection of Hanson’s world-class tooling.
In living out the mission, vision and Hanson Dieformance Guarantee, an employee becomes a part of building a culture that contributes to the common goal that makes Hanson successful.
2. Open communication and transparency between leadership, team departments and employees. Boyer said, “In communication with employees, there has never been a time where being transparent was not a positive experience. Employee growth, value and connection occur every day – it’s the open-door policy to address a problem or talk through a solution; it’s a leader taking time to listen; it’s a manager saying ‘yes’ to professional development; or it’s dedicating full attention during a peer review – walking the employee through where there are improvements to be made and where there are successes.” It’s a listening ear or a voice of reason that builds respect.
Hanson looks at every aspect of the employee experience and its transparency level, including shift changes, machine tracking and more. Boyer said, “If we need to invest in key resources or enable a communication process to meet the needs of our people, then we’ll make it happen.”
3. Continuous learning through daily work experiences, career growth in advancing skills, apprenticeship programs and more. “Even our most experienced journeymen learn something new every day. Our apprenticeship program exemplifies this, allowing seasoned employees to impart their knowledge while learning from apprentices who bring fresh perspectives and innovative ideas. This exchange of ideas fosters creativity and new approaches, enriching the Hanson team,” said Boyer. It is lifelong learning that empowers and motivates employees to be the best version of themselves, to tackle challenges with enthusiasm and to take a job and make it into a career.
“The most difficult tasks often are the most rewarding,” said Boyer “and each individual success is celebrated by the entire team. When one employee wins, we all win.”
In line with cultural practices, Hanson’s journey began with small steps crucial for establishing the workplace culture desired – positivity, engagement, value and growth. A part of the practices is recognition and reward, Boyer said, “We started by sharing whether we met our monthly sales shipped goal. When the team achieved it, we raffled off prizes. As we saw the team rise to the challenge, we set bigger goals, offered better prizes and witnessed a noticeable improvement in our culture.”
“The Secret Sauce Is, There Are no Secrets”
Hanson’s strategy to recruit and retain talent is straightforward – it opens its doors. “So, the secret sauce is, there are no secrets!” said Boyer. By inviting the community and younger generation into the facility, Hanson has expanded its platform for those interested to see, listen and ask questions about the company and molding industry. Whether it’s as simple as highlighting the fun and innovative aspects of the company, sharing the various roles and responsibilities or diving deeper into the apprenticeship program at Lake Michigan College, Hanson has the attention and excitement of potential employees.
While leveraging social media and other marketing platforms is a component of Hanson’s strategy, its efforts toward a key part of human capital succession is its apprenticeship program. “At Hanson, these programs are leveraged to cultivate the next generation of leaders and skilled talent,” said Boyer, “ensuring a steady stream of capable teammates and preventing the skill gaps businesses face.” For more than 50 years, Hanson’s apprenticeship program through Hanson Technology Center and Lake Michigan College has employed several skilled individuals who have received top-level training and education on the fundamentals of the trade.
Boyer shared, “Hanson apprentices begin with a seven-week pre-apprentice academy at the Hanson Technology Center, where they receive eight hours of training, five days a week, learning basic safety and trade fundamentals. During this time, Hanson sponsors the apprentices – treating them as employees. Upon completing the academy, Hanson registers them as USDOL apprentices. Having equipped them with a solid understanding of shop operations, trade expectations and basic die knowledge, the apprentices come to Hanson ready to start their careers.”
In addition, Boyer said, “Hanson provides monthly in-house training for its apprentices. These cohorts gather for in-depth classes where they learn about using various technologies, job flow, tips and tricks and company culture. Hanson’s internal apprentice manual serves as a comprehensive guide for trade-related knowledge. This setup allows apprentices at different stages of their training to share experiences and support each other.”
The Two-Year Plan
Looking ahead to 2025, Hanson has built a two-year strategic plan and remains committed to “breaking the mold,” focusing on growth and quality across its platform. Boyer said, “It can be intimidating and tricky – especially when it deals with a company’s biggest investment, its people. Our goals include continuing to promote a positive work culture and careers in manufacturing. Contrary to popular belief, manufacturing is not slowing down, and technology alone won’t suffice; skilled people are essential to operate the industry.”
More information: www.hansoninternational.com
