Ready Mix Limited

7 BUSINESS VIEW CARIBBEAN VOLUME 10, ISSUE 10 equipment from our supplier, Sany.” The company’s focus on nurturing young talent is not just a short-term initiative but a long-term strategy. “All our new plants, trucks, and equipment are up and running. The major push for the remainder of this year is training and integrating our younger generation into the company,” he emphasizes. Cultivating Talent in a Competitive Landscape Facing an era marked by labor shortages in various sectors, such as construction and manufacturing, Ready Mix Limited takes a proactive approach. The company attracts new talent and prioritizes their seamless integration into its culture and operations. Brooker, the General Manager, elaborates on the company’s unique employee retention and development approach. “We start by selecting individuals who will fit well within our relatively small team of 85 employees,” he explains. “New hires are initially paired with seasoned employees nearing retirement. This allows them to gain valuable insights into customer relations and the nuances of our operations.” But the onboarding process doesn’t stop there. “We focus on upskilling them in new software and systems. They learn how to extract valuable data to serve our clients better,” Brooker adds. “We also expose them to external stakeholders like engineers, architects, and construction companies who may not have previously engaged with us. This gives them a comprehensive view of how we operate and what value we can add.” The company’s investment in its young workforce—ranging from 20 to 28 years old—is already paying dividends. “They’ve caught on exceptionally well, and their success bodes well for the company’s future,” Brooker notes. “When they see that we’re investing in their growth, it fosters a sense of commitment and loyalty toward the company.” READY MIX L IMI TED