Mario Harik

The first one tells them what their productivity is versus their peers.

So they can see effectively if you had 10 people working the dock, are they number one or are they number five?

And if you're number one, there's a lot of bragging rights that go along with that, but that's more on the productivity side.

And then the second dial shows them how many damages they could have caused by either not strapping the pallets or not.

So every time you scan a pallet to move it across our docks from one trailer to another trailer, we actually show folks what their numbers would look like.

And similarly, the supervisors, they have a system as well, very modern platform, all proprietary, our own engineers build these solutions.

where effectively they can see then the performance across the entire workforce or a certain shift and how they can actually manage that more effectively.

Overall, the response is very good, but there's a reason for that.

It all depends what you do with the information.

It all depends what you do with it.

If let's say somebody causes a damage and you're coaching them and telling them where they went wrong and how they can do better, that's a very uplifting experience.

Let's say I've been on the job for three months or six months.

I've been trained, but at the same time, it still takes that muscle memory to be better.

That enables us to coach and train that person how they can be better at what they do.

And usually people, when they get better, they actually see that very, very positively as well.

So I think it all depends how you use the information.

If you use it just to hold people accountable and have a very strict set of rules, then of course, you're not going to have a lot of satisfaction with that.

If you're using it as a way to elevate your team, to coach them, to teach them how to do things in a better way, that can be very uplifting.

It depends on the meeting.

Different meetings have different structures.