Frito-Lay Case Study – Rozbieha študentom chuť k výrobnej práci

Launch a 12-week campus outreach sprint that highlights clear career ladders, overtime options, and hands-on exposure on the shop floor. This approach targets people likely to join production teams; theyre more engaged, reduces confusion, and delivers tangible benefits to them while buying time during assessment cycles.

During a 90-day pilot across six campus partners, the outreach touched about 1,600 learners; the apply rate was 9%; conversion to oprávnený applicants reached 60%; theyre drawn to team-based paths and clear benefits; time-to-offer averaged 28 days; overtime options emerged as a key driver of acceptance; post-onboarding turnover within 12 weeks fell from 14% to 9%.

To scale, the program must align onboarding with real-time needs from the shop floor. Learners in the next cohort will see high value when rotations include packaging, QA checks, and line readiness, addressing areas where many felt confused and delivering clear outcomes. The team from mccarter should also build a simple, transparent path that is time-bound and clearly communicates eligibility, overtime benefits, and the link between effort and rewards; need to ensure theyre buying into this approach, or else the next phase wouldve stalled, wasnt enough to address every problem and wouldve created missed opportunities.

whats next priorities include expanding to two more campuses, refining messaging to reduce misperceptions, and tracking key outputs weekly: number reached, number who apply, time to fill, and actual days spent in shifts. The aim is to convert a larger share of people into the candidate pool with a defined value proposition.

This plan targets every obstacle by offering a predictable schedule, meaningful benefits, and a clear path to growth that people actually want. We know how to turn confusion into clarity; theyre buying into a next-step approach that wasnt vague, has actually been proven in pilot zones, and wouldve required more resources otherwise. The team, led by mccarter, has actually been able to convert interest into stable shift assignments, time after time, and the results show high retention among them. What is bought here is trust and belonging that sustains effort across cycles. If implemented, this approach will grow a diverse, eligible talent pool and save time across cycles, also delivering a similar value proposition that resonates with leadership and campus partners.

Case study overview: how Frito-Lay engages students to explore manufacturing careers

Recommendation: implement a six-week exposure cycle that pairs classroom content with hands-on plant experiences, challenge-driven projects, and mentor support. The plan gives learners working context, helps them see real employer needs, and builds a concrete employment trajectory.

Scope and reach: since inception, the initiative has touched about 3,800 learners across 14 school districts, with 260 participants completing paid internships or structured apprenticeships. Local partners report that participation seems to boost awareness of line roles, maintenance, quality control, and logistics within plant operations.

Structure and components:

1. Outreach and alignment: establish a shared calendar with districts, set eligibility and safety expectations, and ensure compliance with regulations governing youth work.
2. On-site exposure: guided tours, shadowing shifts, and live demonstrations in production areas, all led by trained staff and employees.
3. Hands-on challenges: teams tackle real problems drawn from the history of efficient line pace, waste reduction, and packaging optimization, with feedback from mentors.
4. Mentorship and employer contact: each learner is matched with a workplace guide, a supervisor, and a career advisor to discuss next steps toward potential sandbox experiences or employment opportunities.
5. Support services: transportation stipends, meals, and accessible scheduling to keep participation high and reduce barriers.
6. Measurement and compliance: track eligibility, employment outcomes, and participant satisfaction while staying within local regulations and data privacy rules.

In topeka, Kansas, the sponsor partnered with district leadership and local manufacturers to launch the pilot, starting with 12 schools and about 120 learners, backed by 10 mentors and 8 employer sites. In the next cycle, participation expanded to 32 mentors and 260 learners, strengthening a pathway into entry-level roles that offer growth potential. The local history shows how a focused hub can seed expansion to nearby districts and create a replicable model.

Impact and recommendations: to sustain momentum, align calendars with schools, provide transportation support, and maintain a diverse slate of challenges that reflect local needs. The plan seems to grow interest, reduce confusion about what working in a plant entails, and connect participants with an employer network that values safety, high performance, and continuous improvement. If a campus wants to scale, start with a modular playbook, define clear eligibility criteria, and build a data dashboard that tracks who remains active, who enters employment, and what skills they acquire–this wouldve improved the probability of long-term placement.

Identify Target Audience Segments: STEM, business, and non-traditional students

Begin with three targeted tracks: a path in engineering/tech to attract STEM talent, a management/analytics path to engage business-minded learners, and a flexible route that attracts non-traditional entrants; structure onboarding steps that help them progress next, to make progress, not just apply.

STEM track: emphasize history of hands-on roles in production, reveal the power of a structured on-ramping program, and provide a fund to cover tuition or tools; tie outcomes to grow value, use time-to-competence metrics, and maintain a clear ladder that moves people from entry to senior specialist; working pathways that lead to real responsibilities should be highlighted.

Business track: highlight process optimization, analytics, logistics, and finance; show the next value a company gains when these people contribute; leadership says investing in pensions and unions supports retention; this sounds similar to prior programs and could reduce quitting rates; then time-to-promotion can be shorter, and companies have more people who share best practices; this idea probably resonates with leadership, and not a terrible idea.

Non-traditional entrants: address switching from other fields, caregiving, veterans; dont quit a steady position without retraining; offer flexible schedules, blended on-site and remote options; investing in training could grow careers; there is value in sharing experiences; this can bridge a cliff in skill gaps, ensuring enough time to retire; there is momentum that sounds promising.

Measurement and next steps: while pilots run, track enrollment by segment, monitor conversion rates; share results with leadership; investing resources; the next milestone could be doubling applications within a year; from these results, adjust messaging; people and companies share outcomes; there is something to learn there.

Campus Outreach Toolkit: campus events, plant tours, and hands-on demonstrations

Launch a 12-week campus outreach plan built around three touchpoints: events, plant tours, and hands-on demonstrations. Align the calendar with campus career services, a kickoff call, and a closing debrief to capture what prospects actually learned.

These experiences are likely to spark interest in production paths among every attendee; this would benefit both the campus ecosystem and the employer. Target 200–250 participants per event, with 40–50% registering to join plant tours, and 25–35% requesting follow-up conversations.

Hands-on demonstrations should feature three core activities: a robotics simulator, a mock assembly line, and a packaging‑quality checks exercise.

Plant tours logistics: 60‑minute sessions, safety briefing at entry, a 15‑minute Q&A, and a post-tour debrief to capture key signals.

Engagement extends beyond learners to campus staff and unions; schedule overtime-eligible sessions, and provide a clear conditional pathway to potential pipelines. Explain benefits, overtime policies, and career ladders, including any retirement options, to build trust and reduce friction.

Money and time must be allocated clearly; whats more, these experiences align with values of equity and employee development. There is no cliff in follow-ups when content is repeated and opportunities are visible; theyre easy to track, and overtime investments pay back. Leadership insights from nooyi emphasize instinct toward people growth; employees respond when pipelines appear, and the company can make progress over years.

Career Path Clarity: outlining roles, progression, and required training

Publish a five-level ladder for production teammates with clearly defined responsibilities, milestones, and formal training bundles, and attach salary bands so the paycheck is predictable at each rung.

There should be a central, locked, publicly accessible guide so new hires and current staff know whats next; from the first week, staff can see what skills are required, what wouldve been expected, and how time-to-advance is measured.

Within this framework, each rung combines on-the-job learning with structured modules: safety and quality, equipment operation, process control, data literacy, and cross-training across functional squads. The program should be funded by a company fund, with paid release time to complete training and documented completion leading to advancement.

Measurement and governance hinge on clear criteria, with quarterly reviews, visible dashboards, and a predictable time in role that minimizes the risk of losing momentum. Five concrete milestones should be published: completion of safety and GMP modules, first autonomous line adjustment, first shift coaching assignment, first lead duties, and first profit-impact project. The plan ties to employment outcomes and salary progression, reinforcing retention and reducing quitting.

Whats more, Nooyi share that a disciplined talent pipeline matters. There is a history of investing in internal mobility within a company having a long history in snacks, with brands such as oreos illustrating consumer-facing lines. This wouldve helped staff taken on broader responsibilities without leaving the plant, and the pay and training time would be seen as transparent. A journalist could review what actually happened, verify what next steps are, and confirm how the fund was allocated to support next-level movement.

Partnerský rámec: univerzitné prepojenia, kluby a spolupráca fakúlt

Odporúčanie: zriadiť päťčlenné univerzitné styčné centrum v rámci oddelenia firemných partnerstiev s formálnou dohodou medzi univerzitnými partnermi, ako je McCarter (mccarter). Novinár bude každý týždeň upravovať výsledky, sledovať výsledky zamestnanosti a vytvorenú hodnotu, zatiaľ čo peniaze investované sponzorskými spoločnosťami podporia pilotné programy. Zdá sa, že plán zosúlaďuje potreby priemyslu so silnými stránkami univerzity a ponúka alternatívnu cestu od konvenčných prístupov a prináša hmatateľné výsledky do piatich rokov.

Štruktúra: tri kanály – kontakty s univerzitami, kluby a spolupráca s fakultami – tvoria základ rámca. Kontaktné osoby prekladajú potreby trhu do projektových podkladov; kluby organizujú praktické stretnutia; fakulty integrujú výzvy odvetvia do učebných osnov. Podmienečný proces schvaľovania riadi pilotné projekty a vyvažuje rýchlosť s bezpečnosťou. Tím koordinuje programy prepravy a logistiky, čím zabezpečuje interdisciplinárne myslenie a jasný, opakovateľný editačný cyklus každý mesiac.

Plán implementácie: ciele prvého roka zahŕňajú päť pilotných projektov s partnerskými spoločnosťami v lodnej doprave a distribúcii, prepojených s piatimi univerzitnými klubmi a dvoma katedrami. Tieto pilotné projekty prinášajú možnosti zamestnania a skúsenosti z reálneho sveta, podporené finančnými prostriedkami vyčlenenými na štipendiá a cestovné. Zamestnávatelia investujú do študentských tímov, pričom pravidlá pre prácu nadčas sú definované vopred. Alternatívou je spoliehať sa na príležitostné dočasné pracovné sily; tento rámec umožňuje vybudovať trvalý kanál, ktorý pretrvá aj po prvom roku.

Merania a správa: medzi metriky prvého roka patrí umiestnenie zamestnancov, nadčasové hodiny, celková investovaná suma a 12-mesačné udržanie. Novinár spravuje panely, ktoré sú upravené pre prehľadnosť a aktualizované každý týždeň. O ďalších krokoch sa rozhodne na štvrťročných revíziách; zdá sa, že tieto partnerstvá vytvárajú trvalé talenty, ktoré sa premietajú do hodnoty pre spoločnosti.

Metriky a spätná väzba: sledovanie dopytov, žiadostí a udržania záujmu

Odporúčanie: implementujte centralizovaný analytický panel v reálnom čase na sledovanie dopytov, žiadostí a udržania záujmu naprieč kanálmi, s týždennými upozorneniami a priradením zodpovednosti vášmu lokálnemu tímu. Tento prístup prináša hodnotu zamestnávateľovi a komunite a označuje pokrok podľa výkonu kanála a angažovanosti kandidátov.

• Získavanie a zdroje údajov

  Zhromažďujte dopyty, žiadosti a prejavy záujmu z miestnych škôl, školiacich stredísk, pracovných portálov a firemnej webovej stránky. Označte každú položku podľa zdroja, časovej pečiatky a kanála; zabezpečte, aby existovali polia pre kvalitu zdroja, vhodnosť kandidáta a ďalšie kroky. Konzistentné údaje znižujú riziko straty signálov a uľahčujú zdieľanie toho, čo funguje, s tímom.

• Kľúčové metriky na sledovanie

  Sledujte mesačné počty dopytov a žiadostí, plus signály udržania si zamestnancov v 30, 60 a 90-dňových intervaloch. Vypočítajte miery konverzie z dopytu na žiadosť a zo žiadosti na pohovor alebo ponuku. Merajte čas do prvej odpovede a čas do žiadosti, ako aj riziko ukončenia pracovného pomeru a náklady na nadčasy počas vrcholných období. Monitorujte aj podiel celkového objemu podľa kanála, aby ste mohli označiť najsilnejšie zdroje a miesta, kde sa vaša intuícia zhoduje s údajmi.

• Benchmarking a interpretácia

  Používajte určitý základný príklad: 500 dopytov mesačne, 120 žiadostí, 60 prijatých zamestnancov, so 60-dňovou retenciou okolo 70 %. Ak výsledky klesnú, identifikujte hlavné príčiny medzi kvalitou zdroja, počtom zamestnancov, odmeňovaním a zákonmi ovplyvňujúcimi tok kandidátov a následne upravte činnosti. Ak je to možné, zdokumentujte, čo sa zlepšuje a čo nie, aby ste informovali ďalšie kroky tímu.

• Akčný plán a optimalizácia

  Aký je najlepší spôsob na urýchlenie výsledkov? Spúšťajte A/B testy správ pre oslovovanie, výziev v žiadostiach a postupností nadväzovania kontaktov. Prerozdeľte finančné prostriedky z neefektívnych kanálov do úspešných kanálov, vrátane nakupovaných médií, a zosúlaďte odmeňovanie a benefity s realitou trhu, aby ste znížili riziko odchodu zamestnancov. Zvážte aj riadenie nadčasov rozvrhnutím personálu tak, aby zodpovedal obdobiam špičky, a zároveň zabezpečte, aby zostali mzdové a dôchodkové balíky konkurencieschopné a v súlade so zákonmi. Tento prístup pomáha vašim miestnym zamestnávateľským partnerom vidieť hodnotu, zatiaľ čo tím získava jasnejší plán a rýchlejšie spätné väzby.

• Správa, spätná väzba a udržanie zamestnancov

  Zaveďte týždenné revízie inštitútu na zdieľanie zistení s miestnym tímom a zamestnávateľskými partnermi. Používajte spätnú väzbu na vylepšenie správ, úpravu načasovania oslovovania a zachovanie transparentnosti ohľadom toho, kde existuje dynamika. Silná kadencia založená na dátach podporuje dlhodobé udržanie zamestnancov, minimalizuje odchody a udržiava váš inštinkt informovaný merateľnými trendmi. Taktiež si udržiavajte kapitálovú rezervu na financovanie experimentov a dokumentujte, čo ste sa naučili, aby ste predišli strate dynamiky v časoch tlaku alebo prudkého nárastu nadčasov.