Why Best Companies Are Betting on People: Inside the Hiring, Retention and Culture Moves That Drive Growth

Puratos USA joins an exclusive group this year after earning Top Employer certification from the Top Employers Institute – putting it alongside just a handful of countries within the global Puratos network that have achieved this recognition. Belgium and Spain already hold the distinction, and now the US operation has passed the same rigorous audit. The question isn’t whether this matters for corporate image – it’s whether people-focused strategies actually move the needle in an industry where margins are thin and competition is brutal.

The timing couldn’t be more relevant. US food manufacturing faces a talent crisis that’s costing companies serious money. Manufacturing turnover disrupts production for over 80% of companies, with the cost to replace skilled frontline workers ranging from $10,000 to $40,000 each. The sector is battling recruiter turnover of 42% and candidate dropout rates of 35%, contributing to only 36% of companies meeting their hiring goals in 2024 – down from 44% previously.

Food manufacturing specifically struggles with over 600,000 unfilled positions as of early 2025, according to industry data. When half of US employees are actively looking for new opportunities, any edge in attracting and keeping talent becomes a competitive advantage.

The Puratos USA Playbook

The Top Employer certification isn’t handed out lightly. It requires passing an extensive audit across six domains: People Strategy, Work Environment, Talent Acquisition, Learning, Wellbeing and Diversity & Inclusion. Companies submit detailed documentation, undergo benchmarking against global standards and face rigorous evaluation of their actual practices – not just policies on paper.

For Puratos USA, this process validated what Chief People Officer Barry Thrutchley calls their core philosophy: ‘We believe that to win in the marketplace, we must first win in the workplace. That means being just as intentional about creating an amazing employee experience as we are about delighting our customers.’

The company’s approach centres on what they term a ‘Destination Workplace’ – positioning themselves as somewhere people want to work, not just somewhere they happen to end up. President Andrew Brimacombe frames it simply: ‘Our people are the heart of our business, and this recognition reinforces our commitment to building a culture where everyone feels empowered to grow, contribute and make a difference.’

From Vision to Execution

Puratos USA backs up the rhetoric with concrete initiatives. Their ‘Calling for Caring’ programme focuses on employee wellbeing and community involvement – an approach that earned recognition from the American Bakers Association through their ‘Champions for a Better Tomorrow’ Workplace Award earlier this year. Companies pursuing workplace happiness strategies often see measurable returns in productivity and retention.

The company structured their people strategy around measurable outcomes rather than feel-good messaging. They track retention rates, internal promotion percentages and employee satisfaction scores as business metrics, not HR nice-to-haves. Top Employer certified companies typically see increased traffic to career sites and better recruitment efficiency – metrics that translate directly to reduced hiring costs and faster time-to-productivity for new hires.

Their talent acquisition process emphasises candidate experience from application through onboarding, recognising that losing candidates late in the process costs money and reputation. The learning and development programmes focus on skills that drive both individual career progression and company performance – creating internal pipelines for leadership roles rather than constantly recruiting externally at higher costs.

The Business Impact

The connection between people practices and business results becomes clear when you examine the numbers. Research on US food manufacturers shows that addressing employee needs like communication, training, trust and recognition directly improves attraction and retention while supporting business growth.

Stable teams mean consistent production quality, reduced training costs and stronger customer relationships. When employees stay longer, they develop deeper product knowledge and process efficiency. Lower turnover means less disruption to production schedules and fewer rushed hiring decisions that lead to poor fits.

Puratos USA’s expanding footprint across North America – including recent facility investments and market growth – aligns with their internal focus on people. Manufacturing case studies from companies like Barry-Wehmiller and Honda demonstrate that people-centric leadership delivers superior retention, productivity and quality outcomes compared to traditional management approaches. This approach mirrors what successful brand builders understand about building lasting value rather than chasing short-term gains.

The certification also provides external validation that matters in recruitment. Companies maintaining Top Employer status report stronger employer brand scores – up to 98% in some cases – and more effective recruitment strategies.

What Ambitious Companies Can Learn

Puratos USA’s approach reveals several practical principles for companies serious about growth. First, they treat employee experience as a business strategy, not an HR department responsibility. Leadership involvement in people decisions matches their involvement in sales and operations decisions.

Second, they measure what matters. Employee satisfaction surveys are useful, but retention rates, internal promotion percentages and time-to-productivity metrics tell the real story. Third, they invest in systems and processes that scale – building internal capabilities rather than depending on external recruitment to solve every talent need.

The company’s global context also matters. Puratos Belgium has held Top Employer status since 2019, while Puratos Spain earned certification for the second consecutive year in 2025. These subsidiaries report sustained organic growth and strong market positions – suggesting the approach translates across different business environments. Successful business leaders consistently emphasise that scalable systems drive sustainable growth.

The certification process itself forces companies to document and systematise their people practices, creating consistency and accountability that wouldn’t exist otherwise. It’s benchmarking against genuine best practices, not industry averages.

For mid-sized and large US food companies, Puratos USA’s example shows that competing on people practices isn’t about generous benefits or flashy perks. It’s about building systems that attract, develop and retain the talent needed to execute business strategy consistently. In an industry where operational excellence determines profitability, the companies that solve the talent equation will have a significant advantage over those still treating people management as an afterthought. Modern companies are increasingly recognising that strategic employee benefits form part of this broader retention approach.