era marked by absenteeism, reliability issues, and behavioral challenges that strained operations and culture. The response was difficult but decisive. Dayley set a clear expectation with the workforce around attendance, conduct, and standards, implementing formal policies and adopting a zerotolerance approach to behavior that undermined the team. Over the following year, Sapphire reduced its workforce significantly while issuing an unusually high number of W-2s, reflecting a cycle of hiring, training, and separation as the company rebuilt its team around accountability. Out of that difficult period, Sapphire believes it emerged stronger. With fewer employees but clearer standards, leadership describes a healthier culture and a more cohesive workforce. Operations Manager Shane McGoldrick emphasizes that the key to sustaining culture, especially with today’s workforce realities, is active leadership on the floor. Rapport, consistent communication, and clear enforcement of rules create an environment where strong employees do not become discouraged by uneven accountability. The company’s focus is on shared expectations, transparency, and a team mindset grounded in solving problems together rather than tolerating ongoing disruption. This cultural reset occurred alongside major wage pressure in the regional market. Sapphire leadership 75 BUSINESS VIEW MAGAZINE VOLUME 13, ISSUE 02 SAPPHIRE METAL FINISHING
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