At a Glance:
ROXBORO, N.C. — When manufacturers announce a major expansion, the story is usually told in numbers: Dollars invested. Square footage added. Jobs promised.
But buildings don’t operate machinery. Incentive packages can’t run extrusion lines. And hiring hundreds of people in a community where a company has never operated takes more than posting a few help-wanted ads.
It takes a workforce. And that takes some doing.
When Polywood decided in 2018 to expand beyond its longtime home in Syracuse, Ind., and establish a manufacturing and distribution operation in North Carolina, the outdoor furniture producer had an attractive building, an ambitious growth plan and a community eager to welcome it.
What it lacked was an established local workforce or an employee on the ground to begin building one.
That is where Piedmont Community College and the North Carolina Community College System’s NCEdge Customized Training program entered the picture.
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The partnership helped Polywood grow from an initial workforce of 16 people to more than 800 employees, according to Ryan Zimmerman, vice president of human resources. The company’s Roxboro campus has also grown from approximately 500,000 square feet to nearly 1 million square feet.
Today, Zimmerman said, Polywood is the largest employer in Person County.
Path to expansion
Those numbers make the expansion impressive. How the company reached them may be even more important.
Polywood manufactures outdoor furniture using lumber made from recycled high-density polyethylene plastic. At the Roxboro campus, post-consumer material is processed and extruded into Polywood lumber.
That material then moves into furniture production, where CNC equipment, robotics and employees cut, machine and partially assemble the products before they are shipped directly to customers.
Building that operation required Polywood to recruit and train people for jobs and processes that were not necessarily common in the immediate area.
Zimmerman said North Carolina attracted the company partly because of the building available in Roxboro and the growth opportunities surrounding it. But the willingness of the community and state workforce organizations to become active partners helped separate North Carolina from other possibilities.
“We saw the partnership come together as we were starting to have conversations,” Zimmerman said. “The way the state of North Carolina works with the colleges, in partnership with businesses, is like we haven’t experienced in Indiana.”
That model is built around NCEdge Customized Training, the state’s workforce training incentive administered through the North Carolina Community College System.
Sara Lloyd, regional director for NCEdge Customized Training, said the program differs from incentives that simply provide a company with money and leave it to find and purchase training on its own.
“We didn’t just give Polywood a check and say, ‘Here’s some money from the state. Go find some training,’” Lloyd said.
Instead, NCEdge funding is used through local community colleges to identify what a company needs, develop the training and connect the employer with additional workforce resources.
Community college partner
In Polywood’s case, Piedmont Community College became the local partner responsible for helping turn a manufacturing plan into an operating workforce. The first challenge was recruiting.
When Polywood began accepting applications, Zimmerman said the company received hundreds of responses. But it had no established human resources staff at the Roxboro location to screen applicants, evaluate skills or organize the initial hiring process.
Piedmont Community College helped fill that gap.
Jody Blackwell, dean of technical & manufacturing programs at the college, said PCC assisted with recruiting, WorkKeys assessments and applicant screening. By the time candidates met with Polywood, the company had organized information and test results it could use to make hiring decisions.
“We brought people into the room, and they had their WorkKeys scores and everything ready to go,” Blackwell said. “Polywood could interview them.”
For Zimmerman, the arrangement required trust.
Polywood generally handles its recruiting internally and makes limited use of outside recruiters or contract labor. In Roxboro, however, the company needed a local partner capable of understanding the positions, identifying the necessary skills and screening applicants accordingly.
“We had to build the trust with the college that they were screening the way we wanted them to screen and filtering people into the positions and skill sets we were looking for,” Zimmerman said.
That relationship became particularly important during the first six months, when Zimmerman and Blackwell sometimes spoke almost daily.
But hiring the initial workforce was only the beginning.
Expanded list of resources
As Polywood’s Roxboro operation grew, the role of Piedmont Community College and NCEdge grew with it.
What began with recruiting and WorkKeys testing expanded into forklift instruction, maintenance training, leadership development and technical programs supporting robotics and other advanced manufacturing equipment.
When Polywood added extrusion operations, the company needed employees with a skill set that was not widely available in Person County. The partnership helped connect Polywood with the Polymers Center in Charlotte for specialized plastics and extrusion training.
“The relationship went from assisting with the hiring process to more in-depth technical training,” Blackwell said. “We customize it to their needs.”
That is the key word: customize.
The college was not attempting to fit Polywood into an existing, off-the-shelf training program. As the company’s equipment, processes and workforce needs changed, the training changed with them.
The approach also allowed Polywood to develop much of its management and technical talent from within.
Zimmerman said a significant number of employees hired during the company’s first year in Roxboro remain with the company. “We’ve got a large population that we hired in the first year that is still there,” he said. “They’ve moved up into more leadership roles, and we’ve taken the training the college provided and developed it internally for the betterment of the company.”
Careers and community
That ability to create career paths has been especially important in a rural market.
Lloyd said the success of customized training cannot always be captured by simply counting the number of employees trained or the number of classroom hours delivered. The more meaningful measurement is what happens afterward.
In Person County, that means people finding careers close to home, developing new skills, moving into higher-paying positions and seeing manufacturing as a profession with room for advancement.
“The metrics don’t tell the whole story,” Lloyd said. “It is the impact on the company, the employees and the community.”
Blackwell sees that impact from two perspectives: as a college administrator responsible for workforce development and as a member of the Person County community.
Polywood’s growth has created jobs paying livable wages while giving local residents opportunities that might otherwise have required leaving the area.
“When they are providing great, livable wages, it changes people’s lives,” Blackwell said. “That is exactly our college mission. Polywood fit into the college mission of changing and transforming lives.”
The relationship has not been one-sided.
Blackwell said Polywood employees have participated in college panels, assisted with student interviews and supported work-based learning opportunities. The company has contributed products to college events and helped PCC connect students in industrial systems, mechatronics and other technical programs with real manufacturing careers.
Even seemingly small requests demonstrate the depth of the relationship.
When Polywood wanted food and dessert trucks for an employee appreciation event, company representatives called Blackwell. Because PCC is rooted in the community, the college knew whom to contact.
That may sound far removed from workforce training, but it illustrates what Lloyd and Blackwell say makes the system work. The college does not disappear after a class ends or the initial group of employees is hired. It remains available as the company and community grow together.
Zimmerman believes that support contributed directly to Polywood’s ability to expand so rapidly.
“If we didn’t see success in building out this location and getting the resources we did through this partnership, I don’t know that we would have grown this rapidly,” he said. “Going from zero to over 800 employees in six or seven years is pretty significant. A lot of companies don’t experience that over a lifetime.”
His advice to other companies considering a North Carolina expansion is equally direct: Find out what workforce resources are available and do not assume everything must be handled internally.
“It is understanding what your resources are, determining how you can leverage those resources and not being afraid not to do it on your own,” Zimmerman said.
A lesson about people
For the furniture industry, the Polywood story offers a lesson that extends beyond one company or one North Carolina county.
Manufacturing expansions are often treated as real estate and capital investment projects. But buying a building and installing equipment may be the relatively easy part. The harder job is finding people, teaching new skills, developing supervisors, retaining employees and creating a workforce capable of growing with the operation.
Polywood brought the product, processes, investment and opportunity. NCEdge brought the statewide training structure and funding. Piedmont Community College brought local knowledge, recruiting assistance, technical training and a continuing presence in the community.
Together, they created something none of the three could have built as effectively alone.
The lesson is simple: Square footage can be bought. Machinery can be installed. Incentives can help close the deal.
But none of those things builds a successful operation; people do.
And when a company and a community are supported by a local college and a statewide workforce partner such as NCEdge, they do more than create jobs. They create opportunity, stability and a future that can be shared.