In this interview, Tracy Schooley, HR Director at PFNonwovens, shares how a simple internal contest can be a powerful tool to drive engagement and humanize automation.
The idea came from a simple but powerful intention: to make the introduction of AGVs something shared by the entire company. Rather than presenting them as just another technological upgrade, we saw an opportunity to turn them into something people could relate to. Launching a naming contest felt like a natural way to involve everyone, giving employees a chance to leave their personal mark on the project and feel part of this new chapter in our operations.
The reaction was immediately positive. Employees really appreciated the chance to take part in something creative and a bit different from their everyday routines. The idea of naming the AGVs sparked curiosity and enthusiasm, and the added element of a small prize made it even more engaging. But beyond that, what stood out was the genuine excitement of seeing their ideas potentially come to life within the plant.
We made sure the initiative was visible and accessible to everyone across the facility. Several internal announcements were shared to keep the momentum high and encourage participation. To make the process simple and inclusive, drop boxes were placed in different areas of the plant so that all employees, regardless of their role or department, could easily submit their proposals. This helped create a sense of anticipation as ideas started coming in from all corners of the organization.
What truly stood out was the overall level of creativity: each proposal brought something unique, from clever wordplay to more imaginative or humorous ideas. Rather than a single entry, it was the collective creativity that impressed us the most. The contest revealed a side of our employees that doesn’t always emerge in day-to-day operations, making the whole experience both entertaining and genuinely rewarding.
Absolutely. From the very beginning, we wanted to ensure that the introduction of AGVs was not perceived as something distant or disruptive, but rather as a shared evolution of our processes. Alongside the contest, we invested time in explaining how the AGVs work and how they would support and improve daily operations. The naming initiative played a key role in this effort: it fostered a sense of familiarity, transparency and inclusion. The strong participation from employees across all departments clearly showed that people felt involved and engaged, helping bridge the gap between technology and the human side of our organization.