Dominique Hall: Cultivating Careers at Agrati

Dominique Hall

Dominique Hall

Human Resources Manager

Agrati

Meet Dominique Hall, Human Resources Manager at Agrati. Agrati is an automotive manufacturer with a deep commitment to employee development and growth. Dominique’s dedication to networking within the workforce development ecosystem has opened doors to pivotal connections for Agrati’s team. Continue reading to learn how Agrati is not only powering its own training platform, but also partnering with organizations across Chicagoland to create new opportunities for its employees.

What is your role at Agrati?

I am the Human Resources Manager.

What was your educational path like? Did it mirror that of your family?

My initial educational path closely mirrored my family's, as many of them are nurses. Naturally, I pursued nursing, but quickly realized it wasn't for me. I then transitioned to a manufacturing company in the medical field. There, while serving as the Executive Administrative Assistant to the President, I was introduced to various human resources (HR) functions, starting with time and attendance and extending to aspects like interviewing. This experience sparked my passion, leading me to pursue my own education in HR. I earned a bachelor's in Business, followed by an MBA, and ultimately, a master's in Human Resource Management.

What obstacles have you had to overcome?

A primary challenge early in my career was navigating the balance between HR education and hands-on experience. While my academic credentials were clear, demonstrating sufficient practical experience was much harder. I did not give up. I persisted, even taking on temporary roles to gain the necessary experience to strengthen my resume.

What have been keys to your success?

The biggest keys to my success have been to remain motivated and driven. I’ve continuously furthered my education and actively stayed up-to-date on evolving employment laws. 

I can't say this enough: network and be open. Be open to hearing about what other companies are doing. Be open to connecting with local workforce partners.

Tell me what it's like to work at Agrati. What makes it special or unique?

What makes Agrati unique is our ability to deliver a powerful impact despite our smaller manufacturing environment. We pride ourselves on the high quality of our products, our valued customers, and our unwavering commitment to our employees. We believe in fostering growth. If you come to Agrati with a willingness to learn, we'll provide the training and tools you need to advance within the company.

What is Agrati hoping to achieve in the next few years?

We are hoping to retain employees and recruit new people into the field who are eager to learn and grow. Many of our employees started working here immediately after high school and are now at retirement age. Several have over 30 years of experience, some have up to 50 years. Over time, these employees have developed specialized shop floor experience that can be challenging to replace, particularly when recruiting the new generation of people who are increasingly more attracted to technology-based fields. 

What agencies or partners do you work with to source entry-level talent? 

We've established a strong partnership with OAI, a workforce provider that trains and places interns. This allows us to continuously integrate new talent into our team, even during periods when we're not actively hiring. Interns benefit immensely by gaining real-world experience, and in turn, they provide us with crucial support for a set period.

Our role is to provide a comprehensive learning experience. We simply need to designate a mentor within the department who can teach them various aspects of the role. We outline what they'll learn, and while they're with us, we monitor their performance and attendance to ensure a successful outcome.

Does your organization routinely provide on-the-job training for employees? Do partners contribute to or provide any of that training?

Training is a strong focus at Agrati. We've established our own internal training center, Agrati University, which provides over 50 in-house courses spanning from finance to manufacturing. We actively encourage our employees to grow their careers and advance within the company.

Each year, I collaborate with department managers to develop a training plan that addresses their needs. If a manager identifies a specific training area not covered by our existing courses, I then seek out a third-party trainer to implement the specific training required by that employee or group of employees.

We also have been participating in Good Jobs Chicagoland which provides our employees with an array of training opportunities as well as wraparound support.

How did you learn about Good Jobs Chicagoland? How has participating in that experience been for your organization?

A discussion with OAI about our employee development needs connected us with Good Jobs Chicagoland, and the experience has been nothing short of exceptional. Since our initial connection, we’ve been presented opportunity after opportunity. 

Their training support has truly propelled our team's growth. We've seen team members make big strides, particularly with our leadership training program, where employees who weren't initially prepared have shown remarkable improvement. Beyond that, even basic skills like email etiquette and presentation abilities have significantly improved. The progress we've witnessed makes the partnership with Good Jobs Chicagoland invaluable.

It's important to step away from the office and network on the ground. You never know who you'll meet at these events, and by sharing information about your company and what you're looking for, you'll likely find someone who can offer a beneficial connection.

What services has Good Jobs Chicagoland provided for participants/employees? How has this been beneficial for Agrati?

Good Jobs Chicagoland offers fantastic opportunities for our team members. Agrati employees participate in specialized continuing education courses and have the ability to take courses of their own choosing at the participating educational institution. Entry-level team members gain valuable basic office skills, a key stepping stone in our succession plan. Staff also have access to a wide range of financial assistance programs. 

Participating in this experience allows us to upskill our teams and demonstrate our commitment to investing in the growth of employees. We want to see our team members thrive and expand beyond their current roles.

When you initially engaged with the workforce development ecosystem, what need were you trying to address?

We recognized that there was a gap in leadership skills among employees. We are committed to employee development and prefer to promote from within. However, when promoting entry-level employees into lead or supervisory roles, they often lacked the necessary skills to effectively manage and develop their direct reports. To address this, we decided to bring in external expertise to equip these leaders with the skills needed to foster their own growth and, importantly, to cultivate the talents of those they manage.

I was genuinely surprised to learn about the vast resources available to us.

What are examples of entry-level jobs at Agrati?

We offer several entry-level opportunities. Our production tech trainee program features two distinct roles. As a headerman, one will learn to set up and break down the machines that manufacture screws. The rollerman position focuses on putting threads on the screws. Both are excellent entry points, as we provide training on all aspects of the position. Beyond the production tech program, we also have entry-level roles in shipping and receiving as well as the sort department.

Are there any challenges that you face in finding applicants for entry-level jobs?

First, there's the attendance issue. It's a huge hurdle, and it's not just us. I hear about other manufacturers and local businesses facing the exact same thing. Getting employees to consistently show up for work every day is a real challenge.

Second, we've noticed a pattern where employees tend to leave for the "next best thing." We see a cycle of employees leaving when another company offers even a slight pay increase. This definitely presents a big challenge to keeping employees in entry-level roles.

Do entry-level positions have a career path associated with them - i.e., a way to be promoted to a position with greater responsibility and compensation?

Our production tech trainee program offers a clear path for career progression. Trainees begin in a dedicated classroom setting with a trainer for two to four months. When they graduate, trainees transition to the shop floor to implement their newly acquired skills. During this period, their abilities are continually evaluated which can lead to a raise and promotion to Production Technician One. From there, technicians are measured for advancement to Production Technician Two, Three, and ultimately have the opportunity to become a group leader or supervisor. It typically takes about five years for a production tech trainee to achieve peak performance and become an expert in their field.

Can you give me an example of an employee you hired from OAI who really worked out well? 

We have many success stories. Take, for instance, an individual in our shipping and receiving department. After completing a short internship, he was hired full time and has been with us for nearly two years. He has truly been a rockstar on the floor. He demonstrates consistency, a willingness to learn, and frequently takes on additional tasks. 

Another great example is a production tech trainee who has also been with us for about two years. He seamlessly moved from daily mentorship to working independently on the third shift, proving to be another rockstar. Always eager to learn new things, he recently transitioned from operating a header machine to becoming a bolt maker, continuously expanding his skill set within the company.

When you first met with OAI, how did that go? Was it what you expected, or was it different? What should other employers know?

Our initial meeting with the workforce provider was truly an eye-opener. I was genuinely surprised to learn about the vast resources available to us. It wasn’t simply about us listing our training needs. Instead, they actually develop customized courses specifically designed for our organization and industry. They informed us about grant opportunities for the organization and for individual employees. They truly went above and beyond. 

It's important to step away from the office and network on the ground. You never know who you'll meet at these events, and by sharing information about your company and what you're looking for, you'll likely find someone who can offer a beneficial connection. You can also network with other employers who might be facing similar challenges or seeking the same type of employees.

What are the advantages of working with OAI? What solutions do they provide?

A great advantage of working with OAI is the opportunity to bring in interns. These individuals are typically well-trained with excellent soft skills and are ready to contribute to the workplace. This arrangement allows both the intern and us, as the employer, to test out the interaction before committing. Interns come in, learn various skills, understand their role, and get a feel for our location and environment to see if it's a good fit for them. Simultaneously, we get to assess their skills and determine if they're a good fit for our team. 

How do you describe the benefits to senior leadership or others? How did you get senior leadership on board?

We meet with leadership on a monthly basis to review our needs and provide updates on the benefits that the company is gaining by engaging with our partners. We maintain senior leader buy-in by clearly demonstrating the positive outcomes we're achieving and how these programs directly address our identified needs.

What services do you wish you could get from an agency or partner that you currently do not? 

We would love to have dedicated transportation services for our employees. Absenteeism or lateness because of transportation is a major issue that we want to eliminate. As a company, we are exploring the possibility of providing transportation within a particular distance to better support our team members.

Is there any advice or insight that you would share with other employers who are looking to engage with the workforce development system?

I can't say this enough: network and be open. Be open to hearing about what other companies are doing. Be open to connecting with local workforce partners. I’m often pleasantly surprised to hear about an array of opportunities that are happening around the city from local partners. The best advice I can give is to network, research, and ask questions. 

How, if at all, do you believe Chicagoland employers should contribute to addressing poverty and inequality in Chicago neighborhoods?

The easiest way to address this is to stay competitive by paying close attention to what the local employment market trends and cost of living are. This will definitely help to ensure your employees are comfortable. They simply can't work well if they're underpaid and worried about rising food and housing costs. To stay competitive, employers must be in the know when it comes to the cost of living in their particular area.

Interviewed by Austin Morales-Sanchez on July 1, 2025 | Written by Misha Williams