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ARC's Dick Hill's Skills Gap Presentation from ARC's 2008 Industry Forum
 

ARC's Dick Hill's Skills Gap Presentation from ARC's 2008 Industry Forum

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ARC's Dick Hill's Skills Gap Presentation from ARC's 2008 Industry Forum in Orlando, FL.

ARC's Dick Hill's Skills Gap Presentation from ARC's 2008 Industry Forum in Orlando, FL.

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    ARC's Dick Hill's Skills Gap Presentation from ARC's 2008 Industry Forum ARC's Dick Hill's Skills Gap Presentation from ARC's 2008 Industry Forum Presentation Transcript

    • Addressing the Skills Gap in Manufacturing Operations Dick Hill Vice President ARC Advisory Group Dhill@arcweb.com
    • 2 © ARC Advisory Group What Skills Uncertainty Gap? StaffingLevel Safe Operating Level Gap Skilled and Working For You TimeToday
    • 3 © ARC Advisory Group Changing Workforce Demographics Persons 65 and Over - US Census 2002 The paradox is that although workers are getting older on average, the average retirement age has dropped to 58 years. Workers Live Longer – Retire Earlier
    • 4 © ARC Advisory Group Average Age of Personnel Large Middle Aged Population 0% 20% 40% 60% 80% 100% Operators Process & Production Engineers Control Engineers Maintenance & Instrument Technicians Shift Supervisor Line Management Below 30 yrs 30 yrs - 50 yrs Over 50 yrs Source: ARC 2007 Survey
    • 5 © ARC Advisory Group Manufacturing Lacks Appeal How Do You Get Them Interested… …In Being Here?
    • 6 © ARC Advisory Group Current Education Level for Operators * Other includes, special certificates, technical school, or task specific training 0% 10% 20% 30% 40% 50% 60% College Degree Prior Experience in a Similar Position None Associates Degree or Equivalent Other High School Diploma * Majority of Operators Arrive with a High School Diploma Source: ARC 2007 Survey
    • 7 © ARC Advisory Group Best Practices for Hiring Qualified Personnel • Provide Visible Leadership Support for Training Programs • Collaborate with Local Schools • Minimum Hiring Standards • Structured Induction Programs • Experienced Mentoring Programs What Practices Work For You? Source: ARC 2007 Survey
    • 8 © ARC Advisory Group How Do You Know Your Team Is Prepared? 0% 10% 20% 30% 40% 50% 60% 70% 0-2% 2-5% 5-10% Over 10% Percent of Annual Hours Spent on Training PercentofPopulation Training Hours Do Not Reflect the Impending Crisis Time Spent Training Source: ARC 2007 Survey
    • 9 © ARC Advisory Group 0% 20% 40% 60% 80% 100% Less Than 40 40-80 80-160 More Than 160 On The Job Training (OJT) Computer Based Training (CBT) Simulator Based Training Abnormal Situation/Incident Classroom (On-site) (Supplier) Classroom (On-site) (Other) Classroom (Off-site) (Supplier) Classroom (Off-site) (Other) Operator Training Options versus Hours Heavy Reliance on OJT Source: ARC 2007 Survey Supplier- based Classroom
    • 10 © ARC Advisory Group Control Engineers Training Options Versus Hours 0% 20% 40% 60% 80% 100% Less Than 40 40-80 80-160 More Than 160 On The Job Training (OJT) Computer Based Training (CBT) Simulator Based Training Abnormal Situation/Incident Classroom (On-site) (Supplier) Classroom (On-site) (Other) Classroom (Off-site) (Supplier) Classroom (Off-site) (Other) More Supplier- based Training
    • 11 © ARC Advisory Group Current Practices for Operator Skills 0% 20% 40% 60% 80% 100% Incident Training "What If" Training Retiree Mentors Off Shift Mentors Certivication Process Induction Process Yes No Few Take Advantage of Retiree Resource And Incident Training may be Inadequate Source: ARC 2007 Survey
    • 12 © ARC Advisory Group Best Practice for Training • Establish a Testing Program with Success Criteria • Link Certification to Job Function and/or Reward • Conduct Regular Gap Analyses Between Employee and Mentor • Encourage Employees to Obtain Industry- recognized Qualifications • Provide Periodic Recertification What Practices Work For You? Source: ARC 2007 Survey
    • 13 © ARC Advisory Group New Company The Issue of Retention Your Company How Do You Keep Them? What Makes Trained Employees Leave? Concerns about “Your Company” Better Working Conditions More/Less Responsibility Location – Weather Growth Potential Recognition Money ?
    • 14 © ARC Advisory Group Best Practices for Retention • Clear Job Description • Challenging Work Environment • Employee Feedback Process • Establish Training Standards • A Plan for Every Person • Emphasis on Skills Not Cost of Training • Inclusive Project Teams • Mentor Programs for Learning • Clear Reward-for-Performance What Practices Work For You? Source: ARC 2007 Survey
    • 15 © ARC Advisory Group Does Your Performance Measurement System Reward or Punish? People Need To Know How They Are Being Measured And The Measures Need To Actionable KPI KPI
    • 16 © ARC Advisory Group Thank You. For more information, contact the author at dhill@arcweb.com. Please visit our web pages at www.arcweb.com