Recruiting & Retaining Top Talent
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Recruiting & Retaining Top Talent

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As the economy improves, many organizations that have delayed hiring will find themselves in a significant catch-up mode. Even as manufacturers look to expand hiring to meet production and growth ...

As the economy improves, many organizations that have delayed hiring will find themselves in a significant catch-up mode. Even as manufacturers look to expand hiring to meet production and growth needs in an improving economy, there will be a lot of competition to recruit and retain young talent.

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  • Technical Schools – work with several until you get a good understanding of competencyMilitary – - Several organization work with enlisted military personnel that are exiting the service - Most of the Armed Services are going to be doing significant downsizingJob Fairs – - Using temp to hire organizations (even good ones) will not capture the “underemployed” as well as in-house recruiting
  • Failure of temp to hire agencies to recruit the underemployed

Recruiting & Retaining Top TalentRecruiting & Retaining Top Talent Presentation Transcript

  • Recruiting & Retaining Top Talent Sponsored By:
  • Today’s Webcast Sponsors
  • • Chuck Parke, University of Tennessee • Bob Vavra, Content Manager and Moderator, Plant Engineering Speakers
  • Workforce Development Study August 2013
  • Q: Do you believe manufacturing is seen as a positive career choice in the U.S.? (n=222) Q: Do you believe your manufacturing plant is seen in a positive light in your community? (n=222) Views on manufacturing Over half (57%) of the respondents do not believe manufacturing is seen as a positive career choice in the U.S., while 85% believe their manufacturing plant is seen as positive light in the community. No 57% Yes 43% Positive career choice Yes 85% No 15% Positive light in community
  • Q: How does your plant interact with your community? (n=222) Interacting with the community Over half (55%) of the respondents reported that their plant is an active member of the Chamber of Commerce within the community, while 42% reported that their plant sponsors youth sports and community events. 55% 42% 24% 16% 23% 0% 10% 20% 30% 40% 50% 60% We're active members of the Chamber of Commerce We sponsor youth sports and community events We're involved in vocational education in the area We have an Open House for the community every year Other
  • Q: What would improve manufacturing's image as a career choice? (n=209) Improving manufacturing as a career choice Changing the media’s view (30%), education (28%), and higher pay/benefits (25%) were the top factors as reported by respondents that would improve manufacturing’s image as a career choice. 30% Change media's view 28% Education 25% Higher pay/benefits
  • Q: Is there a skilled workforce shortage in your plant? (n=222) Q: What percentage of the jobs in your plant are currently unfilled? (n=131) Workforce shortage and unfilled jobs Fifty-nine percent of respondents reported that there is a skilled workforce shortage in their plant. Of those respondents, 78% reported that less than 10% of the jobs are currently unfilled. Yes 59% No 41% Workforce shortage Less than 5%, 39 5 to 10%, 39 10 to 15%, 16 More than 15%, 6 Unfilled jobs
  • Q: What steps have you taken to address this issue? (n=131) Q: Where do you think you need the most help in addressing the skilled worker shortage? (n=131) Steps to address workforce shortage Sixty-three percent of respondents reported that they recruit online to address the workforce shortage, while 54% outreach to community colleges. Of those respondents, 43% reported that they need the most help from high schools and community colleges to address the skilled worker shortage. 22% 21% 21% 22% 33% 54% 63% 0% 10% 20% 30% 40% 50% 60% 70% Other Outreach to military veterans Working with other manufacturers in our region Outreach to high schools Outreach to universities Outreach to community colleges Online recruitment From high schools and community colleges 43% I don't feel I'll get adequate help; I need to solve this problem myself 32% From my regional economic development group 17% From the federal government 3% From my state government 5%
  • Recruitment challenges More than three-fourths (78%) of respondents reported that lack of needed skills from applicants is a challenge to recruitment of new workers, while 33% reported the lack of applicants as a challenge. 78% 33% 16% 9% 17% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Lack of needed skills from applicants Lack of applicants Lack of time to devote to recruitment Lack of support for recruitment from management Other Q: What are the challenges to recruitment of new workers? (n=222)
  • PROVEN. RESULTS. FASTER. Recruiting & Retaining Top Talent Charles A. Parke University of Tennessee
  • Pending Crisis • Many organizations are woefully unprepared to meet the human resource needs in an improving economy – Salaried – Skilled hourly – Unskilled hourly http://TheCenter.utk.edu
  • Pending Crisis Contributing Factors • Most organizations have been in a hiring freeze for at least the last 5 years • Due to the collapse of the stock market, many baby boomers have delayed retiring • Co-op and intern programs were drastically reduced or eliminated • Hourly training programs reduced or eliminated • Succession planning has been put on the back burner • HR departments reduced or hiring function outsourced http://TheCenter.utk.edu
  • Pending Crisis What’s Next? • Many organizations now have over 50% of their workforce eligible to retire • Most organizations are completely unprepared to retain “tribal knowledge” • Skill sets of younger employees inadequate to meet the needs for tomorrow’s manufacturing/technical jobs • Human Resource organizations are inadequately staffed to meet upcoming requirements http://TheCenter.utk.edu
  • Pending Crisis What’s the Impact? • The job market for young talent is going to become very competitive – Salaried – Skilled hourly – Unskilled/Semi-skilled hourly • Recruiting and retention will become significant challenges http://TheCenter.utk.edu
  • Recruiting Strategies Salaried: • Entry level to 2-3 years service – Co-op/Intern programs – University/Community College relationships – Junior Military Conferences – Social Media – Internal and External Network Referrals http://TheCenter.utk.edu
  • Recruiting Strategies Skilled Hourly: • Entry level – Technical Schools – Military – Job Fairs – Social Media – Network Referrals http://TheCenter.utk.edu
  • Recruiting Mitigation Strategies Unskilled/Semi-skilled Hourly: • Job Fairs (minimal temp to hire) • Social Media • High School Recruiting • Earn/Learn Programs • Referral Programs • Pre-hire training programs http://TheCenter.utk.edu
  • Technical Expertise and Learning Capacity • Recruit new talent with Moore’s Law in mind – Computing power roughly doubles every 18-24 months • Young talent in your organization will have to be significantly more technically savvy • Organizations must hire for their future levels of technology – not current ones http://TheCenter.utk.edu
  • Retention Concerns • Other companies will be aggressively pursuing your best, young talent • Treat your Millennials like Gen X and Baby Boomers at your own peril http://TheCenter.utk.edu
  • Retention Strategies Salaried: • Mentoring programs • Active coaching • Career planning • Succession planning • Manage expectations • Foster social network at work • Opportunities to make a difference in and out of the workplace http://TheCenter.utk.edu
  • Retention Strategies Skilled Hourly: • Technical training (including multi skills) • Pay for performance AND skills • Progression opportunities outside of leadership track • Mentor programs • Support of National Guard and Reserve commitments • Relevance http://TheCenter.utk.edu
  • Retention Strategies Unskilled/Semi-skilled: • Off line training programs – Work hardening – Environment conditioning – Work pace conditioning • “Friend at Work” programs • Engagement • Relevance http://TheCenter.utk.edu
  • Other Points to Consider • Bridge strategy – Retired Subject Matter Experts (part time) – Knowledge Capture Process • Human Resource Department – Skills – Capacity http://TheCenter.utk.edu
  • Final Thoughts • The past 5 years have been the worst economically for most of us in our lifetime • The economy is rebounding (quickly) • Do not let a lack of talent dampen your organizations performance • The hiring/retention game is different and the competition will be intense • Develop a recruiting/retention strategy for young talent and execute it http://TheCenter.utk.edu
  • PROVEN. RESULTS. FASTER. Thank You! Charles A. Parke University of Tennessee
  • • Chuck Parke, University of Tennessee • Bob Vavra, Content Manager and Moderator, Plant Engineering Speakers
  • Thanks to Today’s Webcast Sponsors
  • Recruiting & Retaining Top Talent Sponsored By: