Is Your Association Doing Enough to Close the Skills Gap? National Leadership & Local Action as a Blueprint for

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Efforts in the manufacturing industry are beginning to pay off. But long term efforts to reduce critical
skill shortages that threaten growth and performance demand much more creative, and integrated
solutions. This panel, which features two leading experts on skills gap solutions, will provide both
national and local perspectives, reporting on lessons learned from current initiatives, as well as
insights on future opportunities. To fuel a collaborative discussion, the session will include a
compelling framework for integrating national and local efforts to reduce the impact of skill shortages.

Jennifer McNelly, President, Manufacturing Institute
David DeLong, David DeLong & Associates
Moderated by Steve Yurek, President and CEO, Air-Conditioning, Heating and Refrigeration
Institute

Published in: Education, Business
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Is Your Association Doing Enough to Close the Skills Gap? National Leadership & Local Action as a Blueprint for

  1. 1. Jennifer McNelly, President, Manufacturing Institute David DeLong, David DeLong & Associates Moderated by Steve Yurek, President and CEO, Air-Conditioning, Heating and Refrigeration Institute
  2. 2. Is Your Association Doing Enough to Close the Skills Gap? National Leadership & Local Action As a Blueprint for Effective Collaboration Panel Discussion: Jennifer McNelly, President The Manufacturing Institute David DeLong, Author Lost Knowledge: Confronting the Threat of an Aging Workforce
  3. 3. © D.W. DeLong 2013 3 What is the “Skills Gap”? • ASTD: “...a significant gap between an organization’s current capabilities & the skills it needs to achieve it’s goals.” • Deloitte/MI study: “...the gap between talent that manufacturers need to keep growing their business and what they can actually find.”
  4. 4. © D.W. DeLong 2013 4 “Skills Gap” ...it’s more complicated than that! • Company size defines scope of gap & resources to fix • Geographic location --rural vs. urban manufacturing sites --proximity to training resources, e.g. community colleges --competition from other employers, e.g. energy industry • Types of roles --skilled machinists & welders vs. chemists & quality engineers • Types of skills needed --generic, soft (e.g. communication, problem solving) --specialized, technical, unique (e.g. pump design)
  5. 5. © D.W. DeLong 2013 5 “Skills Gaps” ...more ways they differ! • Skills gap impacts: single company vs. value chain --e.g. HVACR needs 85K technicians to deliver products • Length & cost of training to fill role --months vs. several years --standardized certification vs. highly-customized training
  6. 6. © D.W. DeLong 2013 6 What are CMA Members Looking for To Close the Skills Gap? • Increase members’ sharing of solution “success stories” • Seeking tactics/best practices to roll out --How to communicate with schools & parents re mftring’s image --Help members engage more effectively with community colleges --How to create apprentice programs • Leverage NAM programs --e.g. adapt Skills Certification Program • Think about more systemic solutions --Get community college systems to coordinate STEM-related curricula across state lines • “Not my Association’s problem.”
  7. 7. © D.W. DeLong 2013 7 Some “Relevant” Questions About the Skills Gap to Increase Competitiveness • Are critical SG’s emerging among our members’ customers or in the industry’s value chain? • Do we know how much our members care about the skills gap? What specific gaps (SG) do they have? • How can our association provide short cuts to address SG? • Does my staff have the skills needed to transfer knowledge across generations to members? • How are competitor associations addressing SGs? Is there value integrating SG efforts with competitors? • Are technology changes among members, customers, or regulators exacerbating impact of skills gaps?
  8. 8. © D.W. DeLong 2013 Discussion 8
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