This document summarizes insights from a survey of women working in manufacturing. Some key findings include:
1) Turnover rates in manufacturing are high, with skilled talent shortages a major issue for employers. Voluntary quitting is a growing reason for turnover.
2) Women remain underrepresented in manufacturing but could help fill talent gaps. However, retaining women requires understanding their preferences and ensuring job satisfaction.
3) Flexible work arrangements, opportunities for skills development, and work-life balance are especially important to women in manufacturing when choosing employment. Employers who invest in these areas may have an advantage with retaining female talent.
With a real and looming talent shortage in manufacturing, business owners need to consider beefing up their ability to hire and retain women to fill critical roles. Copywriter Kathy Fawcett creates compelling content using proprietary Kelly Services research on what women really want in the workplace.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
With a real and looming talent shortage in manufacturing, business owners need to consider beefing up their ability to hire and retain women to fill critical roles. Copywriter Kathy Fawcett creates compelling content using proprietary Kelly Services research on what women really want in the workplace.
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
Using the visitgreece social media posts to introduce visual imagery in langu...Dr. Elli Vazou
In today’s digitized society, it is not possible to isolate literacy from the rapid technological advances, social and economic factors and their impact on our communication. More than a decade ago, Kress (2003) recognized the broad move from the dominance of writing to that of the image, and the shift from the medium of book to the medium of screen. As we put the emphasis on the visual representation of the world, tourism —and destination branding, in particular— provide answers to how people consume visually. Tourism is primarily an image-making enterprise where gaze “socially and culturally organized” (Foucault, [1963] 1973) is constructed through signs, and tourism involves the collection of signs. Here, Kress’ (2003) claim that “the world told is a different world to the world shown” finds its most interesting realisation. But, how literacy can be combined with tourism? How can we introduce digital visual culture in education? How online destination branding can provide new ideas of how to teach the lesson of language in high school? In this paper, we explore the possibility to introduce content from the www.visitgreece.gr portal that heavily relies on image, such as Facebook, Google+ and Pinterest posts, as a new teaching language material addressing teenagers who are actively involved in the digitally mediated communication as themselves produce content on these social media platforms. Throughout the theory of multimodality and its application in teaching, the basic tenets of online destination branding, imagery in tourism, and digital media and learning we attempt to answer all the abovementioned questions.
Addressing the Top IT Hiring Challenges | WhitepaperACTIVE Network
The need for high-quality IT workers is increasing at a rapid pace, but the pool of potential candidates is smaller than ever – which goes a long way towards explaining why nearly 60% of companies are reporting that open IT positions are currently going unfilled. But that’s not the whole story - the challenges in this candidate-driven employment market are many. And some of the moves being made by candidates to leverage the situation (and by companies to try and control it) are only contributing to the ever-increasing complexity of the hiring process. - See more at: http://pages.xtglobal.com/Addressing-Top-IT-Hiring-Challenges-Download-Page.html#sthash.LmOl81b4.dpuf
In 2012 OIWC conducted an industry-wide survey to study perceptions of gender diversity and workplace values. The study serves as the foundation for workplace diversity and inclusion and women's leadership advancement efforts by the OIWC.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The Kelly Global Workforce Index (KGWI) is an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries across the Americas, EMEA, and APAC regions and a multitude of industries and occupations.
This study is taking a high level look at:
- Work-Life Design as it pertains to the global worker today.
- Women in STEM Talent Gap - a study that at the gap of women talent in STEM – Science, Technology, Engineering and Math – fields.
- Career Management – specifically the emerging trend of do-it-yourself (“DIY”) career development – as it pertains to the global worker seeking to be as resilient as possible in today’s uncertain environment
- Collaborative Work Environment as it pertains to the global worker today.
Here is our second global report on the topic Women in STEM.
Allegis group white paper an inside look at the changing dynamics of talent...Matthew Clark
Get insights from nearly 7,000 employers and candidates about what’s working and what’s not in today’s competitive and evolving world of talent acquisition. You’ll find perspectives on job definition, sourcing, screening, and onboarding, plus trends in AI, D&I, and the Millennial workforce. It’s all here.
Manufacturers are experiencing major growth — nearly 2/3 expected business increases in 2014. So why should they be concerned? This closer look at the state of the industry reveals some concerns about how to sustain this success.
Without a pipeline of new talent, today’s growth may become tomorrow’s downturn. Manufacturers must look to new sources to avoid this fate.
Data for this presentation comes from ThomasNet’s Industry Market Barometer, a comprehensive survey of nearly 500 North American manufacturers.
2. An existing shortage of
skilled talent in manufacturing
has created uncertainty when
it comes to the future supply.
Could women be the key to
overcoming this talent gap?
Despite comprising nearly half of the
U.S. labor force, women continue to be
significantly underrepresented in the
manufacturing industry—but it seems the
solution doesn’t lie in hiring women, but in
retaining them.
First, let’s take a look at the overall
industry factors that affect everyone
in manufacturing.
OVERVIEW /02
3. /03
Turnover rates within the manufacturing
industry are significant
23%
in 20131
80%
While this may seem like good news to the
hiring manager who wants an expanding talent
pool of workers—perhaps by luring them away
from competitors—this same hiring manager
may just as easily lose their new talent to
another company. Retention is difficult across
the board—especially for companies that do
not implement the changes desired by today’s
manufacturing talent.
80 percent of manufacturing employers say they
have moderate to severe shortages of skilled and
highly skilled talent2
And while the numbers
for employee turnover in
manufacturing haven’t changed
in the past few years, the reasons
have. Performance issues and
layoffs, past factors for turnover
in manufacturing, are being
replaced by voluntary quitting.
More and more, employees are
making the conscious, voluntary
decision to leave their employer
rather than being forced out:
9.8%
in 2010
10.9%
in 2012
10.7%
in 2011
11.1%
in 2013
SKILLED TALENT
HIGHLY SKILLED
TALENT
Associate degree or
experience equivalent
Bachelor’s degree or
experience equivalent
1 per BLS
2 Accenture 2014 Manufacturing Skills and Training Study
4. An aging workforce—
accelerated!
Shortages and challenges are magnified
due to an aging workforce—as a whole,
manufacturing talent is nearly 10 percent
closer to retiring than talent in all other
U.S. industries.
Over the age of 45:
51%of all U.S. manufacturing talent
42%of workers across all industries
RETIREMENT
/04
5. The bottom line
The inability to find skilled manufacturing workers negatively
impacts the bottom line. When the necessity to pay overtime
wages goes up, quality, productivity, and efficiency take a hit.
When overtime goes up, quality, productivity,
and efficiency go down.
Overtime Quality Productivity Efficiency
/05
6. Women as the solution
Women could fill the skilled talent gap in manufacturing—but
understanding employee preferences of this demographic, and
ensuring their contentment, is more important than ever.
What women in manufacturing want, what they don’t want, and
what would make them stay with their current employer is no
longer a secret. This critical talent pool has spoken loud and clear
to Kelly. And it’s the companies that will listen—the ones that
invest in their female workforce and implement changes—that will
capture their loyalty, and possibly avoid the unexpected talent
shortages that could hamper their business goals.
The top three factors that
influence the decision of
female manufacturing workers
to remain with an employer
mirror those that initially drew
them in:
56%
42%
Salary and
benefits
Opportunities for
advancement
33% Work-life balance
/06
7. Focusing on what’s important
While 2014 data shows signs of disengagement, women in
manufacturing are choosing to focus on what’s important to them
when making employment decisions.
In manufacturing, women are:
• Closely scrutinizing their employer’s offerings
• Taking a closer look at what lies ahead in their career
• Placing greater importance on expanding their skills
• Redefining their corporate ladder
OVERVIEW
Women are seeking employers
in manufacturing willing to
offer professional growth and
work-life balance—but will they
find these employers?
/07
8. 15,600+
12,250+
9,300+
Insights
For the Kelly Global Workforce Index™
we surveyed:
About the Kelly
Global Workforce Index
(KGWI) report
The annual KGWI brings together
work and workplace insights sourced
from more than 230,000 respondents
from 31 countries across the
Americas, EMEA, and APAC regions.
It takes the form of an annual survey
that canvasses a wide spectrum of
opinions on issues impacting the
contemporary workplace, with a
particular focus on the perspectives
from different generations, industries,
occupations, and skill sets. Topics
covered include:
• Career development and upskilling
• Workplace performance
• Employee engagement and retention
• Social media and technology
global manufacturing-related
industry workers
in the Americas
in the U.S.
/08
10. Disengagement:
Women in manufacturing showed signs of disengagement
in 2014. This could be good news for hiring managers who
are looking to fill their talent gap by hiring women away from
their current organization—but very bad news for the hiring
managers who want to hold onto key employees.
How easily can your female employees be lured away?
In manufacturing, one out
of three female workers
frequently thinks about what
lies ahead for them in the
job market. They give strong
consideration to quitting their
job and leaving their employer.
“My current employer isn’t
investing in my career—
will another company?”
33%
/10
11. Even happily employed female manufacturing workers are
looking for new opportunities on a regular basis, and they are
using social media to build their personal brand.
Among the female manufacturing workers actively looking for
“better” job opportunities and alternatives to their current job—
even when happy in their job—36 percent do so on a daily basis.
When it comes to a job, happiness does not always equal
loyalty or engagement.
Similar to male workers (40%),
nearly four in 10 female
manufacturing workers
actively look for better job
opportunities or evaluate the
external job market even when
happy in their job.
“I like my job, but I’m
always open to a better
opportunity.”
38%
/11
12. When it comes to work, perhaps money isn’t everything—
and neither is climbing the corporate ladder. Most female
manufacturing workers would prefer that their employer offer
opportunities to expand their skill sets—perhaps in preparation for
future advancement, or as a means to greater personal fulfillment.
Women in manufacturing are willing to make some trade-offs
for professional growth and personal fulfillment.
And when their workers gain broader skill sets and develop the
ability for greater work contributions, employers are beneficiaries.
“I want to define my own
corporate ladder.”
Most female manufacturing
workers would prefer
that their employer offer
opportunities to expand
their skill sets.
/12
13. While there’s no mistaking that pay is the main driver of attraction
and retention, workers—both female and male—also prioritize
their professional growth and personal fulfillment. Resoundingly,
many workers would be willing to trade higher pay and/or career
growth or advancement to learn new job skills and achieve a
greater work-life balance.
“Learning new skills is
very high on my list.”
Upskilling
57%
62%
Sensing that skill development
is a “golden ticket” to a better
future, more than half of the
women in manufacturing
are likely to give up higher
pay and/or career growth
or advancement for an
opportunity to learn new skills
More than six in 10 women
in manufacturing view
upskilling as a short-term
career goal
38%
Less than four in 10 would
rather advance to a higher
level than gain new skill sets
/13
14. “Let me spell out exactly
what I want.”
1 | Salary and benefits
2 | Advancement opportunities
3 | Work-life balance
When weighing their employment
options, female manufacturing
workers give greater weight to
nearly all factors measured than
their male counterparts.
87%vs. 84% | Salary/benefits; incentives
71% vs. 65% | Advancement opportunities
66%vs. 61% | Work-life balance options
62%vs. 58% | Training/development options
51%vs. 45% | Knowledgeable colleagues
49%vs. 38% | Flexible work arrangements
48%vs. 37% | Environmental responsibility
35%vs. 27% | Diversity/equal opportunities
30%vs. 27% | Sense of meaning from work
25%vs. 20% | Unexpected perks (on-site gym?)
19%vs. 16% | Corporate sovereignty/goodwill
/14
15. Female workers are extremely open to flexible employment
options. Will this be the defining perk between those who
retain and those who lose skilled talent?
Offering female candidates more money and better benefits
than competing positions will certainly influence their
employment decisions. Beyond compensation, other key factors
play an important role in the decision to choose one employer
over another—including flexible employment options. Achieving
a greater work-life balance is increasingly important to female
manufacturing workers.
“Other employers offer flexibility
and balance. When will my
industry catch up?”
Of the female manufacturing
workers we surveyed:
49%
35%
are likely to forfeit
higher pay or career
growth/advancement
for greater work-life
balance
will forfeit higher
pay or career growth
advancement for a more
flexible work schedule
33%
will forfeit higher
pay or career growth
advancement for the
opportunity to start
their own business
/15
16. Notably, female manufacturing workers place greater emphasis
on job stress and major life-changing events than their male
counterparts.
“With other options out there,
I won’t stay in a stressful job.”
Female manufacturing workers
identified these as factors most
likely to cause them to leave
their organization or change
jobs/careers:
30%
30%
Stress
Major
life-changing
event
26% Current
management
/16