"What Skills Gap?": How Employee Benefits Can Help You Find the Right Talent
We hear it all the time: Manufacturers can’t find machine operators, maintenance staff, frontline workers, tool-and-die makers, etc. National statistics support these claims: the cumulative skills gap in manufacturing — positions that will go unfilled due to a lack of skilled workers — will grow to 2 million by 2025, according to Deloitte and The Manufacturing Institute.
What’s a growing company to do?
First: relax. It’s important to remember that macro trends don’t necessarily determine micro (i.e., company-specific) results. In fact, a closer look at plant-specific data suggests that engaged leaders can find the talent they need — if they know how to attract and retain it. It turns out that many skills gaps are self-inflicted by companies that offer uncompetitive wages, limited opportunities for career growth, and unsatisfactory work conditions.
For example, many plants don’t offer common employee benefits and programs, such as paid vacation days, paid medical benefits, a formal safety/health program, or paid sick and/or personal days. In fact, only 53 percent of manufacturing plants offer all four of those programs. Who wants to work at the other 47 percent?
HR Practices and Programs in Place
% of plants
Paid vacation days
Paid medical benefits
Annual review and raise program
Formal safety/health program
Paid sick/personal days
Formal employee training
Recruiting and hiring programs
Profit or revenue-sharing plan
None of these
It’s true, of course, that even employee-focused facilities can face unsolvable skills gaps, whether due a limited local talent pool, aggressive hiring by competitors, or a challenging work environment. If your organization is a place where people should want to work — but you still have trouble finding right talent — follow this time-tested six-step plan:
Identify the specific role for which you need new skills.
List all characteristics required, both technical and personal.
Review existing employees to see if one might be able to grow into the position, with appropriate training and coaching.
If internal promotion isn’t an option, work with HR to develop a job description and competitive compensation package.
Recruit by selling your organization as a great place to work and grow.
Accept that the perfect candidate doesn’t exist, and commit to onboarding and developing the right candidate.
The next time you hear a competitor or colleague complain about a skills gap at their company (or yours), ask yourself two questions: Is this the real (macro) thing, or is this a self-inflicted wound? And, more importantly: What can you or they do about it?
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for