Blog posts tagged with Workforce

Are You a Leader That Listens? Or a Leader That Hears?

November 16, 2017 by John Hattery

Leaders often ask their employees for input when making decisions big and small, and listen with great sincerity and intent. If workers are given the opportunity to provide input, they figure, workers will be more accepting of the decisions, committed to the process, and invested in the desired outcomes, simply because they feel heard. Not necessarily. The problem is that while asking for input is important, and actively and respectfully listening to what employees have to say is critical, often workers don’t grasp the “bigger picture” that the leader is trying to address. As a result, sometimes a leader reaches conclusions and implements actions that appear to be contrary to the input provided. As a result, employees aren’t likely to get on board, and are more likely to question both the process and outcome. Even worse, they may get angry and lose trust in the leader because they feel as if their thoughtful advice was ignored. If this becomes a frequent pattern of behavior, employees will come to believe that leaders are just pretending to be interested, gathering input primarily to keep people from complaining. Clearly, the answer is not that leaders should abdicate to mob rule and blindly follow

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Why Does a Well-defined Job Description Matter?

November 08, 2017 by Donna Rhodes

"A well-defined job description is important for increasing individual and organizational effectiveness." Have you ever seen a job description that read something like this? How likely do you think your new employee will be successful based on this description of expectations? There is a direct link with the cost of hiring and turnover to your company’s bottom line – as much as 5x’s an employee’s annual salary. Unclear job expectations can lead to job dissatisfaction, low morale, absenteeism, low productivity, and a constant churn of employees in and out of your organization…and that costs! So why wouldn’t you want to get this aspect of your business solidly nailed down?! Your employees will perform better when they know what you expect of them and those expectations are clearly defined. The job description describes the work to be done by outlining the essential duties, competencies, qualifications, authority for decision-making, and impact of a given position on the organization. Therefore, it helps employees understand their duties and responsibilities and how their job fits within the mission and objectives of your organization. The job description should not only describe what outcomes should be achieved, but also how to achieve the outcomes. Job descriptions can

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Critical Components to Your Talent Attraction and Retention Strategy, Pt. 3

October 31, 2017 by Donna Rhodes

“The quality of an organization’s human resources is perhaps the leading indicator of its growth and sustainability. The attainment of a workplace with high-caliber employees starts with the selection of the right people for the right jobs.” Talent management is a business strategy that is reflective of an organization’s commitment to attract and retain the best talent throughout all levels of the organization. The potential impact on an organization can be huge when quality talent is aligned vs. misaligned with organizational need. A bad hire can cost a company as much as 5x’s that employee’s annual salary, depending on the type of job. “Zappos CEO, Tony Hsieh once estimated that his own bad hires have cost the company well over $100 million." Organizations with a high level of engagement report 21% higher profitability and 20% higher productivity (sales). A highly engaged employee has 40% fewer defects, 70% fewer safety incidents, 28% less waste, 41% less absenteeism, and 24% lower turnover in high-turnover organizations (Gallup). Gallup estimates 70 percent of employees are disengaged. A disengaged employee can cost an organization approximately $3.4K for every $10K in annual salary.3 Organizations with a culture of training and development show 13% stronger business results

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Critical Components to Your Talent Attraction and Retention Strategy, Part 2

October 26, 2017 by Donna Rhodes

In many cases, when one thinks of talent management, the focus is usually on leadership talent to ensure that the ‘right’ people are in place to ‘replace’ key leadership roles, which is also a component of your organization’s employee succession planning process. Talks of succession planning can also prompt owners of organizations to think about their legacy and the continuation of a business started many years before and grown out of hard work and many painstaking hours. Succession planning is also relevant to your workforce, in particular, where there are roles that are crucial to the organizations core business and unique processes. Your talent management systems and practices ensures successors are ready to step into key roles at all levels of the organization, when needed. Talent management is the process of identifying and preparing your highly skilled and talented leaders and workers to meet the organization’s business objectives. It is the process that ensures that the organization has the right talent acquisition plan and development approach to prepare its new and incumbent workers to fill each key role within your company as the need arises. It is also a critical consideration for jobs that require a unique set of skills

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Critical Components to Your Talent Attraction and Retention Strategy

October 23, 2017 by Donna Rhodes

Finding quality talent is challenging…retaining quality talent is equally challenging It goes without saying, that many manufacturers are challenged with attracting and retaining the ‘quality’ talent needed to execute its strategic objectives. Is this the case for your organization? Significant workforce factors that may be affecting organizations like yours include: Shifting workforce demographics (multiple generations in the workplace) Pending retirement of your highly skilled workforce (i.e. baby boomers) Shortfall of skilled leaders and workers needed to execute your organizations’ business goals Significant gaps in skill sets that are core to your business’ success MAGNET’s 2017 Northeast Ohio Manufacturing Survey, conducted in partnership with The Corporate University at Kent State University – Stark Campus cites additional concerns from our local manufacturers: 80% of the respondents find hiring qualified workers difficult to very difficult. A lack of required skills or educations was mentioned as one of the primary reasons by 39.5% of the respondents. 58% of respondents find attracting and retaining qualified workers to be a major issue. Manufacturers are also struggling with a rate of employee turnover ranging from 5% to 10% annually. Each of these factors have direct implications for how well your organization is position to execute its strategic

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"What Skills Gap?": How Employee Benefits Can Help You Find the Right Talent

March 06, 2017 by MAGNET Ohio

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 86% Paid medical benefits

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How to Solve Your Top Workforce Challenges

February 27, 2017 by Michael O'Donnell

According to a 2014 study conducted by Oxford Economics and SAP, two-thirds of manufacturers have made only slight or moderate progress toward meeting strategic workplace goals. This is due in part to a number of obstacles, including a shortage of workers and lack of resources to help foster better employee engagement and retention. Companies in this study, which totaled around 2,700 and spanned multiple industries and regions, also noted that engaging young people and attracting skilled employees were among the top issues they face – hardly surprising, as nearly 3.5 million positions will need to be filled by 2020. Are there ways for manufacturers – regardless of company size, industry, or amount of revenue – to tackle these challenges head-on without compromising assets or sacrificing talent? Absolutely. The following are examples of tips and tools capable of guiding you toward a healthy, sustainable pipeline of workers, which ultimately spells success for you and your company. Engage employees… and become more productive as a result! While time should definitely be invested in getting new, skilled workers in place, your existing workforce is just as important. Keep your employees engaged by offering them choices and opportunities to participate in operations and company

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4 Guaranteed Ways to Recruit Millennials for Manufacturing Jobs

February 13, 2017 by Michael O'Donnell

Standing at more than 80 million people, millennials are among the largest and most-studied generation to date. Studies, blogs, and other media have touched on their tech savviness and what seems like an innate ability to multitask… but not a high level of engagement in traditional jobs, especially in manufacturing. In fact, according to a 2015 Gallup poll, a mere 28 percent of individuals between the ages of 18 and 35 considered themselves engaged at work. This is due to a number of factors. The perception of manufacturing is often negative, associated with unsafe equipment and old-fashioned assembly lines like that of the early 20th century. This also contributes to the myth that employees are often stressed, overworked, and treated poorly in a factory setting. While businesses and community organizations are now taking the next steps toward quashing these misconceptions, your company may benefit by changing the way you approach young workers for prospective employment. The following are steps you can take toward getting a younger, more sustainable pipeline and attracting today’s young people to jobs in manufacturing: Create a clear and compelling picture of advanced manufacturing. Because most millennials are digital natives, technology is a cornerstone of their way

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MAGNET Welcomes Terrence Robinson as ECEC Executive Director

August 15, 2016 by Liz Fox

MAGNET is pleased to announce the addition of Terrence S. Robinson to the organization as Executive Director of the new Early College Early Career apprenticeship program. Modeled after European-style apprenticeships, Early College Early Career (ECEC) equips high school students in Northeast Ohio with a skill set highly sought after by the region’s manufacturers. Participating students receive college credit as well as industry certifications that open doors for them upon graduation. The program will also provide ample opportunities for other forms of learning, such as workplace visits, job shadowing, and on-site training. For employers, ECEC builds a continuous pipeline of students and engages local high schools to maintain a strong and steady interest in manufacturing. “Terrence is a key player in helping Early College Early Career launch the creation of a new and skilled manufacturing workforce,” said MAGNET President and CEO Ethan Karp. “With his unrivaled experience in leadership and academia, he will provide ECEC with the direction and vision that it needs to flourish, and MAGNET is proud to have such an invaluable asset on our team.” “I believe that my experiences in education and academia allows me to bring a voice and perspective to the leadership team at MAGNET and ECEC

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Employee Engagement for Productivity — and Profits

June 21, 2016 by Liz Fox

Your organization can’t perform better than your least-engaged employee. Why? Equipment problems are ignored by unskilled workers who don’t have the training to fix them. Defective products are shipped by disaffected associates who have no incentive to catch errors. Dissatisfied customers become even angrier when powerless service representatives don’t have the authority to help them. Each of your employees has thousands of opportunities to identify and fix problems every year, whether on the plant floor or in the office. Yet manufacturers report that only half of their workforces are fully engaged in their improvement methodologies, such as lean or six sigma. Just as surprising: Poor levels of engagement are common across manufacturing, at companies both big and small. This offers a rare advantage to smaller companies — with fewer employees to train, empower, and engage in their methodologies — for rapid improvement and competitive advantage. That’s the good news. The bad news is this: Far too many leaders — at companies of all sizes —jealously guard the authority to make changes and become production heroes. In fact, a full 25 percent of manufacturers describe the breadth and depth of adoption of their improvement methodologies as “none” or “minimal.” The worst

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