Manufacturing
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Overcoming the ‘oily rag’ image to meet skills shortage
The manufacturing industry suffers from some negative perceptions as a career choice. School leavers are choosing degree courses rather than practical roles. And the misfortunes of the industry are tarnishing the recruitment fortunes of otherwise outstanding players. But the skills shortage coexists with unemployment – so the issue is really around matching skills and changing minds. Whilst the government plays down the ‘doom and gloom’ of the sector, manufacturing insiders are hungry for change.
Getfeedback suggest:
- Pioneering modern apprenticeships. Whilst this scheme represent highs commitment and high cost for organisations, it enables individuals to learn behavioural competence alongside technical skills.
- Creating inventive local engagement projects, for example building links with education. The best of the projects can be scaled up or down so that it never becomes a millstone.
- Putting systems in place to promote both genders equally. This means assessing individuals fairly and thoroughly and then doing the same for role profiles. By comparing robust data about people vs roles, good decisions can be made about recruiting and promoting throughout the business.
Career progression for technical specialists
Advances in technology in manufacturing organisations means that more knowledge workers are needed. But these knowledge workers need the opportunity for career and development progression to keep them interested. And this can be difficult to achieve in flat organisations.
Getfeedback suggest:
- Formally rotating talented individuals around a flat organisation – cross pollination
- Creating a talent pipeline whereby talented people are funnelled through to the cutting edge product and technology development areas. As the technology advances, the talent moves forward to precede the next innovation. Organisations need to create a sense of excitement and prestige around this innovation.
- Linking to academia and research to engage knowledge workers. Specifically this might mean University Science Parks, colleges and centre of excellence/innovation.
Squeeze on productivity The UK has the lowest productivity in Europe – but the longest working hours. So improving performance across the board is a key target for manufacturing organisations. Managing talent effectively is a major part of this performance drive. This means making sure that every individual is clear about what is expected of them and how they are measuring up.
Getfeedback worked with a major UK car manufacturer to develop a performance culture, reinforced by formal performance management and feedback. The result was a turnaround in productivity – and 100% support from the unions!