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New Haven BIZ-October 2018

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34 n e w h a v e n B I Z | O c t o b e r 2 0 1 8 n e w h a v e n b i z . c o m V I E W P O I N T Unfortunately, the manufacturing industry suffers from a perception problem: eligible recruits fear layoffs, associate the industry with a "lower status stigma" and see superior career growth in other occupations. Companies must be creative in their appeals to the next genera- tion of manufacturing professionals. Here are some methods to help improve recruiting and retention: • Differentiate — During recruitment, rein- force the fact that manufacturing jobs oen pay better than other unskilled or semi-skilled labor positions. According to Industry Week, fast-food workers make $10 to $15 an hour, while new manufacturing employees can earn $15 to $25 an hour. Also, even an entry-level role exposes the worker to other opportunities within the company. Commitments to further training within the company bring a chance to earn more. Make sure to express growth opportuni- ties in the interview process and reinforce the value of the hourly employee. • Partner with Local Schools — Some com- panies are beginning to conduct focused out- reach at high schools, community colleges and technical schools. By working with in-school counselors, manufacturers can identify students with the skill set and desire to learn more about technical pursuits. Presenting at job fairs can also help dispel myths regarding the nature of the work and build rapport with a younger au- dience. Another route is to offer sponsorships, internships and/or apprenticeships. Programs such as these provide a hands-on experience without the full commitment of employment. • Reevaluate Benefits — By 2020, millenni- als are expected to comprise 50 percent of the global workforce, so they will have significant influence in the work experience. ey are the generation most likely to change jobs, turn down promotions or take a pay cut to have work flexi- bility. In order to attract this talent, manufactur- ers should reconsider paid-leave and scheduling policy. For example, one New England company allows first-shi employees to choose start times between 6 and 8 a.m. Although most still choose to begin the day at 6, they appreciate the freedom of choice. Other companies offer "shi-switch- ing" options, allowing workers to swap shis. • Update Sourcing Technology — Consider pairing with a partner firm that can provide modernized recruitment technology and expertise for your company. For example, many workers in the U.S. speak English as a second language. Some recruiting technolo- gies offer multilingual career sites to ensure all information about the company and its jobs is understood correctly. A good partner will also help you consolidate your records and process; moving application materials to an online portal will help you keep track of strong candidates, easily search for records and even open new doors to improve the company's profit by facilitating the collection of data supporting work opportunity tax credits (WOTC). Lastly, a technology partner can help you cra a social media strategy. More than three billion people worldwide use social media, with nine in 10 of the users accessing preferred platforms via mobile devices. Work with experts to create mobile-friendly messaging as well as target your audience on social media. Recruiting the next generation of manufactur- ing workers won't be an easy feat. But with a re- newed approach to HR and talent management, the industry can find its future leaders. n A ttracting and retaining top talent for the manufacturing industry is more challenging than ever. U.S. unemployment is at a 10-year low and baby-boomers are reaching retirement age and exiting the workforce. e global supply of high-skill workers is not keeping up with demand. According to the McKinsey Global Institute, there may be a potential shortage of more than 40 million high-skill workers by 2020. HR departments have shied focus from salaried employees to filling hourly positions, which increasingly require problem-solving skills and technical expertise. How To Attract and Retain Manufacturing Talent Bill Tommins is southern Connecticut market president and senior vice president, global commercial banking, for Bank of America.

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