Machinery Lubrication magazine published by Noria Corporation
Issue link: http://www.e-digitaleditions.com/i/629709
56 | January - February 2016 | www.machinerylubrication.com approach. Informal workplace training, unreported stoppages and vague information on personnel skills and job requirements only facilitate confusion and mask the source of recurring problems. As part of a competency model, managers can make note of the age and impending retirement of senior employees and plan for them to train younger staff members before they leave. This is an extremely valuable and cost-effective strategy for preserving the experienced workers' knowledge base, particularly because these individuals can offer insight specific to the machines and condi- tions in their workplace. For many short-staffed plants, competency modeling and training may be far too demanding in the face of daily operations challenges. Consulting groups like Noria exist to help companies in these types of circumstances. Consultants can provide expertise and effective solutions without consuming the limited time and energy of overworked personnel. Once competency models have been created, managers can then make informed decisions on how and where to train their staff. Studies show that manufacturers who are at or near world-class levels of continuous improvement and workforce development also exhibit world-class manufacturing status. For example, 72 percent of world-class facilities met 91 to 100 percent of their production goals. Eighty-two percent had at least 80 percent machine avail- ability, while 85 percent generated at least a 10-percent gross profit. Considering this relationship between consistent workforce devel- opment and high performance, the growing skills shortage makes training a necessity for any business wishing to stay competitive. Long-term Solutions Finding a skilled workforce in an era of aging workers, scarce new talent and higher demand will be extremely difficult. However, accomplishing this will be critical for growth and sustained success. Outdated recruiting methods continue to be a major problem. Traditional recruitment assumes that qualified workers are out there waiting to be discovered, but this is increasingly untrue. Creating a talent pipeline with local vocational or higher educa- tion institutions is an excellent long-term strategy for companies anticipating a gradual, steady decline in skilled labor. One organi- zation in Tooling U's survey adopted mandatory training of 50 hours each year for all employees and collaborated with local high schools and colleges to create a strong recruitment plan. As a result, the company has an employee turnover rate of only 5 percent, compared to the industry average of between 23 and 30 percent. The company also has a thriving intern program and has signifi- cantly lowered workers' compensation claims. In conjunction with educational collaborations, organizations must also consider branding themselves as excellent employers that offer young people gainful opportunities and meaningful careers. Higher education and four-year degrees have long been favored as the most cost-effective decision for high-school students, but this is rapidly diminishing as tuition costs skyrocket and collegiate-level jobs are not as guaranteed as they once were. Technical schools and faster gainful employment in companies that need skilled labor can be a very attractive option for students if presented well. Determining Your Solutions It is important to note that any effective skills-gap solution requires substantial investments of time, money or both. Given the costly nature of both the shortage and its prospective solutions, it is wise to consider outsourcing certain steps to companies that specialize in data gathering, engineering solutions, recruitment, etc. Accurate company statistics — the first element in making an informed selection — are particularly crucial and can serve to posi- tively impact problems that extend beyond staffing. Regardless of the industry or individual circumstances, any plant will benefit from an accurate, well-conducted needs assessment. A great first step for employers looking to address their skills gap is to obtain a third-party assessment and then use the results to pinpoint exactly what they need in a new hire. Third-party consultation can also be helpful or even necessary in other phases, such as workforce development and recruitment. The more urgent or time-sensitive the problem, the more beneficial third-party outsourcing becomes. All possibilities aside, employers should make informed deci- sion-making their greatest priority. Investing time and money in an accurate understanding of their unique circumstances and needs will guarantee selection of the best available options at every juncture.