Listed are the main points of the discussions once opened to the floor:

Transcription

1 During the presentations of: Aligning Advanced Manufacturing Programs to Address Skill Needs: A Study of the Employers Role Where are they now? Soft Skills Researched strategies and best practices were shared with the attendees. Considering the collective information received, there were five questions shared. Each table received one of the questions for group table discussions. Listed are the main points of the discussions once opened to the floor: 1. What does success look like for you (in terms of the pipeline challenges)? Candidates who can meet the requirements for positions A basic aptitude for mechanical problem solving Possess emotional intelligence to process challenges Pass drug screening and background check Page1

2 Understanding of how to engage in company culture (soft skills component) A team with professionalism to maintain a steady workflow An appreciation of the benefits that come with full-time employment Leadership who understands the dynamic of manufacturing has changed Employees who understand the business of the industry Ohio education legislature value 2-year degrees and apprenticeships 2. What are high priority soft skills in your organizations? Positive attitude and willingness to take direction for training from candidates Receptive to constructive criticism for growth and improvement Strong oral and written communications skills in regard to experience Managing through intergenerational gap Valid driver s license Page2

3 How could you incorporate these skills into your onboarding process for new employees? Leadership can be more concise of leading by example Re-establish expectations Base hiring on behavioral interviewing Encourage networking and communication of new hires among positive influences Screening new hires for soft skills through networking events Leadership develop personal connections with staff Offer more support through HR Employee of the month and mentorships 3. What does your ideal model look like for engaging all the partners (community based organizations, workforce boards, colleges, industry, etc.). Want to work with county programs for additional engagement of wrap-around services Want a better understanding of how to assist new hires Page3

4 Need transitional services from unemployment to employment Provide a 6 month grace period after employment before county services are severed Participate in job fairs, internship opportunities Coordinate events that target veterans Industry collaboration with K-12 to invite parents to manufacturing employers to increase industry career exposure opportunities to the youth Diversity of stakeholder participants o Community o Government o Educators o Employers 4. What does an effective talent pipeline structure look like? Launching an effective internship /coop program Retaining new hires Page4

5 Employer commitment to putting candidates through training and hiring those who successfully complete Continuous growth for current employees Open house; open door policy at company to expose smaller manufacturing companies Internships creating opportunities, engagement with retention and ascension 5. As an employer, how do you want to be engaged in finding a solution for these challenges? Learn of and take advantage of regional consortiums and local workforce programs currently being implemented Continue to collaborate with other leaders to create Solutions sharing ideas of best practices Sharing career paths for different people Want to be engaged in developing curriculum Leadership training Network with other companies in the industry Pursue similar initiatives like the Ohio Manufacturing Association Page5

6 Keep meetings short want action/steps Provide measureable outcomes Flex the model, alter times to allow for all to participate Awareness of what industry is currently doing Making contact with K-12 Give projects Resource mapping Summit Counties/ training providers 8-12 county area determine what is needed regarding training. Page6