Now that you’ve taken time to investigate the idea on implementing stay interviews to help retain your workforce, to the next step is to explore the types of skills you will need as an interviewer. Being a successful leader includes holding meaningful conversations - a skill that requires effort and practice. Instead, there are a handful of proven skills that transform the ordinary into extraordinary.
2020 tested companies’ agility and adaptability to the unforeseen. The fortunate companies that were able to keep their doors open, have been learning day by day what is needed to survive and thrive in the future.
One essential piece continues to be pertinent – employees. Employees are the ones who are continuing to generate revenue, produce quality goods, and satisfy customers. Being reminded of this, it is critical to retain those skilled workers during these possible trying times. So, ask yourself, how can you truly make each individual employee a priority? – Through conducting stay interviews.
Written by Nicole Ausherman, Digital Information Specialist - NIST MEP.
Women make up about 29 percent of the manufacturing workforce despite filling 47 percent of the positions in the overall workforce, according to the Manufacturing Institute. While there have been periods of growth and decline, the dynamic is mostly unchanged since 1970, when women held 27 percent of the manufacturing jobs.
IMEC is helping to bridge the manufacturing skills gap through an innovative new approach. The recently launched Skills Gap Analysis project is expected to help participating manufacturers plan their future workforce requirements and strengthen their communities. Recognizing the urgent need for a project like this in many Illinois manufacturers, IMEC’s president, Dr. David Boulay explains: “One of the biggest issues for managers in the manufacturing sector today is knowing what knowledge and skills workers will need beyond today’s work. We’ve seen the same series of events occur across many of our client companies: changing customer preferences lead to new products, which then leads to changing the way the work is done.”
Facing the reality that the current workforce is dwindling down due to the silver tsunami sweeping the industry, manufacturers have a hard time finding quality replacement. The silver tsunami refers to the large number of baby boomers who are retiring from the workforce. For manufacturers, this is the majority of workers – they are not only losing employees, but also years of acquired knowledge and skills. It is time have to get creative about finding and developing talent while riding the tsunami wave. The problem is the disconnect between the industry and the general public. Unfortunately, the next generation of workers has misconceptions about manufacturing and trade jobs.
The price of vacancy in the high-tech manufacturing industry is staggering, and while companies recognize this is a problem, the true cost has become such a part of the status quo that it is often overlooked.
Written by Andrea Belk Olson, MSC and CEO of Pragmadik
Using the Stay Interview for Retention and Culture Development
As companies are fighting for talent in a tight labor market there is a need for them to look at how they are retaining their best people and developing a culture that others want to join. Too many times managers are focused on the negative aspects of managing people and do not take the time to develop the talent that's right in front of them.
Today, departing employees are asked their opinions and experiences on their way out the door. These “exit” interviews can reveal some information about why people are leaving, however, the interviews are typically guarded and are certainly too late to affect retention. Instead, the "stay" interview is targeted at retention, exactly as its name implies. These simple conversations take the pulse of employees' current experiences, attitudes and opinions in a more routine cadence, enabling leadership to implement improvements before they have lost a valuable asset.
By 2025, nearly 25 percent of the United States population is expected to be 60 years of age or older. With this demographic preparing to exit the workforce and enter retirement, what can be done to retain their knowledge and pass it down to the next generation of employees? After all, a good portion of the knowledge that our “employee elders” possess is not written down or stored within a computer—it’s stored in their head. And this is especially true within the manufacturing sector.