Closing the Skills Gap in Manufacturing

The Manufacturing industry is experiencing an unprecedented labor shortage and the problem is about to worsen. According to a recent study by Deloitte and the Manufacturing Institute, Baby Boomer retirements coupled with economic expansion are predicted to result in two million manufacturing jobs going unfulfilled over the next decade.

Manufacturing will be heavily reliant on the Millennial generation to replace its aging workforce but faces significant hurdles, such as misperceptions about the industry as lacking in innovation and career opportunity. In fact, manufacturing ranks last as a career choice among Americans ages 19-33. The lack of skilled talent for the highly technical jobs needed in modern manufacturing compounds the issue. A decline in technical education in American high schools and a dearth of trade schools has created a drastic shortage of available, qualified talent.

To close the skills gap in manufacturing and to become employers of choice among Millennials, companies will need to follow these Five Strategies for Attracting & Keeping Younger Workers.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Nonprofit Boards & The Generational Divide

The events and situations that each generation experiences play a significant role in shaping values, views and practices toward philanthropy. As nonprofit leaders struggle to engage up to four generations on their boards, communication and interactions related to giving, governance, decision making processes, and issues of succession will be challenged. This will require a paradigm shift in how nonprofit boards are structured and managed.

Understanding the characteristics, motivations and values of the different generations is vital to bridging generational divides and working toward common objectives within nonprofit boards. To learn how to bridge the divides among your board's directors, download my whitepaper, "Bridging the Generational Divide Within Nonprofit Boards," or contact me directly.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

10 Pitfalls to Avoid in Succession Planning

Many executives, HR professionals and boards embark on succession planning thinking it is a straightforward, finite process in which candidates are assessed and selected for predetermined roles. On the contrary, succession planning is one of the more complex and nuanced aspects of human capital management. It is not something that you can codify or get done in one sitting.

Succession planning is a focused program of keeping talent in the pipeline for the evolving roles that matter most to companies for the future. With thoughtful dialogue and participation, succession planning can be one of the most effective tools for leadership development and business growth. When handled poorly, it can be a waste of time and other precious organizational resources.

To succeed with your company's succession planning efforts, download my new whitepaper, "10 Pitfalls to Avoid When Embarking on Succession Planning". You can also join me for a webcast, 21 st Century Succession Planning - Growing Your High Potential Pipeline for the Roles That Matter Most, on Wednesday, February 22.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Become an Employer of Choice in 2017

Twenty years ago, the top company in Fortune Magazine’s “100 Best Companies To Work For” list was Southwest Airlines. Contrast this to 2016 and Google held the top spot while Southwest Airlines disappeared from the list altogether.

To be an Employer of Choice in the New Economy, organizations must understand that the talent

landscape has evolved dramatically and that the person determining whether a company is an Employer of Choice has changed. Millennials now represent the largest generation in the U.S. workforce. Their expectations -- for diversity, transparency, collaborative work cultures, fluid organizational structures, flexible work environments, and positive social atmospheres -- are challenging most companies’ workplace norms. And just as important, other generations, having been introduced to these concepts and to the Millennials’ incredible demographic influence, are adopting these expectations.

It is critical that companies recognize the changing talent landscape and adopt new methods for attracting and engaging employees. To understand what it takes to become an Employer of Choice in 2017 download my new whitepaper, “Becoming An Employer of Choice In The New Economy – 3 Strategies For Creating Your Competitive Advantage,” or feel free to contact me directly for more information.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Fixing the Skills Gap

In the United States, the demand for educated, skilled workers is quickly outpacing the supply. By 2025, the country will require 11 million more postsecondary credentials than it is currently on track to produce. This deficit impacts employers and job seekers alike and has lasting consequences for our local, national and global communities. 

To help reverse this trend, the Interchange Group is donating funds this holiday season to Scholarship America, a non-profit whose mission is to make postsecondary education possible for all students. Scholarship America works directly with students, parents, colleges, businesses and communities to help students complete their education beyond high school with manageable debt. Since it was founded in 1958, the organization has distributed $3.5 billion to more than 2.2 million students. 

I encourage you to choose a cause to support this holiday season that is meaningful to you.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Leading Through Uncertainty

We are living in uncertain, polarizing times. And, while it is understandable that political leadership takes the spotlight, we must not overlook the challenging realities that our organizational leaders are facing. Economic uncertainty, generational shifts, and socially polarizing opinions in the workforce will dominate the narrative for companies in 2017. People leaders at all levels of the organization will be subject to increased stakeholder scrutiny (from employees, boards of directors, consumers and governmental and community groups) and almost constant change. 

Leading through uncertainty requires a highly evolved set of skills and competencies. To understand what traits are most critical for your people leaders, download my white paper The Top 10 Competencies Your Chief People Officer Must Possess, or contact me directly. Your organization's ability to demonstrate proficiency in these leadership attributes will determine the success of your business in 2017 and beyond. 

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

The Top 5 Drivers of Engagement

Millennials will soon comprise 50% of the U.S. workforce. As a result, they will set the tone and influence workplace practices for the foreseeable future. To determine the best strategies for engaging top talent, we must look to this generation for insight. Using Millennials as the norm, here are the top five drivers of employee engagement.

1. Transparency of Information – Millennials require companies to be transparent with information in order to work effectively in their jobs and make decisions about their careers.
2. Connection to the Corporate Strategy – Millennials need line of sight to the business strategy to perform in their jobs well, and to understand that their work has a purpose.
3. Visibility – Millennials stay engaged when they get exposure to senior executives who are driving the strategy and who have their own experiences to share.
4. Opportunity – Millennials are driven by opportunities to advance in their careers and to develop professionally. 
5. Personalized Recognition – Millennials expect to participate in programs and receive rewards that are personalized and that recognize them for their time and efforts. 

Millennials will challenge employers to engage them in drastically different ways than their predecessors. In return, they will provide many of the necessary competencies and experiences necessary for companies to survive and thrive in the New Economy.

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy