Date post: | 12-Jan-2017 |
Category: |
Recruiting & HR |
Upload: | kathy-fawcett |
View: | 192 times |
Download: | 0 times |
building their own corporate ladderWomen in manufacturing— a critical talent pool—share their career decision insights with Kelly®
An existing shortage of skilled talent in manufacturing has created uncertainty when it comes to the future supply.
Could women be the key to overcoming this talent gap?
Despite comprising nearly half of the
U.S. labor force, women continue to be
significantly underrepresented in the
manufacturing industry—but it seems the
solution doesn’t lie in hiring women, but in
retaining them.
First, let’s take a look at the overall industry factors that affect everyone in manufacturing.
OVERVIEW /02
/03
Turnover rates within the manufacturing industry are significant
23%in 20131
80%
While this may seem like good news to the
hiring manager who wants an expanding talent
pool of workers—perhaps by luring them away
from competitors—this same hiring manager
may just as easily lose their new talent to
another company. Retention is difficult across
the board—especially for companies that do
not implement the changes desired by today’s
manufacturing talent.
80 percent of manufacturing employers say they
have moderate to severe shortages of skilled and
highly skilled talent2
And while the numbers
for employee turnover in
manufacturing haven’t changed
in the past few years, the reasons
have. Performance issues and
layoffs, past factors for turnover
in manufacturing, are being
replaced by voluntary quitting.
More and more, employees are
making the conscious, voluntary
decision to leave their employer
rather than being forced out:
9.8%in 2010
10.9%in 2012
10.7%in 2011
11.1%in 2013
SKILLED TALENT
HIGHLY SKILLED TALENT
Associate degree or experience equivalent
Bachelor’s degree or experience equivalent
1 per BLS2 Accenture 2014 Manufacturing Skills and Training Study
An aging workforce—accelerated!
Shortages and challenges are magnified
due to an aging workforce—as a whole,
manufacturing talent is nearly 10 percent
closer to retiring than talent in all other
U.S. industries.
Over the age of 45:
51% of all U.S. manufacturing talent
42% of workers across all industries
RE
TIR
EM
EN
T
/04
The bottom line
The inability to find skilled manufacturing workers negatively impacts the bottom line. When the necessity to pay overtime wages goes up, quality, productivity, and efficiency take a hit.
When overtime goes up, quality, productivity, and efficiency go down.
Overtime Quality Productivity Efficiency
/05
Women as the solution
Women could fill the skilled talent gap in manufacturing—but understanding employee preferences of this demographic, and ensuring their contentment, is more important than ever.
What women in manufacturing want, what they don’t want, and what would make them stay with their current employer is no longer a secret. This critical talent pool has spoken loud and clear to Kelly. And it’s the companies that will listen—the ones that invest in their female workforce and implement changes—that will capture their loyalty, and possibly avoid the unexpected talent shortages that could hamper their business goals.
The top three factors that
influence the decision of
female manufacturing workers
to remain with an employer
mirror those that initially drew
them in:
56%
42%
Salary and benefits
Opportunities for advancement
33% Work-life balance
/06
Focusing on what’s important
While 2014 data shows signs of disengagement, women in manufacturing are choosing to focus on what’s important to them when making employment decisions.
In manufacturing, women are:
• Closely scrutinizing their employer’s offerings
• Taking a closer look at what lies ahead in their career
• Placing greater importance on expanding their skills
• Redefining their corporate ladder
OVERVIEW
Women are seeking employers
in manufacturing willing to
offer professional growth and
work-life balance—but will they
find these employers?
/07
15,600+12,250+9,300+
Insights
For the Kelly Global Workforce Index™ we surveyed:
About the Kelly Global Workforce Index (KGWI) report
The annual KGWI brings together
work and workplace insights sourced
from more than 230,000 respondents
from 31 countries across the
Americas, EMEA, and APAC regions.
It takes the form of an annual survey
that canvasses a wide spectrum of
opinions on issues impacting the
contemporary workplace, with a
particular focus on the perspectives
from different generations, industries,
occupations, and skill sets. Topics
covered include:
• Career development and upskilling
• Workplace performance
• Employee engagement and retention
• Social media and technology
global manufacturing-related industry workers
in the Americas
in the U.S.
/08
What follows is what women in manufacturing told us.
/09
Disengagement:Women in manufacturing showed signs of disengagement in 2014. This could be good news for hiring managers who are looking to fill their talent gap by hiring women away from their current organization—but very bad news for the hiring managers who want to hold onto key employees.
How easily can your female employees be lured away?
In manufacturing, one out
of three female workers
frequently thinks about what
lies ahead for them in the
job market. They give strong
consideration to quitting their
job and leaving their employer.
“ My current employer isn’t investing in my career— will another company?”
33%
/10
Even happily employed female manufacturing workers are looking for new opportunities on a regular basis, and they are using social media to build their personal brand.
Among the female manufacturing workers actively looking for “better” job opportunities and alternatives to their current job—even when happy in their job—36 percent do so on a daily basis.
When it comes to a job, happiness does not always equal loyalty or engagement.
Similar to male workers (40%),
nearly four in 10 female
manufacturing workers
actively look for better job
opportunities or evaluate the
external job market even when
happy in their job.
“ I like my job, but I’m always open to a better opportunity.”
38%
/11
When it comes to work, perhaps money isn’t everything—and neither is climbing the corporate ladder. Most female manufacturing workers would prefer that their employer offer opportunities to expand their skill sets—perhaps in preparation for future advancement, or as a means to greater personal fulfillment.
Women in manufacturing are willing to make some trade-offs for professional growth and personal fulfillment.
And when their workers gain broader skill sets and develop the ability for greater work contributions, employers are beneficiaries.
“ I want to define my own corporate ladder.”
Most female manufacturing
workers would prefer
that their employer offer
opportunities to expand
their skill sets.
/12
While there’s no mistaking that pay is the main driver of attraction and retention, workers—both female and male—also prioritize their professional growth and personal fulfillment. Resoundingly, many workers would be willing to trade higher pay and/or career growth or advancement to learn new job skills and achieve a greater work-life balance.
“ Learning new skills is very high on my list.”
Upskilling
57%
62%
Sensing that skill development is a “golden ticket” to a better future, more than half of the women in manufacturing are likely to give up higher pay and/or career growth or advancement for an opportunity to learn new skills
More than six in 10 women in manufacturing view upskilling as a short-term career goal
38% Less than four in 10 would rather advance to a higher level than gain new skill sets
/13
“ Let me spell out exactly what I want.”
1 | Salary and benefits
2 | Advancement opportunities
3 | Work-life balance
When weighing their employment
options, female manufacturing
workers give greater weight to
nearly all factors measured than
their male counterparts.
87% vs. 84% | Salary/benefits; incentives
71% vs. 65% | Advancement opportunities
66% vs. 61% | Work-life balance options
62% vs. 58% | Training/development options
51% vs. 45% | Knowledgeable colleagues
49% vs. 38% | Flexible work arrangements
48% vs. 37% | Environmental responsibility
35% vs. 27% | Diversity/equal opportunities
30% vs. 27% | Sense of meaning from work
25% vs. 20% | Unexpected perks (on-site gym?)
19% vs. 16% | Corporate sovereignty/goodwill
/14
Female workers are extremely open to flexible employment options. Will this be the defining perk between those who retain and those who lose skilled talent?
Offering female candidates more money and better benefits than competing positions will certainly influence their employment decisions. Beyond compensation, other key factors play an important role in the decision to choose one employer over another—including flexible employment options. Achieving a greater work-life balance is increasingly important to female manufacturing workers.
“ Other employers offer flexibility and balance. When will my industry catch up?”
Of the female manufacturing
workers we surveyed:
49%
35%
are likely to forfeit higher pay or career growth/advancement for greater work-life balance
will forfeit higher pay or career growth advancement for a more flexible work schedule
33%will forfeit higher pay or career growth advancement for the opportunity to start their own business
/15
Notably, female manufacturing workers place greater emphasis on job stress and major life-changing events than their male counterparts.
“ With other options out there, I won’t stay in a stressful job.”
Female manufacturing workers
identified these as factors most
likely to cause them to leave
their organization or change
jobs/careers:
30%
30%
Stress
Major life-changing event
26% Current management
/16
An Equal Opportunity Employer © 2015 Kelly Services, Inc. 15-0010
ConclusionAs in every industry, employers in manufacturing need to continually be prepared for changes in
their workforce as their employees—both females and males—frequently explore alternatives.
These sudden moves can create precarious and unexpected challenges for employers.
While the key to preventing your talented workforce from fleeing may lie in some of the
workplace improvements covered in this research, strategic workforce planning is the best
solution: anticipate workforce changes, and stay ahead of shortages by proactively building a
prospective employee network.
For information on how Kelly can help, contact us today.
EXITkellyservices.us