Dear Leaders,
 In today’s edition, we’ll be delving into the pressing issue of handling a hiring crisis faced by business leaders. As companies across industries continue to grapple with talent shortages, CEOs and HR professionals are seeking innovative strategies to attract, retain, and develop skilled employees.

Join me as we explore solutions to one of the most pressing concerns facing organizations today.

Be Well,
The Spark
Ample, a company specializing in EV battery-swapping technology, is facing a crisis of skilled labor shortage at its manufacturing facilities in the Bay Area. As it aims to double its manufacturing workforce, it struggles to find workers trained to handle high-voltage machinery and complex robotics.
The Burn
The skilled labor shortage in manufacturing is a common problem for several reasons. Firstly, advancements in technology have led to an increase in the complexity of machinery and processes, requiring workers with specialized skills and training to operate them effectively. Also, traditional educational pathways may not always align with the specific needs of modern manufacturing, leading to a gap between the skills taught in educational institutions and those demanded by employers.
The Clean Up
To address this issue, Ample is collaborating with local community colleges to establish apprenticeship programs, allowing individuals to gain necessary skills without a traditional college degree. Despite the challenges, the company remains confident that these initiatives will help meet its growth targets and support the expansion of renewable energy goals in the United States.

 CEOs can address the skilled labor shortage in their companies through several strategic approaches:

Investment in Training and Development: Implement comprehensive training programs to upskill existing employees and prepare them for more advanced roles within the company. This can include on-the-job training, workshops, seminars, and tuition reimbursement for further education.

Partnerships with Educational Institutions: Forge partnerships with local community colleges, vocational schools, and technical institutes to develop tailored training programs that align with the specific needs of the company. This can involve sponsoring apprenticeship programs, internships, or co-op opportunities to attract and retain talent.

Promotion of STEM Education: Engage in initiatives to promote science, technology, engineering, and mathematics (STEM) education at the K-12 level to cultivate interest in manufacturing and technical careers from an early age. This can involve supporting STEM-related extracurricular activities, mentorship programs, and educational outreach efforts.

Flexible Hiring Practices: Consider implementing more flexible hiring practices, such as hiring based on aptitude and potential rather than strict educational requirements. This can open up opportunities for individuals with non-traditional backgrounds or career paths to enter the manufacturing workforce.

Embrace Automation and Technology: Embrace automation and technology to augment the workforce and increase productivity. This can involve investing in robotics, artificial intelligence, and other advanced manufacturing technologies to streamline processes and alleviate the burden on human workers.

By implementing these strategies, CEOs can proactively address the skilled labor shortage in their companies and position themselves for long-term success in the manufacturing industry.
Fire Prevention Tools
Here are a few tools I’ve used when facing hiring issues within manufacturing organizations:

Learn from this Crisis and Repeat: The leadership responded properly realizing they own their destiny and investing in building talent as a long term strategy is the right thing to do. However, have they really learned anything? Where else in their organization might their be risks? Regulatory issues? Supply Chain Issues? Socio-economic changes? Where else could they set up a long term strategy to avoid having to react to a crisis? As a business owner myself, I realize my ability to provide services rests heavily on a robust network that I’ve grown from 800-8000 on Linkedin. As my business grows, I can respond to the changing needs of my clients

Resources should be valued as much as Intellectual Property: When a company creates a patten or a new technology, businesses are quick to protect it for longevity of the company. People are our greatest assets, yet we commoditize most of them and focus on a critical few. Why don’t they consider every resource as a valued asset and seek to protect them and be in service. When we take care of our people and capture their knowledge for future employees, we sustain the ups and downs of any labor shortage.
Change the mindset towards resources and make it a strategic imperative to preserve these assets

Focus on the culture and resources will flock to your company: Even more proactive than the strategy set forth to grow talent and pull them into an organization, what about being the employer of choice for which people are knocking on your door to get in. It’s tough trying to push through a labor desert, but if we could create “pull” like in lean methodology, obtaining and retaining talent would not be an issue. Take a look at smaller businesses; first and second generation owners who may bring in talent at lower price points, but people stay. Why is that? I’ve been in many of these organizations and the culture is nothing like anything I’ve seen in the larger companies. If we can get back to what makes a great culture, labor shortages just don’t exist.

Think about it!If you have thoughts on this, I’d love to hear from you and let’s continue the conversation!

For more insights, I propose to take a moment to get a copy of  The CEO’s Compass, where I very specifically speak to crisis management and how to use the Compass to get back on track. If you’re currently facing a crisis, let’s talk!
Want to be a master at navigating a crisis?
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