THE ONBOARDING CHALLENGE...Millennial and Z’s Facts vs Myths Identify the opportunity...
Transcript of THE ONBOARDING CHALLENGE...Millennial and Z’s Facts vs Myths Identify the opportunity...
THE ONBOARDING CHALLENGE:Maximizing Learning and Meeting Corporate Goals
INTRODUCTIONS
Heather WehkingTraining and Development Manager/Administrator; CDI Energy Products
Sue MuellerWorkforce Development Specialist; Tooling U-SME
SESSION GOALS
▪ Millennial and Z’s Facts vs Myths
▪ Identify the opportunity manufacturing has in developing people to fill their skills gap
▪ Meeting the challenge of onboarding
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Some things never change…
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HELP WANTED▪ The top condition of a
manufacturer’s competitiveness is access to a talented workforce.
▪ U.S. Labor Department data indicating that as of June 2017, some 419,000 U.S. manufacturing jobs remained unfilled.
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Z’s and Millennials Facts
The Z generation is made of 74 million people and growing
The millennial generation is made of 75.4 million people
The average person owns 7.7 connected devices
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Z’s and Millennials Facts15% of 25- to 35-year-old Millennials are living in their parents’ home.
Millennials value experiences over ownership – Z’s are starting to shift back
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Challenge
Tooling U-SME Millennial Survey shows manufacturing (78%) agrees millennials are important to their future, but less than half (40%) have a good understanding of this group.
Myths and Realities
Myth: Younger
generations of Millennials have no work ethic.
Reality: Millennials have a self-
centered work ethic. Millennial employees are dedicated to completing their task well, but have not been raised in a way that demands them to look around and see what should be done next.
Myths and Realities
Myth: Millennials
don’t want to put in the hours to get ahead.
Reality: Millennial employees are
willing to put in the time to do the job, however, they are uninterested in “face time”.
Myths and Realities
Myth: Millennial
employees have no respect for authority
Reality: Millennial employees have
great respect for leaders and loyalty. They do not respect authority "just because." Loyalty and respect must be earned. But when it is earned, it is given fiercely.
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Key Traits
1. Connections and experiences
2. Workplace value
3. Visibility on how their work fits into the big picture.
Work Expectations
Their ideal job should have opportunity for career advancement▪ Millennials = 72%▪ Gen X = 64%▪ Boomers = 52%
Their ideal job should allow them to learn new skills▪ Millennials = 72%▪ Gen X = 62%▪ Boomers = 48%
Best Practices
Companies can build high performers and future leaders by focusing on industry best practices that help millennials, and all employees, feel valued from the moment they walk in the door through their entire career.
My Definitions and Goals
▪ Leaving a Mark
▪ Improving the Status Quo▪ Lasting Impression to build upon▪ Consistant measurable growth▪ Tasked with work that matters▪ Happiness Level
Personal Millennial ExperienceDoing Something that Matters
My Onboarding Experiences
Company Loyalty
▪ Working from Home
▪ This project was my project…it’s my baby
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Organization
Demographics
• Employee Development Plan
• Empowering Employees
• Employee Retention & Motivation
• Bridging the Generation Knowledge Gap
• Leadership Roles Lacking Leadership Qualities
• Fully Utilizing the Tools at our Disposal
• IT / Technical Support
• Language Barriers
• Matching and Exceeding Customer Expectations & Certification Requirements
What Challenges Do We Face
• New Hire Orientation – First Impressions Matter
• Empower Employees
• Role-based training
• User Group and Curriculum Development
• Cross training
• Computer Labs in Manufacturing
• Subsidiary Alignment
• Incentive Program
• Focus on Leadership Development Curriculum
• Manual to Electronic to Virtual Training: “The Wave of the Future”
• Language Additions
• LMS Tool for Audits and Customer Alignment
What Challenges Do We Face
GAME PLAN
• Learning Management System
• Manual vs. Electronic vs. Virtual
• New Hire Orientation Revamped
• Company Introduction: “Who Are We and What Do We Do”
• Work Instruction and SOP’s
• Training Assessments
• Accountability
What Does Our Training Look Like Today?
• Drive Home Critical Points & Behaviors
• Evaluation of Knowledge Understanding & Retention
• Recurring Assignments and Assessments (Training Schedules)
• Assessment of Training and Knowledge Gaps
• Outlet for Corrective Action Responses
• Method of Resolving Performance Issues
• Document Revisions and Re-Training Assignments
• Communication is Key
• Pride in Education
Training Assessments & Curriculums
Training Spotlight• Monthly Initiative Focusing on Topics that Align with
Company Mission Statement and Objectives
• Promoting Employee Involvement in their Training
Development and Career
• Encourages Voluntary Participation
• Encourages Self-Evaluation
• Guides Managers/Supervisors on a Monthly Review of
Team Shortcomings & Promotes Action
Strong Onboarding
Employee Knowledge of the Company
Promote Employee Loyalty
Clear Training and Career Pathways
We Have Come a Long Way…Yet Just Baby Steps• Increased Visibility
• Increased Accountability (Leadership & Employee)
• Ensures Consistency
• Standardization in Practice
• Expectations Known
• Attainable Metrics
• Training & Knowledge Gap Analysis
• Maintained Structure through Turnover
• Flexible Foundation
• Accessible (Anywhere, anytime; work, home)
• Secure & Reliable
• Employee Follow-Up
• Lessen Human Error
• Training is Underway & in Active Circulation 24/7
• Exceeding Audit and Customer Expectations
Build Strong Trainers
Succession and Mentoring Programs
Best Practices▪ Provide Strong Onboarding▪ Build Clear Training Plans and Career Pathways▪ Implement Succession and Mentor Programs▪ Develop Strong Organizational Trainers
Sue MuellerWorkforce Development SpecialistTooling [email protected]
Heather WehkingTraining AdministratorCDI Energy ProductsEGC Critical [email protected]
Thanks For Listening