recommendations for developing and executing a talent diversity strategies to build a strong STEM talent pipeline.

1. A Blue Print for Developing the
Next Generation of Minority
Leaders in Manufacturing
Nereida (Neddy) Perez
NeddyperezConsulting@Gmail.com
Twitter: @neddyperez
Cell 832-216-8836

2. Discussion Road Map/Objectives
• State of Minority & Female Talent
in Manufacturing
• Questions you need to ask your
CEO & Leadership Team
• 7 Steps to building a solid Talent
Development Strategy
• Some resources & best practices
to check out

3. Manufacturing Talent
• More than 12 million people in manufacturing today according to
Bureau of Labor Statistics
• 26% of population are women
• 7% are African American
• 8% Asian
• 4% Hispanic
• More than 48% are Boomers
• Over 10.5K Boomers retiring annually
until 2030

4. Why the Buzz about STEM?

6. To Win War on Talent -
Build a Holistic Strategy

7. Seven Step

8. Blueprint
• Where is the company planning to grow its
operations?
• What is the company going to de-emphasize
or sell off
• What business skills are going to be needed
in 3, 5, 10 years?
Step 1: Understand
the Business
Strategy & HR
Strategy
• What is the current state of gender
demographics by business unit & specialty
• What percentage of the workforce will be
retiring by business unit and specialty
• Are there Affirmative Action gaps that the
company needs to address
Step 2: Get a read
on company
demographics

9. CEO & Leadership Team Questions
• Where is our business strategy taking us?
• What countries are we expanding too?
• Which businesses/divisions are we looking to grow?
• What is the level of financial investment being made on
talent?
• Specific Talent Needs
• What does our turnover rate look like by
business/division?
• What are your Affirmative Action Gaps that need
addressing
• Which job skills are we going to need…
• Duluth, GA
• What is the spread of talent that will be needed
• Early Talent Hires
• Mid-Career professionals?
• Seasoned Professionals?
• Front-line?

10. Blueprint
• Look over the last 3 to 5 years of hiring data
what patterns do you see?
• Are there the top 3 to 4 businesses that
generate the most volume of hiring needs?
• Look over the turnover data what positions
have the greatest turn over?
Step 3: Get a read
on potential hiring
needs
• Pull together an advisory group to focus on STEM and
Diversity hiring needs
• People to include : HR Business Partners with greatest
recruiting needs; Diversity Office Representative;
Functional leader/senior leader; Representative from
Early Talent; Representative from key employee
resource groups; Representative from communications
and community relations.
Step 4: Identify
Potential Strategic
Partnerships

11. Team Formation & Alignment
• Create a team to help build a plan
and pull together resources
• Community Relations
• Diversity Department
• Engineering or IT or Supply Chain
Representative/Senior Leader
• Social Media Leader
• Corporate Communications
• Things to centralize
• Advertising, Social Media, & Branding
Efforts
• Scholarships
• Employee Resource Groups
• Setting Goals &Tracking of Metrics

12. Examples of Best Practice Techniques
• Early Talent Strategies:
• Creations of scholarships linked to internships
• Targeting 2nd tier colleges for recruiting
• Investing in college program curriculum and co-branding certification or
training programs
• Front-line Operations Partnerships:
• Creation of partnerships with community non-profits to develop specialized
skills
• Partnership with 2 year college certificate programs (i.e. drafting, computer
design)
• Creation of Apprenticeship Programs (i.e. manufacturing, HVAC)
• Specialized Skills:
• Partnering with Professional Associations (i.e. NSBE, WITI, etc.)
• Leverage the employee resource groups to host events on professional
development
• Middle Management:
• Employee Referrals
• Targeted advertising and scraping on websites
• Hosting special events and receptions to solicit informally warm clients

13. Blueprint
• Start with a strong on boarding process
60% of people leave because they get
derailed due to on boarding
• Leverage ERGs/BRGs
• Have a mentorship program in place
• Do construct sponsorships
• Put together career development plans
internally
• Provide board development or rotational
assignments
Step 5:
Create a
Development
Action Plan

14. Development
• Mid to Senior Level (Directors & VPs)
• Mentoring is nice… Sponsorship is critical to
retention and growth.
• Many minority executives don’t have career plans
that are self directed
• Get them involved with HACR, ELC, LEAP
• Leverage programs like Harvard or CCL to help
individual to grow
• Grow your own internal program ( i.e. Women’s
Leadership Program/Ford but link to Business Needs)
• Leverage Nonprofit Board involvement to help refine
skills of candidate …will also help with corporate
brand

15. Development
• Middle Management ( Managers, Supervisors)
• Mentorship and role modeling is important
• Providing rotational assignments within a particular
division help to round out business understanding
• If the person is high potential let them know; if they
are not let them know it (i.e. John)
• Provide exposure to senior leaders – meet and greet
sessions, Coffee with Senior Leader or executive
• Provide networking opportunities specifically geared to
middle managers
• Leverage internal network groups to provide an
opportunity to deliver training on career plans
• Ford Middle Management Program - employees work on
a corporate business project outside of current
responsibilities

16. Don’t Overlook
• Employees retiring
• Shell & UPS retirees stay engaged
• Leverage as volunteers in
community, as teachers
• As mentors in apprenticeship
programs
• Employees who have gotten
their degrees
• Employees sometimes are over
looked internally

17. Blueprint
• Don’t create stand alone metrics look for existing score
cards to report results
• Set realistic target for female and minority talent goals
• Don’t forget to set goals in terms of generational
differences
Step 6: Develop Practical
Metrics
• Socialize plan once developed
• It is critical to keep your business functions informed of
progress.
• Get in front of HR Business Partner and business leadership
team meetings
• Build a strong communications plan to share internally and
externally
Step 7: Execute &
Communicate

18. Best Practices & Companies to
Benchmark Against
• Ingersoll Rand Women’s Leadership
Program
• BASF - Female pipeline development
joined forces with the National
Manufacturing Institute
• Shell Hispanic Professional Leadership
Conference run by the ERG
• Boeing created a partnership to promote
awareness about flight
• Intel committed $350 million to pipeline
development
• UPS & Sodexo Partnership with National
Urban League’s Black Executive Exchange
Program

19. Final Thoughts • Look outside of the industry
• Don’t look at Tier 2
Colleges & Universities
• Create a plan that engages
the influencers in your
company
• Leverage your ERGs
• Don’t forget people with
disabilities and military
veterans & their spouses

20. Contact:
• Nereida (Neddy) Perez
• Email:
Neddyperezconsulting@gmail.com
• Phone: 832-216-8836
• www.linkedin.com/in/neddyperez
• Twitter: @neddyperez