Winning the Talent Game in an Increasingly Competitive Marketplace
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The document discusses the importance of talent marketing for manufacturers facing increasing competition for skilled workers. It notes that while the need for talent marketing is clear, most manufacturers do not have robust talent acquisition programs. It emphasizes that whoever wins the war for talent wins the game. The document provides recommendations for how manufacturers can improve their talent marketing, including defining what sets their company apart, building a strong brand, focusing on culture, using various marketing channels like social media and PR, being involved in the local community, and retaining employees once hired.
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Winning the Talent Game in an Increasingly Competitive Marketplace
- 1. Winning the Talent Game In an Increasingly Competitive Market May 6, 2013
- 2. Why? Or Why Not? With the reasons for talent marketing obvious, why aren’t more companies embracing it?
- 3. Can you hear me now? • Demand for skilled workers is outpacing supply • Competition is fierce – for largely the same talent • Perceptions of manufacturing as a career aren’t good • The human dynamics are escalating rapidly • Yet most manufacturers do not have robust, strategic talent acquisition programs Whoever wins the war for talent wins the game.
- 4. But whose responsibility is this? • Federal, State & Local Government all pledge support • National Associations are addressing this on behalf of members • Regional/Statewide/Local Collaborations are taking shape everywhere • It’s fast. It’s furious. And it’s fragmented. No one is coming to save you.
- 5. New Reality. New Thinking. New Actions. Acting with this reality requires a fundamental shift in thinking to drive new actions •Historically, manufacturers are not good marketers •We think like engineers, not consumers •With an average employee age of 56, we are not the target audience •Most don’t understand how to reach younger recruits •Our grandkids know more about these channels than we do The first thing we need to change is our thinking
- 6. With Challenge Comes Opportunity • You can out-market the competition • Exceptional people seek out exceptional companies • Give people compelling reasons to want to work for you Well-executed marketing strategies are critical tools in attracting and retaining the talent you need to succeed.
- 7. What You Need to Do
- 8. Define What Sets Your Company Apart Tell a Strong, Compelling Story •Generate interest with people that share your vision •Differentiate your company in a meaningful way •Be different. Not the same as your competitors •What appeals to customers most often appeals to recruits
- 9. Is your culture helping or hurting? Define Your Culture…or your culture will define you •It’s more than a competitive advantage. It’s the #1 reason people leave and what recruits value most – Essential in competing against your area’s leading companies – Helps you hire the right people •Allows people to self-select (both in and out) •Motivates employees to get behind you and help you win •If you don’t have a great culture, start to build one
- 10. Bring your brand to life Create a brand personality and use it: •On-line •In your industry and in your community •Through multiple channels – including digital, PR, and social media •To equip and empower employees to be your front-line brand ambassadors
- 12. Tell a compelling story
- 13. Build a robust careers microsite The Milacron “Be More At Milacron” Campaign
- 14. Build a robust careers microsite Speak to What Recruits Care About
- 15. Lead, don’t follow the transformation Connect with National/Regional/Local Initiatives
- 16. It’s Everyone’s Job to Promote the Industry • Plastics is not an industry people seek • Even at Universities with industry leading programs – U Mass Lowell & Ferris State University, more than 90% of students are through referrals "We must, indeed, all hang together, or most assuredly we shall all hang separately.” -Ben Franklin
- 17. Use Social Media to Connect & Build Your Reputation
- 18. Use PR to Connect & Build Your Reputation
- 19. Lead In Your Community And Leverage It Project Engineer Job Description excerpts: •A very successful, growth- oriented company •Winner of the prestigious Wisconsin Manufacturer of the Year Award •Strong reputation for operational excellence, employee development and community leadership •Our goal is to equip the person we hire to lead
- 20. Once You’ve Got ‘Em, Keep ‘Em.
- 21. 5 Key Takeaways 1New Reality: Whoever wins the war for talent wins the game 2 New Thinking: Everyone needs to be a marketer. You’re competing for — and against — the best 3New Action: Build a brand and bring it to life 4New Action: Create a culture people will want to be part of 5New Action: Equip, engage and empower your employees to be your brand ambassadors
- 22. Thank You.
Editor's Notes
- According to SME, 600,000 American manufacturing jobs are unfilled today and projected to reach 3 million by 2015 Slowest growth of jobs – occupations requiring a high school diploma or less Conversely, STEM – Computer and mathematical occupations expected to grow more than twice as fast as the average for all occupations in the economy. The average age in manufacturing is 56 so we will need more people more quickly Misunderstood and mysterious. Perceived lack of security and opportunity. I say, in large part, manufacturers have themselves to blame (more later) Further hampered by perceptions that advanced manufacturing eliminates rather than creates jobs. Not true. They create a lot of jobs – huge positive indirect labor impact Sophisticated customers. Continually shrinking margins Innovating to faster, cheaper Technology is changing how, where and what we do Never in the past twenty years has a single topic evoked more “whining” We can ’t find recruits, manufacturers say. Guess what, they can’t find you either!
- From funding for apprenticeship programs to national efforts to promote manufacturing From Workforce Development Agencies to regional collaborations with manufacturers, universities, tech colleges, high schools and even middle schools Organizations are tripping over themselves to solve the problem But they don ’t have the jobs. You do. Varying degrees of success – from working well to failure It is incumbent on manufacturers to create their own destinies…and to aggressively market for the talent they need to succeed
- In the meantime, others are shaping our reality
- Three things I ’m going to recommend and then share examples
- Notes: Establish an emotion connection between your company and the people you ’re recruiting. Local example: Generac Power Systems. They make back-up generators to power critical facilities during power losses. So they’re the first on the scene when hurricanes hit. Now, do you say, “3 rd shift production workers wanted,” or do you say, “we work 24 a day to make sure that we can power hospitals, emergency operations and water treatment facilities during catastrophic storms and power outages?” That’s what’s important. Everyone wants to give back and feel like they are doing something good. Your job should involve helping people whether directly through the work, or outside activities that give you meaning. At Milacron, for example, where I do a lot of work – we tell people that without the kinds of advanced manufacturing equipment that Milacron makes, American manufacturers could not compete with low-cost labor countries. It ’s because of what we do that Customers like this too – it lets them know that you are able to bring the talent on-board to innovate and provide the solutions and service they ’re looking for today and in the future.
- Notes: Number one reason people today leave their jobs is because of culture And because the average age is over 50 in manufacturing, many companies suffer from a culture that is not multi-generational, warm and welcoming. If you have – or are working on a great culture – use it to differentiate yourself. It is different and it is important Make sure it ’s a selector for people who will and WILL NOT fit. If you’re a performance driven culture, let people know our expectations so those who aren’t up to the challenge, walk away.
- Notes: Online Website is the number one marketing tool today. Period. End of story. In a recent survey conducted by CISCO, half of students and young professionals consider access to the internet as important as water, food, air and shelter. They could not live without it. Homepages, newsroom, careers microsites, video – all optimized for search and very exciting Don ’t be boring – The distribution channels available today give you the ability to showcase great creative, video, photography. And the channel’s free so invest in the content! PR and community outreach 3 rd party credibility Establishes a leadership position Meets younger generation ’s need to join companies that care about their communities and the world Provide you with content to use in campaigns, one-on-one conversations and to instill a sense of pride inside your company Employees as brand ambassadors. Huge allies in your communities and your industry if you empower them properly
- Notes: Donnelly is a $30 million mfr in Alexandria, MN specializing in short-run manufacturing. They change molds more than 300 times a week. Store almost 3,000 active molds and process more than 600 different materials. Complexity on steroids. People always tell me, manufacturing is exciting, high tech, advanced. But I go to your websites and they are old, tired and boring. We share information. We don ’t connect. Another thing people always say, It ’s all about the people. Well, where are they? There’s no one on your site – a picture of a building, an empty parking lot. Seriously. Jump on your website and pretend you’re a 20-something job seeker. Click to Donnelly News Room – Show connections in community. Visibility in MN, positioning as leader in industry. On-line newsrooms are important in recruiting, especially engineers and more experienced professionals. They want to see where you ’re leading – and where they will have the opportunity to lead.
- Peer-to-peer communications Uses young people in the organization Dave Lawrence who started on the shop floor and now has 3,000 people around the world reporting to him – all because he insisted on taking drafting in high school. Parents love this. They don ’t want their kids to have dead-end jobs. Kim – who ’s just a sponge and wants to learn more and more every day. If we went around the room, I bet almost all of you have these people inside your companies who, if you capture their stories, will make that emotional connection you ’re looking for with kids and their parents Speak to photos and how Milacron is using employees to help.
- Peer-to-peer communications Uses young people in the organization Dave Lawrence who started on the shop floor and now has 3,000 people around the world reporting to him – all because he insisted on taking drafting in high school. Parents love this. They don ’t want their kids to have dead-end jobs. Kim – who ’s just a sponge and wants to learn more and more every day. If we went around the room, I bet almost all of you have these people inside your companies who, if you capture their stories, will make that emotional connection you ’re looking for with kids and their parents Speak to photos and how Milacron is using employees to help.
- Notes: DIDI a national initiative sponsored by NAM. Wisconsin is the 21 st state to participate. We launched their website last year in Wisconsin. Every state does its own thing. Designed this to be very consumer-esq, appeal to young people through imagery and video. At the top, places for parents, educators and manufacturers to learn more. Huge opportunities for manufacturers to create visibility through participation.
- According to SME, 600,000 American manufacturing jobs are unfilled today and projected to reach 3 million by 2015 Slowest growth of jobs – occupations requiring a high school diploma or less Conversely, STEM – Computer and mathematical occupations expected to grow more than twice as fast as the average for all occupations in the economy. The average age in manufacturing is 56 so we will need more people more quickly Misunderstood and mysterious. Perceived lack of security and opportunity. I say, in large part, manufacturers have themselves to blame (more later) Further hampered by perceptions that advanced manufacturing eliminates rather than creates jobs. Not true. They create a lot of jobs – huge positive indirect labor impact Sophisticated customers. Continually shrinking margins Innovating to faster, cheaper Technology is changing how, where and what we do Never in the past twenty years has a single topic evoked more “whining” We can ’t find recruits, manufacturers say. Guess what, they can’t find you either!