1. Grow Your Own: Talent Development for the Modern Manufacturer
Russ Gaylor, OMEP
Rusty Cochran, A.R.E. Manufacturing
Michael Hanson, Hardwood Industries

2. Manufacturers face huge challenges finding and retaining skilled labor
Problem Slide:
Manufacturers typically have far fewer resources to attract labor, develop talent, pay competitively, waste time training ineffectively, or to lose highly skilled and invested talent out the door.
ACTION - After reading this quote do a hand vote (How many of you believe this statement?) 5 if you believe it strongly and 1 if you don’t believe it at all.
Manufacturers have far fewer resources to attract labor, develop talent, pay competitively, train effectively, and often lose talent to competitors

3. Smart Talent helps companies achieve business results
Solution Slide:
Smart Talent is an approach the focuses on helping companies become learning organizations. While there are many different elements that make up a Learning Organization we are going to focus on just three of them today.

4. This session highlights 3 keys to building a Learning Culture
Structure your hiring process to attract new talent
Develop your workforce systematically
Build a performance based pay system
The move towards a culture of learning frequently begins with:
Structure your hiring process to attract new talent
Develop your workforce systematically
Build a performance based pay system
We are going to spend the our time in this session focusing on these three

5. Learning Culture Self Assessment
ACTIVITY – Learning Culture Assessment
On your tables we have a Learning Culture Self Assessment we would like you to take the next 5-10 minutes completing. This will give you an idea of where you perceive your company to be in regards to a successful Learning Culture.

6. Structure your hiring process to attract new talent
Key Point #1
Structure your hiring process to attract new talent:
Expand the labor pool you target by broadening your search.
Optimize your hiring process
ACTION – Introduce Rusty from ARE

7. A.R.E. Manufacturing implements standardized hiring process
‘Temp-to-hire’ process: let someone else do the filtering for us
Use prescreen testing: shop math, mechanical reasoning, and tape measure reading
Use a standardized set of interview questions

8. Interviewed by Temp Agency
A.R.E.‘s BIG challenge was getting more applicants through the temp agency 73 18 28 2 9
Tested
Interviewed by Temp Agency
Hired as Temp
Hired as A.R.E. Employee
Interviewed by A.R.E.

9. A.R.E. missed out on potential applicants by a rigid 80% testing criteria

10. A.R.E. broadens their talent pool by lowering test criteria73 26 40 6 13
Tested
Interviewed by Temp Agency
Hired as Temp
Hired as A.R.E. Employee
Interviewed by A.R.E.

11. Structure your hiring process to attract new talent
Key Point #1 - REPEATED
Structure your hiring process to attract new talent:
Expand the labor pool you target by broadening your search.
Optimize your hiring process
Q & A

12. Develop your workforce systematically
Training “pain points”
Use of Team-based Structured OJT
Define skills needed
Creation of Development Paths
Attract, engage, reward
Building Company Career Ladders
Benefits:
Repeatability & predictability of the training process
Shorter learning curves & faster time to contribution
Clear performance expectations
Increased company & personal accountability
Greater employee engagement
Easier to attract, manage, engage talent
More robust succession planning
Moves towards a culture of learning
Key Point #2
Develop your workforce systematically:
Use a Structured OJT to make training repeatable, and predictable.
Stack Job Modules in order of (what employees need to know first, then second, etc..) to create Development Paths.
Link Development Paths into Career Ladders

13. Hardwood Industries slashes order processing training by 83%
Q & A

14. Hardwood Industries

15. A.R.E. Manufacturing
Q & A

16. Develop your workforce systematically
Training “pain points”
Use of Team-based Structured OJT
Define skills needed
Creation of Development Paths
Attract, engage, reward
Building Company Career Ladders
Benefits:
Repeatability & predictability of the training process
Shorter learning curves & faster time to contribution
Clear performance expectations
Increased company & personal accountability
Greater employee engagement
Easier to attract, manage, engage talent
More robust succession planning
Moves towards a culture of learning
Key Point #2
Develop your workforce systematically:
Use a Structured OJT to make training repeatable, and predictable.
Stack Job Modules in order of (what employees need to know first, then second, etc..) to create Development Paths.
Link Development Paths into Career Ladders
TRANSITION - Once you have your Development and Career Ladders built, it’s time to overlay a pay structure on to it.

17. Performance by application
Build a performance based pay system
Skill & knowledge
acquisition
Performance by application
of skills
Promote
from within
Key Point #3
Build a Performance Based Pay System:
Link Career Ladders to specific Development Paths to create growth opportunities for employees.
Use a performance based pay system to reward employees for skill acquisition and sustained performance.
Create a talent pipeline to “promote from within”

18. A.R.E. Manufacturing

19. Performance by application
Build a performance based pay system
Skill & knowledge
acquisition
Performance by application
of skills
Promote
from within
Key Point #3
Build a Performance Based Pay System:
Link Career Ladders to specific Development Paths to create growth opportunities for employees.
Use a performance based pay system to reward employees for skill acquisition and sustained performance.
Create a talent pipeline to “promote from within”

20. Learning Culture Self Assessment
ACTIVITY – Learning Culture Assessment
Take out the Learning Self- Assessment you did earlier. Keeping in mind the experiences you have heard from ARE and Hardwood Industries take 5 – 10 minutes discussing at your table the challenges or “key takeaways” your company faces in the areas we discussed here today.
Debrief – If time allows have EACH table give 1 or 2 key takeaways.
Final Q & A

21. Smart Talent Workshops
REMINDER - At each table is a Sign-up sheets for Smart Talent Workshops that focuses on the elements we discussed today. We have one coming up soon in Bend but we are also planning others. If you are interested in attending one of those session please use the sign up sheet to do so.
1 on each table
REMINDER - OTC Survey – Also at your table is an OTC Survey. It would be very helpful to us as we are very interested in your feedback if you would complete that before you leave this session and drop it off in the box as you leave. THANK YOU
Drop off in box on your way out

22. This session highlights 3 keys to building a Learning Culture
Structure your hiring process to attract new talent
Develop your workforce systematically
Build a performance based pay system
The move begins with:
Structure your hiring process to attract new talent
Develop your workforce systematically
Build a performance based pay system
THE ASK - Can you do that?

23. A Culture of Learning is not a few single steps but a journey,
you just have to start!
Call to Action
Attracting talent requires businesses to be proactive, looking at it not as a requirement but as an opportunity. 
Retaining that talent requires a long term view, creating paths for development and growth.
Use your Learning Culture Assessment to build an action plan to address your areas of potential improvement. 
Schedule a Smart Talent Workshop that will teach you the process of Structured OJT, Creation of Development Paths and linking Career Ladders..

24. THANK YOU