By Julie Davis, Senior Director of Workforce Development, Association of Equipment Manufacturers
According to a study by the Manufacturing Institute, the vast majority (78%) of companies indicated that they were “very or somewhat” concerned about the impending aging workforce exodus. More concerning, however, is the concurrent brain drain that accompanies those retirements. For those companies that aren’t yet ready to deal with this pressing issue (or maybe are in the process of addressing it), the following numbers, courtesy of the Panopto Workplace Knowledge and Productivity Report, paint a dire picture:
Based on industry research, articles, best-practice claims, and case studies, four themes have emerged on how the manufacturing industry can effectively address this issue. These themes are fully developed in the Manufacturing Institute’s report on Aging of the Manufacturing Workforce and focus on early awareness, having a plan for transferring knowledge at all levels of the organization, retaining older workers when possible while maximizing their productivity, and boosting recruitment efforts.
Awareness is more than just looking around and realizing the industry’s workforce is growing older. While that certainly is the case, now is not the time to ignore the issue or look the other way. Communication is an essential piece of addressing an aging workforce. Creating the right environment for talking about future plans, goals, and aspirations at any age is key. Incorporating discussion of the future with all employees can keep organizations from being surprised by a sudden retirement. It is also a great way to discuss employee development, to see if employees are engaged with their work or if they are looking for a new challenge. Open communication can also allow older workers to communicate if working conditions have become physically stressful and, if so, for the employer to offer other alternatives. Communication should create a culture in which all workers, including older workers, feel supported, valued, and engaged.
Awareness also includes assessing future workforce change in order to understand what positions will need to be filled and then working to create a plan for the entire team or production chain. When older workers leave, it can set off a ripple effect as team members transition or new members are brought in. Early communication can ensure that the entire team is prepared, thoughts and concerns have been addressed, and any training or mentoring has been completed before the retirement takes place.
Succession planning and knowledge transfer are not activities reserved for top leadership. Think about the organizational information top trade professionals have about process, the quirks of the machines or lines they work on, and how to work best within and across teams. According to a survey of 1,500 baby boomers by Express Employment Professionals, few employers are asking for their knowledge before they leave.
So how can organizations collect that valuable knowledge before it walks away? Begin by understanding that knowledge transfer is not a one-size-fits-all proposition.
Individuals learn and communicate in three basic ways:
These different styles also play into how individuals relay knowledge to another person. That is why having someone write down what they know is seldom the most effective way of capturing tribal knowledge. Mentoring, with access to a blend of communication and hands-on opportunity, is often the most effective. However, mentoring without objectives, check points, or accountability can be a waste of time, so make sure there is an actual structure to any mentoring program.
Knowledge transfer also includes asking the right questions. Here is an excellent starting list taken from a recently published article from Forbes:
Organizations should consider what their workforce projection for the next five years would look like if they could encourage 50% of their retirement-age employees to remain onboard. Engaging workers to keep them longer takes some creativity and flexibility however. Organizations can review their benefits, policies, and practices to encourage older workers to stay longer or stay in part-time or consultant roles. Review policies to see if they encourage or discourage employees from staying longer, and consider job sharing or phased retirement plans. When assessing future workforce needs, though, make sure to consider options such as upskilling, cross training, or using adaptive equipment. Employees who have a wealth of knowledge might be considered for roles in mentoring, training, or apprenticeship program support as well. Flexibility and looking at creative ways to keep institutional knowledge accessible is key to keeping disruptions and frustrations to a minimum.
Many companies are re-envisioning recruitment. Those organizations that think they are doing everything they can to recruit employees may want to take a hard second look in order to remain competitive. It is not just making sure social media posts take place; recruitment also involves community engagement and brand awareness, meaningful relationships with education at both the community college and high school levels, relationships beyond just sponsorships for skill-based nonprofits, and building the type of organizational culture and employee engagement that act as employee magnets locally. With physically fewer bodies looking for work in the U.S., more jobs across various industry sectors hoping to steal the attention of youth and adults, and projected industry growth that outpaces skill-ready employees, every tool in our recruitment toolbox should be examined for effectiveness and sharpened.
For more information, visit AEM’s Workforce Solutions Toolkit.