A Blue Print for Developing the Next Generation of Minority

Leaders in Manufacturing

Nereida (Neddy) PerezNeddyperezConsulting@Gmail.com

Twitter: @neddyperez

Cell 832-216-8836

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

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

Why the Buzz about STEM?

To Win War on Talent -Build a Holistic Strategy

Seven Step

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

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?

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

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

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

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

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

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

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

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

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

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

Contact:

•Nereida (Neddy) Perez

• Email: Neddyperezconsulting@gmail.com

• Phone: 832-216-8836• www.linkedin.com/in/neddyperez

•Twitter: @neddyperez