THE ONBOARDING CHALLENGE:Maximizing Learning and Meeting Corporate Goals

INTRODUCTIONS

Heather WehkingTraining and Development Manager/Administrator; CDI Energy Products

Sue MuellerWorkforce Development Specialist; Tooling U-SME

SESSION GOALS

▪ Millennial and Z’s Facts vs Myths

▪ Identify the opportunity manufacturing has in developing people to fill their skills gap

▪ Meeting the challenge of onboarding

1976 1997 2013

Some things never change…

1976 1997 2013

HELP WANTED▪ The top condition of a

manufacturer’s competitiveness is access to a talented workforce.

▪ U.S. Labor Department data indicating that as of June 2017, some 419,000 U.S. manufacturing jobs remained unfilled.

1976 1997 2013

Z’s and Millennials Facts

The Z generation is made of 74 million people and growing

The millennial generation is made of 75.4 million people

The average person owns 7.7 connected devices

1976 1997 2013

Z’s and Millennials Facts15% of 25- to 35-year-old Millennials are living in their parents’ home.

Millennials value experiences over ownership – Z’s are starting to shift back

1976 1997 2013

Challenge

Tooling U-SME Millennial Survey shows manufacturing (78%) agrees millennials are important to their future, but less than half (40%) have a good understanding of this group.

Myths and Realities

Myth: Younger

generations of Millennials have no work ethic.

Reality: Millennials have a self-

centered work ethic. Millennial employees are dedicated to completing their task well, but have not been raised in a way that demands them to look around and see what should be done next.

Myths and Realities

Myth: Millennials

don’t want to put in the hours to get ahead.

Reality: Millennial employees are

willing to put in the time to do the job, however, they are uninterested in “face time”.

Myths and Realities

Myth: Millennial

employees have no respect for authority

Reality: Millennial employees have

great respect for leaders and loyalty. They do not respect authority "just because." Loyalty and respect must be earned. But when it is earned, it is given fiercely.

1976 1997 2013

Key Traits

1. Connections and experiences

2. Workplace value

3. Visibility on how their work fits into the big picture.

Work Expectations

Their ideal job should have opportunity for career advancement▪ Millennials = 72%▪ Gen X = 64%▪ Boomers = 52%

Their ideal job should allow them to learn new skills▪ Millennials = 72%▪ Gen X = 62%▪ Boomers = 48%

Best Practices

Companies can build high performers and future leaders by focusing on industry best practices that help millennials, and all employees, feel valued from the moment they walk in the door through their entire career.

My Definitions and Goals

▪ Leaving a Mark

▪ Improving the Status Quo▪ Lasting Impression to build upon▪ Consistant measurable growth▪ Tasked with work that matters▪ Happiness Level

Personal Millennial ExperienceDoing Something that Matters

My Onboarding Experiences

Company Loyalty

▪ Working from Home

▪ This project was my project…it’s my baby

1976 1997 2013

Organization

Demographics

• Employee Development Plan

• Empowering Employees

• Employee Retention & Motivation

• Bridging the Generation Knowledge Gap

• Leadership Roles Lacking Leadership Qualities

• Fully Utilizing the Tools at our Disposal

• IT / Technical Support

• Language Barriers

• Matching and Exceeding Customer Expectations & Certification Requirements

What Challenges Do We Face

• New Hire Orientation – First Impressions Matter

• Empower Employees

• Role-based training

• User Group and Curriculum Development

• Cross training

• Computer Labs in Manufacturing

• Subsidiary Alignment

• Incentive Program

• Focus on Leadership Development Curriculum

• Manual to Electronic to Virtual Training: “The Wave of the Future”

• Language Additions

• LMS Tool for Audits and Customer Alignment

What Challenges Do We Face

GAME PLAN

• Learning Management System

• Manual vs. Electronic vs. Virtual

• New Hire Orientation Revamped

• Company Introduction: “Who Are We and What Do We Do”

• Work Instruction and SOP’s

• Training Assessments

• Accountability

What Does Our Training Look Like Today?

• Drive Home Critical Points & Behaviors

• Evaluation of Knowledge Understanding & Retention

• Recurring Assignments and Assessments (Training Schedules)

• Assessment of Training and Knowledge Gaps

• Outlet for Corrective Action Responses

• Method of Resolving Performance Issues

• Document Revisions and Re-Training Assignments

• Communication is Key

• Pride in Education

Training Assessments & Curriculums

Training Spotlight• Monthly Initiative Focusing on Topics that Align with

Company Mission Statement and Objectives

• Promoting Employee Involvement in their Training

Development and Career

• Encourages Voluntary Participation

• Encourages Self-Evaluation

• Guides Managers/Supervisors on a Monthly Review of

Team Shortcomings & Promotes Action

Strong Onboarding

Employee Knowledge of the Company

Promote Employee Loyalty

Clear Training and Career Pathways

We Have Come a Long Way…Yet Just Baby Steps• Increased Visibility

• Increased Accountability (Leadership & Employee)

• Ensures Consistency

• Standardization in Practice

• Expectations Known

• Attainable Metrics

• Training & Knowledge Gap Analysis

• Maintained Structure through Turnover

• Flexible Foundation

• Accessible (Anywhere, anytime; work, home)

• Secure & Reliable

• Employee Follow-Up

• Lessen Human Error

• Training is Underway & in Active Circulation 24/7

• Exceeding Audit and Customer Expectations

Build Strong Trainers

Succession and Mentoring Programs

Best Practices▪ Provide Strong Onboarding▪ Build Clear Training Plans and Career Pathways▪ Implement Succession and Mentor Programs▪ Develop Strong Organizational Trainers

Sue MuellerWorkforce Development SpecialistTooling U-SMEsue.mueller@toolingu.com262.330.2234

Heather WehkingTraining AdministratorCDI Energy ProductsEGC Critical Componentsheather.wehking@cdiproducts.com713-562-5947

Thanks For Listening