Tague Women-in-Manuf - Paper
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building their own corporate ladderWomen in manufacturing a critical talent poolshare their career decision insights with Kelly
An existing shortage of skilled talent in manufacturing has created uncertainty when it comes to the future supply.
Could women be the key to overcoming this talent gap?
Despite comprising nearly half of the
U.S. labor force, women continue to be
significantly underrepresented in the
manufacturing industrybut it seems the
solution doesnt lie in hiring women, but in
First, lets take a look at the overall industry factors that affect everyone in manufacturing.
Turnover rates within the manufacturing industry are significant
While this may seem like good news to the
hiring manager who wants an expanding talent
pool of workersperhaps by luring them away
from competitorsthis same hiring manager
may just as easily lose their new talent to
another company. Retention is difficult across
the boardespecially for companies that do
not implement the changes desired by todays
80 percent of manufacturing employers say they
have moderate to severe shortages of skilled and
highly skilled talent2
And while the numbers
for employee turnover in
manufacturing havent changed
in the past few years, the reasons
have. Performance issues and
layoffs, past factors for turnover
in manufacturing, are being
replaced by voluntary quitting.
More and more, employees are
making the conscious, voluntary
decision to leave their employer
rather than being forced out:
HIGHLY SKILLED TALENT
Associate degree or experience equivalent
Bachelors degree or experience equivalent
1 per BLS2 Accenture 2014 Manufacturing Skills and Training Study
An aging workforceaccelerated!
Shortages and challenges are magnified
due to an aging workforceas a whole,
manufacturing talent is nearly 10 percent
closer to retiring than talent in all other
Over the age of 45:
51% of all U.S. manufacturing talent 42% of workers across all industries
The bottom line
The inability to find skilled manufacturing workers negatively impacts the bottom line. When the necessity to pay overtime wages goes up, quality, productivity, and efficiency take a hit.
When overtime goes up, quality, productivity, and efficiency go down.
Overtime Quality Productivity Efficiency
Women as the solution
Women could fill the skilled talent gap in manufacturingbut understanding employee preferences of this demographic, and ensuring their contentment, is more important than ever.
What women in manufacturing want, what they dont want, and what would make them stay with their current employer is no longer a secret. This critical talent pool has spoken loud and clear to Kelly. And its the companies that will listenthe ones that invest in their female workforce and implement changesthat will capture their loyalty, and possibly avoid the unexpected talent shortages that could hamper their business goals.
The top three factors that
influence the decision of
female manufacturing workers
to remain with an employer
mirror those that initially drew
Salary and benefits
Opportunities for advancement
33% Work-life balance
Focusing on whats important
While 2014 data shows signs of disengagement, women in manufacturing are choosing to focus on whats important to them when making employment decisions.
In manufacturing, women are:
Closely scrutinizing their employers offerings
Taking a closer look at what lies ahead in their career
Placing greater importance on expanding their skills
Redefining their corporate ladder
Women are seeking employers
in manufacturing willing to
offer professional growth and
work-life balancebut will they
find these employers?
For the Kelly Global Workforce Index we surveyed:
About the Kelly Global Workforce Index (KGWI) report
The annual KGWI brings together
work and workplace insights sourced
from more than 230,000 respondents
from 31 countries across the
Americas, EMEA, and APAC regions.
It takes the form of an annual survey
that canvasses a wide spectrum of
opinions on issues impacting the
contemporary workplace, with a
particular focus on the perspectives
from different generations, industries,
occupations, and skill sets. Topics
Career development and upskilling
Employee engagement and retention
Social media and technology
global manufacturing-related industry workers
in the Americas
in the U.S.
What follows is what women in manufacturing told us.
Disengagement:Women in manufacturing showed signs of disengagement in 2014. This could be good news for hiring managers who are looking to fill their talent gap by hiring women away from their current organizationbut very bad news for the hiring managers who want to hold onto key employees.
How easily can your female employees be lured away?
In manufacturing, one out
of three female workers
frequently thinks about what
lies ahead for them in the
job market. They give strong
consideration to quitting their
job and leaving their employer.
My current employer isnt investing in my career will another company?
Even happily employed female manufacturing workers are looking for new opportunities on a regular basis, and they are using social media to build their personal brand.
Among the female manufacturing workers actively looking for better job opportunities and alternatives to their current jobeven when happy in their job36 percent do so on a daily basis.
When it comes to a job, happiness does not always equal loyalty or engagement.
Similar to male workers (40%),
nearly four in 10 female
actively look for better job
opportunities or evaluate the
external job market even when
happy in their job.
I like my job, but Im always open to a better opportunity.
When it comes to work, perhaps money isnt everythingand neither is climbing the corporate ladder. Most female manufacturing workers would prefer that their employer offer opportunities to expand their skill setsperhaps in preparation for future advancement, or as a means to greater personal fulfillment.
Women in manufacturing are willing to make some trade-offs for professional growth and personal fulfillment.
And when their workers gain broader skill sets and develop the ability for greater work contributions, employers are beneficiaries.
I want to define my own corporate ladder.
Most female manufacturing
workers would prefer
that their employer offer
opportunities to expand
their skill sets.
While theres no mistaking that pay is the main driver of attraction and retention, workersboth female and malealso prioritize their professional growth and personal fulfillment. Resoundingly, many workers would be willing to trade higher pay and/or career growth or advancement to learn new job skills and achieve a greater work-life balance.
Learning new skills is very high on my list.
Sensing that skill development is a golden ticket to a better future, more than half of the women in manufacturing are likely to give up higher pay and/or career growth or advancement for an opportunity to learn new skills
More than six in 10 women in manufacturing view upskilling as a short-term career goal
38% Less than four in 10 would rather advance to a higher level than gain new skill sets
Let me spell out exactly what I want.
1 | Salary and benefits
2 | Advancement opportunities
3 | Work-life balance
When weighing their employment
options, female manufacturing
workers give greater weight to
nearly all factors measured than
their male counterparts.
87% vs. 84% | Salary/benefits; incentives
71% vs. 65% | Advancement opportunities
66% vs. 61% | Work-life balance options
62% vs. 58% | Training/development options
51% vs. 45% | Knowledgeable colleagues
49% vs. 38% | Flexible work arrangements
48% vs. 37% | Environmental responsibility
35% vs. 27% | Diversity/equal opportunities
30% vs. 27% | Sense of meaning from work
25% vs. 20% | Unexpected perks (on-site gym?)
19% vs. 16% | Corporate sovereignty/goodwill
Female workers are extremely open to flexible employment options. Will this be the defining perk between those who retain and those who lose skilled talent?
Offering female candidates more money and better benefits than competing positions will certainly influence their employment decisions. Beyond compensation, other key factors play an import