Workforce Development Strategies for Industry

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐚 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐥𝐞 𝐓𝐚𝐥𝐞𝐧𝐭 𝐏𝐢𝐩𝐞𝐥𝐢𝐧𝐞 𝐟𝐨𝐫 𝐈𝐨𝐓 𝐢𝐧 𝐌𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠 As the manufacturing industry increasingly embraces the Internet of Things (IoT), the demand for skilled professionals capable of integrating and managing IoT solutions has surged. From my experience as a recruiter specializing in cutting-edge technology roles, I’ve recognized the critical need for creating a sustainable talent pipeline to support this transformative shift. IoT technology is revolutionizing manufacturing, enabling enhanced data-driven decision-making, increased operational efficiency, and the development of new business models. Strategies for Developing a Sustainable Talent Pipeline: ➡️ Partnerships with Educational Institutions: Collaborating with universities and technical schools to develop curricula that include IoT technologies, applied data analytics, and cybersecurity can prepare students with the skills needed for modern manufacturing roles. ➡️ Apprenticeships and Internships: Offering hands-on learning opportunities for students and recent graduates can help bridge the gap between theoretical knowledge and practical application, while also allowing companies to train potential employees in specific skill sets. ➡️ Professional Development and Continuous Learning: Investing in continuous education and certification programs for current employees not only helps keep skills up-to-date but also aids in retaining top talent by showing a commitment to their professional growth. ➡️ Cross-Functional Training: Encouraging existing employees to develop skills in IoT applications through cross-training can help diversify the skills within the workforce, promoting a more adaptable and versatile team. ➡️ Recruitment Campaigns Targeting IoT Skills: Tailoring recruitment efforts to highlight the exciting opportunities in IoT within the manufacturing sector can attract professionals from different technological backgrounds who may not have previously considered manufacturing as a career path. ➡️ Leveraging Online Platforms for Global Reach: Utilizing online learning and recruitment platforms can extend the reach of talent acquisition efforts globally, bringing in fresh perspectives and diverse skills that are crucial for innovation. The integration of IoT within manufacturing is not just a passing trend; it's a pivotal part of the industry’s future. By establishing a robust pipeline of skilled professionals, companies can ensure they remain competitive in an increasingly technology-driven market. If you’re a professional specializing in IoT, or a manufacturing firm looking to develop your workforce capabilities, let’s connect. Together, we can explore how to effectively build and utilize a talent pipeline that not only meets the current demands but also anticipates future technological advancements.

Most companies wait until they have an urgent problem before addressing workforce capability. But the ones building competitive advantage are investing in readiness before the gap becomes a crisis. Here are four areas where organizations need to focus: 𝟭. 𝗥𝗲𝘀𝗸𝗶𝗹𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗿𝗼𝗹𝗲𝘀 𝘁𝗵𝗮𝘁 𝗱𝗶𝗱𝗻'𝘁 𝗲𝘅𝗶𝘀𝘁 𝗳𝗶𝘃𝗲 𝘆𝗲𝗮𝗿𝘀 𝗮𝗴𝗼 Automation specialists, data scientists, and AI integration roles require new training pathways. Companies that build apprenticeship programs and internal development tracks get ahead of skills bottlenecks before they slow growth. 𝟮. 𝗣𝗿𝗲𝗽𝗮𝗿𝗶𝗻𝗴 𝘁𝗲𝗮𝗺𝘀 𝘁𝗼 𝘄𝗼𝗿𝗸 𝗮𝗹𝗼𝗻𝗴𝘀𝗶𝗱𝗲 𝗔𝗜 It's not enough to deploy AI tools. Teams need to understand how to integrate AI into their workflows, manage AI-driven processes, and improve performance through human-AI collaboration. 𝟯. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆𝗶𝗻𝗴 𝘀𝗸𝗶𝗹𝗹 𝗴𝗮𝗽𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲𝘆 𝗮𝗳𝗳𝗲𝗰𝘁 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 Skills assessments show what people can actually do, not just what their job titles suggest. Companies that map capabilities across their workforce can redeploy talent strategically and keep people engaged in roles where they can grow. 𝟰. 𝗖𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗽𝗮𝘁𝗵𝘄𝗮𝘆𝘀 𝗶𝗻𝘁𝗼 𝗿𝗼𝗹𝗲𝘀 𝘄𝗵𝗲𝗿𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝗰𝗮𝗻 𝘀𝘂𝗰𝗰𝗲𝗲𝗱 Whether it's technical training, role-specific development, or management skills, companies need structured programs that prepare people for the work that's coming, not just the work that exists today. The retirement wave is gathering speed. Skills-based hiring is becoming the norm. Growth isn't waiting. What's your approach to workforce readiness right now?

America’s talent shortage is one of our most urgent national security challenges. A new report from JPMorganChase’s PolicyCenter points to a sobering reality: the U.S. simply does not have enough skilled workers to build, compete, or protect its economic and strategic interests. Critical sectors are feeling the strain. 75% employers report difficulty finding qualified talent, 40% of adults lack basic digital skills, and manufacturing alone may need 3.8 million workers by 2033 with nearly half of those jobs projected to go unfilled. Technology roles are expected to grow at twice the rate of the rest of the labor market, and energy apprenticeships must expand significantly to meet future demand. JPMorganChase’s Security and Resiliency Initiative is investing $1.5 trillion dollars to strengthen strategic industries. But the report is clear: capital cannot deliver results without a strong talent pipeline. Workforce must be treated as core infrastructure. The report highlights several polices to strengthen the talent pipelne: ✅ Scale high quality apprenticeships to expand pathways into advanced manufacturing, energy, AI, and cybersecurity. ✅ Increase employer based training through reforms to WIOA that allow more investment in upskilling and on the job training. ✅ Strengthen industry and sector partnerships that align employers, education providers, and community organizations around shared workforce needs. ✅ Expand public private partnerships so education and training programs stay closely connected to in demand careers. ✅ Accelerate digital skill development by updating federal definitions of basic skills and expanding access to digital literacy programs. ✅ Implement Workforce Pell effectively by aligning federal regulations with state workforce systems, supporting classroom instruction connected to apprenticeships, and ensuring states use data to approve only high quality short term training programs aligned to critical industries. Last week's release of the National Security Strategy and the Administration’s AI Action Plan both make clear that America’s strategic advantage will hinge on our ability to innovate, deploy, and secure critical technologies like AI and quantum computing. But none of these ambitions can be realized without a workforce equipped with the skills to build, operate, and secure these technologies. Closing the talent gap isn’t just an economic imperative; it is foundational to sustaining our technological edge, economic resilience, and national security https://lnkd.in/gsa45XxV

Around 100 million manufacturing employees worldwide are currently retirement-eligible. That’s 25% of the current workforce. In some countries, the number of employees 55+ years old is around 65%. Are we ready for that many people to walk out the door? Taking years of experience with them? With the 30+ year veteran a thing of the past, manufacturers must make the most use of the employees they have while they have them. Digital transformation is critical for manufacturers to keep up with today’s fast-paced world of change, but it will not be enough to evolve the people and processes for tomorrow. LNS Research has seen industry leaders move towards a Future of Industrial Work #FOIW ecosystem of solutions that can support employee upskilling, knowledge management, and digital transformation. I’ve talked with many end users about vendor solutions that have become a part of the tech stack. Here’s a very high-level view of how I see three solutions: 🔹 Squint: AI/AR and computer vision-enabled execution support helps ensure employee safety with lock-out/tag-out (LOTO) procedures, standardize changeover/equipment setup to reduce rework, and support supervisors in conducting floor audits for a safer working environment. Customers include Michelin, PepsiCo, and Continental. 🔹 DeepHow: AI-powered employee-led upskilling to onboard employees faster with structured, immersive learning in the flow of work learning, provide troubleshooting support through interactive instructions, and guide workers in developing advanced skills while contributing to knowledge assets. Customers include ArcelorMittal, AB InBev, and USG. 🔹 Indeavor: AI-optimized workforce planning that connects operations, HCM, and ERP solutions for improved voice of the employee with time off transparency, automated skills-based assignments, and real-time backfilling support through built-in compliance. Customers include The Hershey Company, PepsiCo, and Mondelēz International. These high-level points aren't inclusive, and there are many other solutions focused on workforce upskilling, supporting frontline leaders, and enhancing the total employee experience. 🤔 I’d love to know what you are seeing as “The Great Goodbye” continues to unfold. There is a critical and urgent need for succession planning and knowledge management strategies. Add to that the dramatic shift in workforce dynamics, driving the adoption of FOIW initiatives. Engaging and empowering employee-led transformation within manufacturing operations is critical. #TheGreatGoodbye #FutureOfWork #EmployeeExperience

Addressing the Talent Shortage in Our Industry - A Call to Action. As we approach the end of 2024, a pressing issue continues to challenge our industry: the significant shortage of skilled professionals. Recent reports indicate that nearly 60% of companies are struggling to fill key positions, which has far-reaching implications for growth and innovation. This talent gap is driven by a combination of factors, including an aging workforce, rapid technological advancements, and shifting career priorities among younger generations. With the rise of automation and artificial intelligence, the demand for tech-savvy professionals has never been higher, yet many organizations find it difficult to attract and retain the right talent. To combat this issue, we must adopt a multifaceted approach: 1. Invest in Training and Development: Organizations should prioritize upskilling their current workforce. Offering continuous education and training programs can help employees grow into the roles that are currently in demand. 2. Promote Diversity and Inclusion: Broadening our hiring practices to include diverse candidates can open up new talent pools. Emphasizing inclusive workplace cultures will not only attract a wider range of applicants but also enhance innovation through varied perspectives. 3. Engage with Educational Institutions: Building partnerships with universities and technical schools can help bridge the skills gap. By collaborating on curriculum development and offering internships, companies can better prepare students for the realities of the workforce. 4. Foster a Positive Work Environment: A supportive and flexible work culture can significantly improve employee retention. Companies that prioritize work-life balance and mental well-being are more likely to keep their talent engaged and satisfied. As industry leaders, it’s our responsibility to take proactive steps to address this talent shortage. By investing in our workforce and fostering an inclusive environment, we can ensure sustainable growth and innovation for years to come. How is your organization tackling the talent shortage? I’d love to hear your thoughts and strategies! #TalentShortage #WorkforceDevelopment #DiversityInclusion #EmployeeRetention #FutureOfWork

What Can Hospitals and Corporations Learn from Each Other? More Than You Think. The human capital management market is on the rise—projected to grow from $𝟑𝟏.𝟑𝟒 𝐛𝐢𝐥𝐥𝐢𝐨𝐧 𝐢𝐧 𝟐𝟎𝟐𝟒 𝐭𝐨 $𝟔𝟑.𝟏𝟒 𝐛𝐢𝐥𝐥𝐢𝐨𝐧 𝐛𝐲 𝟐𝟎𝟑𝟐. Why? Because businesses across sectors are realizing that strategic workforce management isn't just an HR function—it's a competitive advantage. Across industries, leading hospitals are pioneering HR strategies that drive efficiency, satisfaction, and long-term growth. 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐌𝐚𝐤𝐢𝐧𝐠 𝐏𝐚𝐲𝐬 𝐎𝐟𝐟 Mayo Clinic integrates HR planning into its hospital strategy—leveraging employee cost analysis and predictive insights to align workforce planning with business goals. Their approach focuses on: Performance management centered on medical care, education, and research. A focus on guiding growth rather than punitive evaluations. A lesson for corporations? HR metrics should do more than report; they should predict and guide business success. 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐌𝐚𝐭𝐭𝐞𝐫𝐬 𝐚𝐭 𝐄𝐯𝐞𝐫𝐲 𝐋𝐞𝐯𝐞𝐥 Cleveland Clinic takes a unique approach—filling management roles with medical professionals to ensure expert-driven decision-making. This has resulted in: Reduced decision-making errors. Improved operational efficiency without compromising patient care. The takeaway? Industry expertise at leadership levels can be a game-changer. 𝐂𝐚𝐫𝐞𝐞𝐫 𝐆𝐫𝐨𝐰𝐭𝐡 𝐃𝐫𝐢𝐯𝐞𝐬 𝐑𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧 A staggering 84% of healthcare employees feel their employers don't support their career growth. Hospitals like Max Healthcare and Fortis Healthcare are changing this with: → 𝐂𝐨𝐦𝐩𝐫𝐞𝐡𝐞𝐧𝐬𝐢𝐯𝐞 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐬 that focus on technical, specialty, and behavioral development. → 𝐒𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐝 𝐜𝐚𝐫𝐞𝐞𝐫 pathways that provide clear progression. 𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐬𝐡𝐨𝐮𝐥𝐝 𝐭𝐚𝐤𝐞 𝐧𝐨𝐭𝐞—employee development isn't optional; it's the key to retention. 𝐒𝐦𝐚𝐫𝐭 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐦𝐞𝐧𝐭 𝐒𝐚𝐯𝐞𝐬 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬 Toronto General Hospital has cracked the code on building a sustainable talent pipeline by: Leveraging online recruitment platforms. Partnering with educational institutions to recruit early. A strong recruitment strategy doesn't just fill roles—it builds a workforce prepared for the future. Cross-industry learning is essential. Hospitals and corporations alike can benefit from adopting: → 𝐃𝐚𝐭𝐚-𝐝𝐫𝐢𝐯𝐞𝐧 HR strategies for better planning. → 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐦𝐨𝐝𝐞𝐥𝐬 that prioritize subject-matter expertise. → 𝐂𝐚𝐫𝐞𝐞𝐫 𝐝𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭 programs that drive retention and engagement. Strategic HRM isn’t just about people; it’s about performance. When done right, it fuels growth, satisfaction, and long-term success. #HR #Leadership #WorkforceStrategy #EmployeeEngagement #TalentManagement

Having enough skilled workers isn't just economics. It's an issue of national security, but these kinds of workers aren't new... A recent report by J.P. Morgan highlights workforce shortages in manufacturing, energy, logistics, #AI, and cybersecurity as a national security issue, not just an economic one. It’s not enough to invest $1.5 trillion in strategic industries if we don’t also invest in a pipeline of future industrial workers who can build, fix, maintain, and do the technical planning for the coming decades of change. Here at the Charles River Museum of Industry & Innovation, we take a wide view of how skilled laborers built America, starting with the Mill Girls operating looms here starting in 1814, to the machinists under Paul Moody, and the capitalist entrepreneurs like francis Cabot Lowell that planned and funded it all. Everything old is new again. With the massiving building boom of data centers, next-gen energy infrastructure, and a renewed interest and appreciation for the trades, industrial work is a growth sector again - if we have the right policies in place. What I appreciate about this report is that it doesn’t stop at "we need more workers." It calls out very specific next steps: 👷♂️ Scaling apprenticeships and employer-based training, something The Massachusetts Executive Office of Labor and Workforce Development (EOLWD) is currently doing with its #ApprenticeshipsMA program 🔗 Creating partnerships that bring employers, educators, and communities to the same table - I think of the recent MA Manufacturing Mash-Up I attended. As usual, Massachusetts leads the way on this Massachusetts Technology Collaborative Massachusetts Registered Apprenticeship 💻 Serious investment in digital skills for workers in all industries, not just tech. But that doesn't mean the entire workforce is going to shift to tech-based services. We've got to keep a robust and growing pipeline of trade and vocational workers - some of the jobs they do look a lot like they have for the past century - plumbing, construction, municipal infrastructure, and even public transportation. 🎓 Aligning short-term training and Pell Grants with real career pathways to make higher education worth it for those that pursue it, and incentivize more students who are candidates for great careers in the trades to pursue those pathways too. I always come back to what David Mindell of the MIT Initiative for New Manufacturing (INM) told us during his talk at our Museum - extremely high-tech endeavors like Commonwealth Fusion Systems won't be limited by the technology as much as they will by a shortage of skilled welders. The morning after the talk, we happened to be welcoming the welding class of Minuteman High School into the space, and show them the long proud history of the industrial worker reflected in our galleries. #trades #industrialwork #bluecollar

Jobs Apocalypse ? Why? What?  "This isn't a time for fear but for strategic action" 41% of employers plan to use AI to replace roles. That’s a worrisome figure reported by the World Economic Forum in the recent future of jobs report. We're at a pivotal moment in the evolution of work. The headlines are buzzing about AI, and they are not merely a hype! AI IS reshaping the world of work, and it's happening fast. While some see a threat  — a job apocalypse —  I see this as a massive wave of #workforcetransformation. Here’s why: The study also points to two important findings: 📊 77% of employers are focusing on upskilling their workforce to work alongside AI 🔄 47% are transitioning employees from declining roles to other positions. Let’s first understand the core issue here. AI excels at tasks that are repetitive, data-heavy, or rule-based. Several sources confirm that data entry clerks, telemarketers, bookkeepers, receptionists, retail cashiers, and manufacturing workers are at higher risk. Some white-collar jobs are also at risk, including paralegals and copywriters. Here’s what you can do: Employers - Build a collaborative workplace 📌 Reskill, Don’t Replace       Your current workforce has invaluable institutional knowledge. Equip them for the AI-powered future. Invest heavily in upskilling and reskilling programs. 📌 Create a dialog:        Openly communicate your AI strategy with your employees. Address anxieties head-on and emphasize the new opportunities that will emerge 📌 Plan before you implement      Don't implement AI in isolation. Integrate it thoughtfully into your overall workforce strategy, identifying skills gaps and creating clear pathways for employees to adapt 📌 Embed learning into your culture      Provide your employees with resources and encourage continuous professional development. Employees - Start owning your future 👉 Never stop learning       The single most important skill now is the ability to learn and do that consistently. Don't get complacent. Seek out opportunities to upskill, especially in areas that complement AI. 👉 Master What Matters Most       Develop those uniquely human skills: emotional intelligence, collaboration, communication, adaptability, and critical thinking. These will be your differentiators. 👉 Get AI-Fluent       You don't need to be a programmer. But make an effort to understand the basics of AI and how it applies to your industry. This will make you still relevant. 👉 Build your Brand       Make the right connections, contribute to the industry, and build a reputation for your expertise and adaptability. Remember, your digital footprints still matter. So, let me reiterate. It’s not that we will not have jobs for humans anymore. But jobs may start to look totally different.   Let's discuss: What specific steps are you taking (or planning to take) to prepare for the AI-powered workplace? #AI #FutureOfWork #AIAgents #AIWorkforcetransformation