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Let’s put America back to work
Advanced manufacturing is already one of the most in-demand industries in America due to workforce retirements and natural business growth, but it’s also an industry with a severe shortage of skilled workers.
Many companies that offshored manufacturing jobs didn’t really do the math.
Throughout most of U.S. history, American high school students were routinely taught vocational and job-ready skills along with the three Rs: reading, writing, and arithmetic. Indeed readers of a certain age are likely to have fond memories of huddling over wooden workbenches learning a craft such as woodwork or maybe metal work, or any one of the hands-on projects that characterized the once-ubiquitous shop class.
Download the 2017 HR and Recruiting Report summary for free. Dive deeply into the questions and facts organizations need to ask to hire the best efficiently.
General Electric runs two plants in a small New Hampshire town just south of the state’s capital, employing 800 workers. GE Aviation is the largest employer in town, with skilled workers building jet engines for the world’s major airlines, reports ABC News.
When you back up a commitment with $75 million, people tend to pay attention. I’m certainly paying attention to New Skills for Youth (NSFY), the $75 million grant initiative sponsored by JPMorgan Chase to change the way we approach career and technical education in the U.S.
HIGHER EDUCATION The importance of manufacturing to our economic well-being is not a mystery to the manufacturing industry. But how can we get today’s youth to see the value of a manufacturing career?
Too many American companies base decisions about how to source manufacturing largely on narrow financial criteria, never taking into account the potential strategic value of domestic locations. Proposals for plants are treated like any other investment proposal and subjected to strict return hurdles. Tax, regulatory, intellectual property, and political considerations may also figure heavily in the conversation. But executives, viewing manufacturing mainly as a cost center, give short shrift to the impact that outsourcing or offshoring it may have on a company’s capacity to innovate. Indeed, most don’t consider manufacturing to be part of a company’s innovation system at all.
Jay Timmons was preaching to the “manufacturing” choir in GlaxoSmithKline’s sun-drenched lobby at its Navy Yard offices.
Skills Gap – the difference in the skills required on the job and the actual skills possessed by the employees.
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