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Why Upskilling in Manufacturing Is Key to Bridging the Skills Gap

Upskilling
Archives, Global Logistics, Global Trade Daily

Why Upskilling in Manufacturing Is Key to Bridging the Skills Gap

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Before COVID-19, manufacturers understood the importance of continuously training their workforce.

They planned to spend a collective $26.2 billion in 2020 to help employees improve their existing skills, and around three-quarters said they were either launching or expanding workforce training efforts. The pandemic put many of those investments on hold — but it also rearranged their priorities. As we emerge into the fated “new normal,” training must reevaluate any slated reskilling and upskilling efforts.

So what’s the difference between reskilling and upskilling? Reskilling moves someone laterally between different jobs so they’re competent at multiple skills. On the other hand, upskilling moves someone vertically through a process of gaining skill and specialization around the job they have currently or the career path they’re following. It’s the difference between training an employee broadly versus deeply.

Both approaches are imperative coming out of the pandemic. But with many changes happening at once in manufacturing, upskilling, in particular, can help employees adapt so they can continue on their pathways successfully, ensure efficiency, and achieve operational excellence.

The Post-Pandemic Manufacturing Workforce

The pandemic proved that it’s time to commit to digital transformation and ensure internet-connected and data-driven technologies steer all aspects of production and links within a supply chain.

Technology will play a drastically larger role in manufacturing in 2021 and beyond as companies strive to make themselves more dynamic, efficient, and resilient. The Fourth Industrial Revolution has clearly arrived in the form of artificial intelligence, robotics, and analytics, and it’s up to the post-pandemic workforce to use these transformative technologies effectively.

At the same time, it will be up to manufacturers to prepare them. As production becomes more technical, it creates a skills gap in manufacturing — one that’s far too wide to fix with recruiting alone. For workers to make the most of technologies such as IoT or augmented reality, they will need to build on their existing skills and acquire new ones.

Manufacturers that apply upskilling and reskilling efforts intelligently— and succeed at both — can expect their workers to make a bigger impact in less time. Alternately, factories that update technology without updating their workforce are only courting failure. And for those few manufacturers not widely embracing new technologies, a skilled workforce will be crucial for surviving in the post-pandemic economy.

The tools garner all the attention, but it’s the users who really matter. Manufacturers that subscribe to this maxim will start planning their upskilling initiatives now and make them a top priority throughout 2021 and beyond.

3 Ways to Build the Workforce of the Future

The sooner workers adapt to the new normal, the better. Unfortunately, the human mind isn’t great at retaining tons of new information at once: We forget up to half of what we learn 20 minutes after learning it, and another half by a day later (a phenomenon known as the forgetting curve). But if only one-fourth of reskilling and upskilling efforts stick, the workforce will lag behind.

Repetition has been shown to help with information retention and memory recall, but it’s not always clear how to circle back through key concepts without the exercise becoming redundant or inefficient. Use these strategies in your upskilling initiatives instead:

1. Create video content. In-person training requires careful scheduling and could distract participants for hours. (And of course, questions remain about when it will be feasible again.) Delivering those same training modules via video helps workers access them whenever it’s convenient and consume information in smaller chunks. Plus, it’s especially helpful for those who prefer to learn using a video medium or find it easier to follow.

2. Leverage virtual reality. If video provides education, virtual reality provides experience. It gives users a way to walk through new processes and practice new skills in a hands-on environment as opposed to, say, watching or reading about processes. When used alongside the video, VR allows manufacturers to deliver training whenever, wherever, and to whoever needs it. It secures results, too: Users retain 75% of information using VR training compared to just 5% for lecture-style learning.

3. Install a training platform. Manufacturers often think of training as something they perform occasionally. For it to make an impact, however, they should start thinking of it as a resource to provide constantly.

With this in mind, create a digital channel where training content (videos, VR programs, guides, etc.) is housed and managed so workers can access this content on-demand and managers can check their progress. But don’t stop there — supplement the channel with quizzes, activities, and contests to keep workers immersed in the material.

With the right commitment to upskilling and reskilling, manufacturers can turn a workforce built for the past into one that’s fine-tuned for the future. The key will be to get started as soon as possible to ensure the information sticks. Are your workers well-braced for technology’s upcoming tidal wave?

_________________________________________________________________

Daniel Sztutwojner is chief customer officer and co-founder of Beekeeper, the single point of contact for your frontline workforce. Beekeeper’s mobile platform brings communications and tools into one place to improve agility, productivity, and safety. Daniel is passionate about helping businesses operate more efficiently.

training
Archives, Global Trade Daily, Special Reports

5 Ways To Improve Your Training and Achieve Measurable Business Results

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U.S. companies spend billions of dollars a year on training, but how many of those businesses are seeing positive, measurable results from such a large investment in their employees?

Not enough of them, studies and experts say. One study on workplace training reported that 43 percent of employees found their training to be ineffective.

“I doubt that many employees would rate their training as engaging, rigorous, or highly effective,” says Dr. Jim Guilkey (http://www.jimguilkey.com), author of M-Pact Learning: The New Competitive Advantage — What All Executives Need To Know. “For most trainees and trainers alike, job-required education is viewed as a necessary evil.”

So how can companies train their employees better and from that training produce outcomes that grow the business? Dr. Guilkey says it comes down to employing effective instructional design methodologies rather than traditional models.

“Traditional training often doesn’t work for companies today in competitive marketplace environments where growth is essential to survival,” he says. “The training is usually developed and delivered by subject-matter experts who have little or no knowledge of instructional design. Assessments test rote memorization rather than the ability to apply specific knowledge in authentic situations.”

Dr. Guilkey suggests some new learning solutions and why he thinks they’re more effective than traditional training methods:

–Problem-based. “Problem-based learning involves a strategic approach of structuring the learning process within authentic, challenging, and multidisciplinary problems the learner must address,” Guilkey says. “This results in higher levels of learning than content-based, traditional training, which teaches content with little or no application to authentic, real-world problems.”

–Continuous learning. “As opposed to singular-event learning, continuous learning is an ongoing process that allows learners time in the field to assimilate  and apply new knowledge before learning more advanced concepts,” Guilkey says.

–Collaborative learning. A variety of interactions between peers, mentors, and facilitators fills in gaps, answers more questions, and reinforces the learning process. “This differs from the traditional method in which the learning is limited by focusing on the lecturer — a one-way transmission of content,” Guilkey says.

–Multidisciplinary. The traditional approach focuses on singular concepts presented in a linear fashion, whereas the multidisciplinary approach “requires participants to combine and correlate learning across concepts and use real-life scenarios,” Guilkey says.

–Testing for application of knowledge. Guilkey thinks assessment should be based on the performance of a strategic task, in which learners apply their skills and knowledge, rather than the traditional style of testing for rote memorization. “There’s a huge difference between being able to recall pieces of information and having a performance-based measurement to put all the pieces together,” Guilkey says.

“Many company leaders are unclear on the actual skills and knowledge of their employees and whether they are providing a competitive advantage,” Guilkey says. “You’ll never create a competitive advantage using traditional training methods.”

______________________________________________________________

Jim Guilkey, PhD (http://www.jimguilkey.com) is the author of M-Pact Learning: The New Competitive Advantage — What All Executives Need To Know. He is the president of S4 NetQuest and a nationally recognized expert in instructional design and learning strategy, with extensive experience in leading the design, development, and implementation of innovative, highly effective learning solutions. Under his leadership, S4 NetQuest has transformed the learning programs for numerous corporations, including Johnson & Johnson, McDonald’s, Merck, Nationwide, Chase Bank, BMW, Cardinal Health, Domino’s, GE Medical, Kaiser Permanente, Yum! Brands, and others. Guilkey is a frequent speaker at national conferences and corporate training meetings. Before co-founding S4 NetQuest, Guilkey served as the assistant director of flight education at The Ohio State University. He received a BS in aviation and an MA and PhD in instructional design and technology from Ohio State.

training
Archives, Uncategorized

5 Ways To Improve Your Training and Achieve Measurable Business Results

Leave a comment

U.S. companies spend billions of dollars a year on training, but how many of those businesses are seeing positive, measurable results from such a large investment in their employees?

Not enough of them, studies and experts say. One study on workplace training reported that 43 percent of employees found their training to be ineffective.

“I doubt that many employees would rate their training as engaging, rigorous, or highly effective,” says Dr. Jim Guilkey (http://www.jimguilkey.com), author of M-Pact Learning: The New Competitive Advantage — What All Executives Need To Know. “For most trainees and trainers alike, job-required education is viewed as a necessary evil.”

So how can companies train their employees better and from that training produce outcomes that grow the business? Dr. Guilkey says it comes down to employing effective instructional design methodologies rather than traditional models.

“Traditional training often doesn’t work for companies today in competitive marketplace environments where growth is essential to survival,” he says. “The training is usually developed and delivered by subject-matter experts who have little or no knowledge of instructional design. Assessments test rote memorization rather than the ability to apply specific knowledge in authentic situations.”

Dr. Guilkey suggests some new learning solutions and why he thinks they’re more effective than traditional training methods:

Problem-based. “Problem-based learning involves a strategic approach of structuring the learning process within authentic, challenging, and multidisciplinary problems the learner must address,” Guilkey says. “This results in higher levels of learning than content-based, traditional training, which teaches content with little or no application to authentic, real-world problems.”

Continuous learning. “As opposed to singular-event learning, continuous learning is an ongoing process that allows learners time in the field to assimilate and apply new knowledge before learning more advanced concepts,” Guilkey says.

Collaborative learning. A variety of interactions between peers, mentors, and facilitators fills in gaps, answers more questions, and reinforces the learning process. “This differs from the traditional method in which the learning is limited by focusing on the lecturer — a one-way transmission of content,” Guilkey says.

Multidisciplinary. The traditional approach focuses on singular concepts presented in a linear fashion, whereas the multidisciplinary approach “requires participants to combine and correlate learning across concepts and use real-life scenarios,” Guilkey says.

Testing for application of knowledge. Guilkey thinks assessment should be based on the performance of a strategic task, in which learners apply their skills and knowledge, rather than the traditional style of testing for rote memorization. “There’s a huge difference between being able to recall pieces of information and having a performance-based measurement to put all the pieces together,” Guilkey says.

“Many company leaders are unclear on the actual skills and knowledge of their employees and whether they are providing a competitive advantage,” Guilkey says. “You’ll never create a competitive advantage using traditional training methods.”

__________________________________________________________

Jim Guilkey, PhD (http://www.jimguilkey.com) is the author of M-Pact Learning: The New Competitive Advantage — What All Executives Need To Know. He is the president of S4 NetQuest and a nationally recognized expert in instructional design and learning strategy, with extensive experience in leading the design, development, and implementation of innovative, highly effective learning solutions. Under his leadership, S4 NetQuest has transformed the learning programs for numerous corporations, including Johnson & Johnson, McDonald’s, Merck, Nationwide, Chase Bank, BMW, Cardinal Health, Domino’s, GE Medical, Kaiser Permanente, Yum! Brands, and others. Guilkey is a frequent speaker at national conferences and corporate training meetings. Before co-founding S4 NetQuest, Guilkey served as the assistant director of flight education at The Ohio State University. He received a BS in aviation and an MA and PhD in instructional design and technology from Ohio State.

new tech
Archives, Global Trade Daily, Software

How To Introduce Employees To New Tech

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New technology solutions can have a positive impact, not just your how you work, but on your office culture. Sometimes new platforms that drastically change your regular processes can intimidate and alienate workers who are used to working in traditional systems and procedures.

It’s normal for workers to at first be apprehensive to big changes when they’ve grown used to the way things have been done for years. That’s why it’s important to see things from their point of view and understand that change is tough.

Help Them See The Value

When introducing new tech solutions to your colleagues, it’s important to make them understand why you’re implementing it and what it will do for the business. Explain not just how it will benefit the business in general, but how it will benefit their specific roles and what the impact will be.

If it’s a tool that’s meant to streamline a certain process, be sure to impress on them that the time saved will allow them to focus on more and grow their roles. If it’s a solution that’s meant to free up more resources, discuss with them how they now direct that saved budget and labor to more productive things. If they can see the value it will bring to them as an individual, you can make them excited to learn more about it and look forward to its implementation.

Document management solutions represent a big shift in how businesses interact with their documents, especially if you’re transitioning from a mostly paper-driven structure. However, it’s a technology that vastly improves business processes by introducing tools like automation and intelligent organization.

Make a Plan and Keep Them In The Loop

Many big tech solutions require time for implementation and onboarding. It rarely happens overnight, so having a roadmap for implementation is essential to make sure it all goes smoothly. More importantly, staying transparent with your employees on this roadmap is helpful in easing them into the new system. Letting them know what they can expect during the implementation period can give them ease and let them know that they have time to get used to the transition rather than just diving in.

Give Them Time

New technology always has a learning curve, and this is especially true for those who aren’t used to working with it as part of their job. While some are quick learners and early adopters, there is an equal number of those who have more of a struggle learning how things work. They won’t get it overnight, so it’s important to be patient and encouraging. A transitional period where they’re still allowed to get their job done the old way while learning the new way is encouraged if possible. As long as they’re willing to learn and not resistant, it’s worth it to let them grow at their own pace, all while providing the necessary support such as additional training and mentoring.

Incentivize

If some employees are more resistant than others to adopt new platforms, it doesn’t hurt to throw out some incentives to encourage them to embrace the change. Having perks such as free lunch with training will make those employees a little more enthusiastic about attending those meetings.

Get creative with tying small rewards to the use of the new tech solution as well as implying bigger forms of recognition for demonstrating proficiency and enthusiasm for the new system. Letting them know that the skills learned from training will reflect across their entire career and showcase their adaptability.

Listen to Them

Taking in feedback is an important part of any business decision, not listening to your employee’s opinions and concerns about adopting a new tech solution. Encouraging an environment where your colleagues can discuss freely their experience with the current processes and how introducing a new factor that will impact those processes will help inform how you build out your implementation roadmap and how you go about training. Being open to their ideas of how to transition and addressing their concerns will make them feel part of the process and not feel like it’s being forced upon them.

Jesse Wood is the CEO of eFileCabinet, a best-of-breed advanced document management system that improves the lives of people, small to enterprise-level businesses, and their clients. Wood has 20 years of leadership experience innovating custom technical solutions for a wide range of business applications.