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Helping Today’s Workforce Meet The Post Pandemic Fitness Challenge

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Helping Today’s Workforce Meet The Post Pandemic Fitness Challenge

As America shifted from a largely rural population (with no modern conveniences) a century ago to 80 percent living in urban areas today, physical fitness – a near-necessity for rural dwellers – has unfortunately, greatly declined.

Read also: Technology Empowering the Logistics Workforce 

In 2020, only 28 percent of American men and 20 percent of women over 18 met the Physical Activity Guidelines for Americans for both aerobic and muscle-strengthening activities.

Then came COVID-19.

However and startlingly, perhaps the only perceivable good thing that came out of the pandemic is the great increase in workouts.

Recent data has indicated that 73 percent of consumers in 2020 were using pre-recorded video workouts versus 17 percent in 2019, while 85 percent were relying on livestream classes weekly versus just 7 percent a year earlier. That data, compiled by the technology platform Mindbody, also showed that consumers in 2020 were working out in-person even more than in the past, with 56 percent of respondents saying they were exercising at least five times a week.

The bottom line appears to be that people want to be physically fit and healthy, despite the fact that physical activity is rarely a part of their everyday work life.

Corporate America has become aware of this fact and appreciative of the value of a healthy, fit workforce, and many companies are now embracing innovative approaches to promoting health and fitness among their employees. They are finding this new emphasis as both an enhancement to attract and retain top talent and an element in keeping those employees in the best mental, physical and emotional shape to handle the everyday and extraordinary stresses on the job.

Our company is working to further improve these numbers.

Millennium Health & Fitness, Inc. is based in Brevard, North Carolina. This 31-year-old firm started with a vision to create on-site programs to foster optimum health. Today, it has grown into a consortium of fitness and health care professionals who specialize in providing customer-tailored health and fitness services, both virtually and in the workplace.

After three decades of providing comprehensive wellness solutions for a diverse range of clients in corporations, federal offices, and the military, Millennium rebranded itself to emphasize an exciting and emerging focus on both virtual and in-person wellness experiences.

But we’re not just redefining our brand; we’re redefining what it means to live a healthy, fulfilled life. Every step we take is a step towards a future where wellness is not a luxury, but a standard.

We hear testimonials speaking to the impact of our work regularly, proudly providing what has been deemed by many as “…informative health awareness; creating and promoting lifestyle change to improve daily living” – testimonials you wouldn’t first think to hear from those on the job in the workforce.

Millennium programs are importantly now available to over 300,000 members of the civilian workforce working for the Department of Defence (DOD), veterans and their families and to over 80,000 employees of the Veterans Administration. Our company also now operates over 3,000 virtual fitness classes a year, an increasingly important factor given the rise in hybrid and remote work in the wake of the pandemic.

But we don’t stop there. Millennium is also proactive in promoting health and fitness, writ large.

We offer customized, strategic health education programs that deliver informative and educational information about various health-related topics, ranging from anti-smoking and anti-drinking presentations to breast cancer screenings and dietary recommendations.

We also sponsor and participate in health fairs that promote health concepts and new medical devices, engage community members in such activities as heart-healthy walks, and teach children about caring for their bodies. To further our long-term goal of instilling an attitude of wellness, Millennium fosters wellness communities, nurtures personal transformations, and provides wellness resources to anyone who seeks them.

Millennium-sponsored biometric health screenings are a keystone of our company’s commitment to helping public and private employers and their employees reduce future healthcare costs and improve employee satisfaction in doing so – the feeling that their employer cares about their health. These screenings include measurements such as height, weight, body mass index, body fat, blood pressure, blood cholesterol, blood glucose, and blood pressure.

These screenings can be done at the worksite – the U.S. Air Force and the Veterans Administration have implemented this strategy, for example – and they can be used as a standalone or part of a broader workplace health assessment to benchmark and evaluate changes in employee health status over time.

Not that many years ago, the average American was more concerned over an excess of back-breaking physical activity that left many physically broken and emotionally exhausted at the end of the workday. Today, that workday all too often involves so little physical activity that people have to find the time and the facilities elsewhere to stay physically fit – or to aspire to reach physical fitness for the first time in years.

If America is to be strong tomorrow, the refocus on wellness as a standard in the workplace will have to become an achievable task for the great majority.

Studies additionally show that effective health and wellness programs drive a positive ‘Return To Office’ (RTO) scenario – They also produce organizational and employee benefits, such as lower healthcare costs, reduced absenteeism and enhanced employee engagement.

Fortunately, America’s wellness trainers are ready to help actualize this data and help both employers and employees achieve their goals – and even reach new goals that they had not dreamed possible in the process.

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EDUCATION PROGRAMS ARE CRITICAL TO ARMING THE NEXT-GENERATION MANUFACTURING WORKFORCE WITH THE REQUIRED SKILLS

Whether you prefer to call it the Fourth Industrial Revolution or Industry 4.0, there is no denying that industry is getting smarter. 

Summarized as the ongoing automation of traditional manufacturing and industrial practices using smart technologies, it is a seemingly unstoppable trend that has transformed enterprises, captured imagination and generated value. 

According to McKinsey, Industry 4.0 has the potential to provide returns of $3.7 trillion to manufacturers and suppliers around the world by as early as 2025. 

However, a caveat is that today only one in three companies are capturing this value at scale. 

“Approaches are dominated by envisioning technology development going forward rather than identifying areas of largest impact and tracking it back to Industry 4.0 value drivers,” McKinsey adds in its report, “Industry 4.0: Capturing Value at Scale in Discrete Manufacturing.”

“Further governance and organizational anchoring are often unclear. Resulting hurdles related to a lack of clarity regarding business value, limited resources and an overwhelming number of potential use cases leave the majority of companies stuck in ‘pilot purgatory.’

The report identifies several steps organizations can take to make the most out of the opportunities created by Industry 4.0 and its associated technologies. 

Chief among them is investing in human capability to leverage such innovations. 

Last year, the U.S. National Skills Coalition (NSC) reported an “invisible drag on productivity” created by an alarming digital skills gap. In the manufacturing sphere, one in three workers are thought to have no or limited key digital skills, according to research carried out by the Organization for Economic Cooperation and Development. 

Given that the NSC defines “limited digital skills” as an ability to complete simple tasks with a generic interface and few uncomplicated steps (like sorting emails into different folders), it is clear that a large portion of the current manufacturing workforce requires serious upliftment in digital literacy or risk being displaced by more tech-savvy recruits.

Education is the answer

For those about to join the manufacturing workforce, learning digital skills has never been more important. 

This rings especially true against the current coronavirus backdrop, with many industrial businesses having to make cutbacks as a result of drops in business and legal mandates to close as part of pandemic-induced societal lockdowns. 

It is something tech giants are responding to. For instance, in June 2020, Microsoft announced plans to provide free digital skills training to 25 million people around the world in response to predictions relating to a surge in unemployment. 

The speed and extent of economic recovery in part rests on how much productivity can be gained from Industry 4.0 activities, manufacturing being a key economic contributor to communities across the United States.

Education is a key enabler of productivity growth, be it through programs for upskilling current workers or training initiatives designed to ensure new generations of jobseekers are armed with the knowledge they need to hit the ground running.  

In Charlotte, North Carolina, this holds the key to unlocking the manufacturing sector’s bright future. The industry has grown here at twice the national average over the past five years with four clusters driving activity–machinery manufacturing, advanced materials, automotive manufacturing and energy manufacturing. 

“There are many synergies among these clusters,” explains Antony Burton, VP of Economic Research at the Charlotte Regional Business Alliance. “For example, 50 advanced materials firms in the textiles, plastics and composites industries serve the automotive industry in the Charlotte region which requires strong, durable, lightweight materials. 

“There is also synergy between the automotive and energy industry. Arrival, a leading electric vehicle manufacturer, has announced its North American HQ in Charlotte along with two micro-factory production facilities in the bi-state region.”

An enormous lithium deposit also feeds the area’s manufacturing scene. One of the largest such resources in the country, it has lured in major players in the lithium battery value chain and is supplemented by leading automotive and energy research assets at the Charlotte-based University of North Carolina. In short, the region is gearing up to lead and benefit from the transition to electric vehicles. This means new skills will be required to fully exploit the opportunity. 

“Manufacturing enterprises increasingly require a workforce with advanced industrial technology skills that include knowledge of mechatronics, robotics, and computer-aided machining as low-skill jobs are increasingly automated,” Burton adds. “In addition, manufacturing enterprises will require more engineering expertise. The Carolinas have over 7,000 graduates in engineering fields every year to help supply this pipeline of talent.

“It is crucial that the education programs continue to evolve to the needs of industry. Talent continues to be a top factor for location decisions, and the labor market has remained very tight throughout the country despite relatively high unemployment rates. To help provide this talent, along with the University of North Carolina, which has 600 engineering graduates, we have a strong community college system made up of 10 community and technical colleges with a total of 30 locations throughout the region.”  

Burton also cites the North Carolina Motorsports and Automotive Research Center as a unique training asset. Here, the next generation of automotive engineers are trained through a series of partnerships with key industry manufacturers, collaborations which conduct research and drive innovation in the sector. 

COVID-19, without doubt, has presented obstacles to delivering the sort of hands-on training the manufacturing sector requires. However, Burton points to virtually hosted events and research conducted by The Charlotte Regional Business Alliance as examples of its ongoing support for the industry.

“With state and local economic development partners, we organized STREAM 2021, a supply chain tradeshow which brought together manufacturers across the region to learn from industry experts and to help manufacturers find local suppliers,” he says. “In February of 2021, this inaugural event created a virtual opportunity for local manufacturers and suppliers to network and potentially work together to restore supply chains, especially in a time when COVID-19 has disrupted traditional supply chains. 

“Our economic research team also completed a deep-dive analysis of the manufacturing industry in the region and a manufacturing labor and wage survey. The report, “Manufacturing in the Charlotte Region,” provides business intelligence to the local community and to prospective companies.”  

Due west, in Kansas, Franklin County represents one of the top markets in the country for industrial and business development thanks to easy access to Interstate 35, Interstate 70, Logistics Park Kansas City and the Kansas City International Airport, as well as inclusion in the Foreign Trade Zone.

Paul Bean is executive director of Franklin County Development Council, a body which helps businesses to establish themselves and thrive in the area. As well as the digital skills identified by Burton, Bean highlights the critical importance of attitudinal traits sought by his association’s membership base, and how Franklin County Development Council helps them to find the right people.  

“Soft skills are the number one request,” he says. “They report to us that they can train folks but need people that show up, think critically, and are willing to work.

“We work closely with our area school districts, community colleges and private universities to provide programming to support our manufacturing industry. For example, we are just kicking off an online program through Nepris, which helps connect educators and learners to industry professionals. We’re also beginning the process of becoming an ACT Work Ready Community, and work with local higher education institutions on specific programs for new certifications and learning refreshment.”  

Charlotte and Franklin County are just two examples of regions investing in the next-generation workforce. Activity is also taking place at a federal level, supported by former President Trump’s pledges to prioritize homegrown industries. For example, June 2020 saw the launch of a new workforce training grant with several hundred million dollars for states to access. Unveiled by then Education Secretary Betsey DeVos, the scheme supports job training for in-demand occupations and entrepreneurship development. 

“America’s colleges and universities are a national treasure, but it is time for them to reinvent themselves and to be more responsive to the needs of their students and local communities,” DeVos said at the time of the launch. 

Through a mix of national incentives underpinned by bustling activity and support driven at a regional level, the manufacturing labor force has every chance of being future-proofed. Education lies at the heart of this transition and must continue to be substantially invested in if vital American industries are to remain competitive on the global stage.

tenacity

Why Teaching Employees Your Company Financials Is A Winning Formula

In many businesses, a wide gulf exists between ownership and the workforce, a disconnect that can leave employees feeling undervalued and wanting to leave.
The high cost of replacing them means it’s important to find ways to retain the best performers, and studies show that transparency and education from the top can be a solution, boosting employee engagement and motivation.
And one way to achieve that transparency is to open the company’s financial books to employees and teach them the business, says Rich Armstrong (www.greatgame.com), a business coach, president of The Great Game of Business Inc., and co-author with Steve Baker of GET IN THE GAME: How To Create Rapid Financial Results And Lasting Cultural Change.
“Too often in business, we fail to show the players on our own team the big picture – the overall score of the game,” Armstrong says. “We tend to try to manage from the sidelines, focusing on individual performance. Why not teach them what winning means in business?
“But opening the books may be the first time in the employees’ lives they feel they’re being treated as adults. This type of financial transparency builds trust and mutual respect. Teaching employees the business involves them in making a difference, so as a business leader, you need to get comfortable with opening things up.”
Many business owners are hesitant to open the books to their employees. One of their concerns is giving employees access to salary information, but that isn’t advisable, says Baker, who is vice president of The Great Game of Business.
“Opening your books does not mean sharing every detail,” Baker says. “On the other hand, if people see how much the company is making and that makes them want more, that’s what you want as a business owner.”
Armstrong and Baker break down how to open the books for employees and the benefits of doing so:
Bridge the gap between perception and reality. The perception among employees that the owner is focused on self wealth can be changed, Armstrong says, by teaching employees how hard it is for most companies to make money. “Many people would be surprised to know how little even large companies make in profit from every dollar of sales,” Armstrong says. “Research shows the median bottom line in companies in 212 industries across the U.S. is 6.5 cents on every dollar of sales. But the average employee thinks their company makes six times that.”
Break it down for them. “Once you show your team how hard it is to make money, sketch out a simplified income statement for your business, showing your revenue streams and all your expenses,” Baker says. “Draw a dollar bill and show them how little the company keeps out of every dollar.”
Bring the marketplace to your people. An owner can provide clearer perspective to the employees by sharing how and what other companies in the industry are doing. “Do your homework,” Armstrong says, “and find out about your competition. If your employees know how they stack up against the field, most will respond to your appeal to move the needle. Your transparency has made them feel valued.”
Make teaching financials interesting. “The strategy is to create a business of business people,” Baker says. “But remember, you’re trying to educate your people about your business, not create a bunch of CPAs. Share, teach and involve them in the numbers they can impact. Your people rarely need to know about debits and credits or how to do an adjusting entry. But they may very well need to know how production efficiency is calculated and why receivable days matter.
Teaching the business helps everybody begin to understand what they can do, both individually and as a team, to influence bottom-line financial results.”
“The purpose of opening the books is to boost the employees’ confidence in understanding the numbers and in the company itself,” Armstrong says. “Then and only then will they begin to make a connection to the numbers that measure their performance and talk intelligently about improving the business.”
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Rich Armstrong (www.greatgame.com) is the president of The Great Game of Business Inc., and co-author, with Steve Baker, of GET IN THE GAME: How To Create Rapid Financial Results And Lasting Cultural Change. This book is the how-to application of Jack Stack’s 1992 bestseller, The Great Game of Business. Armstrong and Baker co-authored the update of Stack’s book in The Great Game of Business – 20th Anniversary Edition. Armstrong has nearly 30 years of experience in improving business performance and employee engagement through the practice of open-book management and employee ownership. He serves as a business coach and senior executive at SRC Holdings Corporation, one of America’s top 100 largest majority employee-owned companies. He’s also a board member for the National Center for Employee Ownership (NCEO).
Steve Baker (www.greatgame.com) is the vice president of The Great Game of Business Inc., and is a top-rated, sought-after speaker and coach on the subjects of open-book management, strategy, and execution, leadership, and employee engagement. Baker is a career marketing and branding professional and an award-winning artist.