Using Intentional Outreach to strengthen the Dangerous Goods profession

1. Using Intentional Outreach to strengthen the Dangerous Goods profession • Blake Dye • Director of Strategic Initiatives • Dangerous Goods Advisory Council • Certifications: • Dangerous Goods Safety Adviser (DGSA) • Senior Professional in Human Resources (SPHR)

2. Before we start the presentation • Find at least two people seated near you • Write down what their major or degree was • Then ask how many different jobs they had before they were considered a “Dangerous Goods Employee”

3. News flash….. There is a Skills-Gap According to a recent survey the offshore industry sector needs to find 120,000 new staff in the next ten years if they are to fill the skills gap left by workers set to retire.

4. And that skills-gap can be co$tly Consider these realities: -it takes approximately six (6) years to fully train a new graduate -44% of the current workforce is aged 45 or older • Oil & Gas UK site the skill shortage as the biggest barrier to growth described by companies.

5. How costly? Upwards of $20 Billion sound right? “When the Deepwater Horizon exploded, no one on the BP engineering team had been on the job more than six (6) months”

6. Industry is worried: • “Shortages in skilled production jobs are taking their toll on manufacturers’ ability to expand operations, drive innovation, and improve productivity. • 74% of respondents indicated that workforce shortages or skills deficiencies in skilled production roles are having a significant impact on their ability to expand operations or improve productivity.” • Deloitte Consulting LLP and the Manufacturing Institute Skills Gap study, conducted in July and August, 2011

7. Perception vs Reality • According to the study, an estimated 5.7% of the workforce retired in 2008 versus the 2% reported a year ago. • Retirement eligibility is forecast to increase to approximately just more than 20% in 2013. • Current economic difficulties, combined with a rising voluntary attrition rate among young professionals (those with up to five years of experience) that rose to 15.7% from 14% a year ago, highlight the need for more focus on STEM education and stronger retention efforts. • Hitachi Consulting AVIATION WEEK's Workforce Survey,

8. “Voluntary Attrition???" • 30% of companies surveyed lost 15% or more of their millennial employees in the past year. • 87% of companies said it cost $15,000 to $25,000 to replace a departed millennial employee. • Most said millennials leave the company because they don’t consider it “a good cultural fit.” • About 30% leave because they’ve gotten a better offer at another company, but almost the same amount say they left because their career goals weren’t in line with their employer. • “This generation has different views of the workplace and what a workplace should be like, and the companies aren’t evolving to meet those changes and needs fast enough “In the years to come, companies are going to have trouble, because if they can’t retain these employees, those costs really add up.” • survey, conducted by the consulting firm Millennial Branding and the online career network Beyond.comRead more here: http://www.thenewstribune.com/2013/08/09/2721899/millennials-job-hopping-shines.html#storylink=cpy

9. The Skills Gap is a real problem: • The survey respondents indicate the skills gap is an issue that has reached the boiling point. The same old approaches aren’t enough to close the gap. Manufacturers should pursue more creative approaches to recruitment and talent management to make sure they have the skilled personnel they need to win in the future. The manufacturing industry can’t solve all of its talent challenges on its own. Government agencies and educational institutions have roles to play as well, creating a clear path for students to receive the right skills and training to prepare them for a career in manufacturing. • Deloitte Consulting LLP and the Manufacturing Institute Skills Gap study, conducted in July and August, 2011

10. Close the gap through intentional outreach Mentoring vs Coaching • A mentor is an individual—usually older, but always more experienced - who helps and guides another individual’s development. • Coaching, on the other hand, is more about bringing an objective process to help someone articulate and achieve his goals. • Source: Mary Abbajay “The Cornerstone Group”

11. Successful industry approaches • Develop peer support for newer team members to improve the retention of new members to an organization. The US Air Force uses a model that can be implemented by both small and large organizations. Utilizing peers and pairing them with newer team members can lower the anxiety that normally accompanies someone coming into a new environment. These mentors, sometimes called sponsors, will also feel their contribution is important and can improve their participation as a whole. • “Use Your Team for Recruitment: A Retention Strategy”By Susan M. Heathfield, About.com Guide Accessed January 25, 2013

12. Why is intentional outreach important? Nearly 2/3 of teens indicated that they may be discouraged from pursuing a career in science, technology, engineering or mathematics because they do not know anyone who works in these fields(31%) or understand what people in these fields do (28 %). SURVEY: MAJORITY OF U.S. TEENS FEEL PREPARED FOR CAREERS IN SCIENCE, TECHNOLOGY, ENGINEERING AND MATHEMATICS, YET MANY LACK MENTORS; “The 2009 Lemelson-MIT Invention Index

13. Who is a good fit to engage in intentional outreach? • “People who are coming towards the end of their career, who have a lot of knowledge and experience” [industry] needs to be siphoning that knowledge and experience from them and making sure they are passing that on to the up and coming leaders. • The other thing I think we need to be doing is having more of an open mind as to what kind of people we can bring into the industry. • Colin McAndrew, HR and competency manager at GEGroup

14. Understanding how to engage talent is important • What is your organization offering to make you stand out? • Why is a relationship with your organization important to their mission or goals? • How can you create mutually beneficial partnerships? • Who do I talk to first?!?! • What is important to attend, and what is not?

15. Play off your strengths Examine your organization and ask yourselves: • Who are you? • What do you have to offer? • Why would anyone come to work here? • What made you stay?

16. Points of contact to consider • Career Services • Student Development • Student Groups • Faculty • Alumni • Local Employment Office Representatives • Military ACAP Officers

17. Military Recruiting • ACAP-Army Career and Alumni Program • ESGR-Employer Support of the Guard and Reserve • TAP - Transition Assistance Program • There are a number of websites and private organizations specializing in this area as well. • Military personnel are an amazing resource for skilled labor. • Employers are welcome to recruit on base monthly. • Little to no costs for your organization to participate.

18. Design your promotional material to reflect core values • Quality of life • Unique experiences • Accelerated career advancement potential • One of a kind work experiences

19. The most critical component to a successful recruiting program around is to establish buy-in from all sources • Convince managers their time and effort will have long term payoff • Show how their involvement on front end will save time in long run • Have frank conversations about how the face of recruiting has changed significantly in past 10 years.

20. Today’s new professionals want meaningful work experiences.

21. Recruiting quality candidates requires a personal touch • Make one extra phone call to a potential candidate even when you are swamped • Look into using Facebook, Twitter, Instagram or other social websites • Give face time at events and become your local employer of choice

22. Types of Recruiting Venues • Professional Conferences • Inviting young professionals into conference will increase exposure and understanding • Have multiple attendees from differing disciplines to promote types of roles at organization to function as passive recruiters

23. Types of Career Fairs • Community based may include displaced workers; job retraining, unemployed • Campus based may be specialized by discipline at larger schools (business, engineering, environmental health and safety, public policy)

24. Who fits into the scope of a Dangerous Goods Professional? • Technical Professionals • Non-Technical Professionals

25. Who fits into the scope of a Dangerous Goods Professional? Technical Professionals • Aerospace Engineering • Biology/Biological Engineering • Chemistry/Chemical Engineering • Computer Science • Engineering Management • Environmental Engineering/Environment Science/Technology • Industrial & Systems Engineering • Materials Science & Engineering • Mechanical Engineering • Nuclear Engineering

26. Who fits into the scope of a Dangerous Goods Professional? Non-Technical Professionals • Business Administration • Hazardous Materials Management • Industrial Hygiene • Occupational Safety Health & Environment • Public Policy • Supply Chain/Logistics

27. We can leave no stone unturned to find DG Talent • “With baby boomers retiring in the coming decade, aerospace and defense companies are facing a crisis in recruiting sufficient numbers of qualified Americans to fill the jobs that will be opening. I believe that progress in addressing the workforce challenge can be made through more intentional efforts to reach young people. We need to engage all students in ways that they find meaningful, nurture their personal talents and interests, and help them work past social stereotypes of gender and ethnicity.” • Susan LavrakasDirector of Workforce for Aerospace Industries Association (AIA)

28. Create a relationship between business and the academy • Fostering this relationship is important regardless of company size • Approach different facets of the community and offer to assist in developing industry specific programs

29. Additional campus options • Presenting directly to classes which train areas your organization needs (accountants, auditors, supply chain, design engineers) • Find student organizations and offer to sponsor a program (“Tech Talks" with your company)

30. Successful examples of industry approaches Lorain County (OH) Community College developed the Manufacturing Advocacy and Growth Network (MAGNET) for area employers to guide the college’s offerings to include both technical and soft skills training that can improve the employability of their graduates.

31. DGAC Intentional Outreach 2012 Invitation to 9 Nashville area schools 3 colleges accepted

32. DGAC Intentional Outreach 2013 Invitation to Gulf Coast area schools Four (4) faculty from three (3) universities will present Three (3) universities have committed to send student volunteers Additional universities invited to DG Career Expo

33. http://www.dgac.org/dgcareers DG Career Expo- New Orleans, LA October 23, 2013 3pm to 6pm

34. Final thoughts from an industry professional Capturing critical information through technology and passing it on to newer and younger workers can help reduce training time, can improve collaboration and communication, and even help companies get to market faster by leveraging previous programs. Older workers can also gradually scale back their hours as they phase into retirement or even work as a part-time pensioner while helping younger colleagues gain the right knowledge and skills. Manufacturers and skilled trades have historically used apprenticeship programs to pass on specialized skills from an experienced craftsman to a new worker. And through mentoring programs, whether informal or established by a company, experienced workers can provide coaching and advice to less experienced colleagues. Employers have also leveraged their local community colleges or trade schools to supplement employee skills. Heidi Kleinbach-SauterSenior Vice President, Global Foods R&D, PepsiCo