1 / 39

WMEP & NGM

WMEP & NGM. Manufacturing is Vital to Wisconsin. * Bureau of Labor Statistics, US Dept. of Labor, November 2008. 10,000 Manufacturing firms 477,200 jobs (direct)* WI highest NFP Manufacturing Employment of any state 16.7% of Total Non-Farm Employment* $47 billion GSP (21% of state GSP)

sade-brewer
Download Presentation

WMEP & NGM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. WMEP & NGM

  2. Manufacturing is Vital to Wisconsin *Bureau of Labor Statistics, US Dept. of Labor, November 2008 • 10,000 Manufacturing firms • 477,200 jobs (direct)* • WI highest NFP Manufacturing Employment of any state • 16.7% of Total Non-Farm Employment* • $47 billion GSP (21% of state GSP) • WI is the 2nd most manufacturing-dependent economy in the US • 30,000 Manufacturing Jobs lost since June 2008*

  3. NGM Survey Purpose: • Better define the strategies & actions required for world-class manufacturing • More than 2500 manufacturers responded • Coordinated the ASMC, MPI & MEPs • Most comprehensive survey every undertaken States participating in survey

  4. WHY NGM?

  5. NGM Performance Gap Assessment Methodology & Rationale To assess performance gap in the 6 NGM Attributes against: * Input is controlled by CEO and influenced by policy -output is not

  6. 6 NGM Success Attributes

  7. NGM Key Performance Indicators

  8. Advanced Talent Management

  9. Advanced Talent Management • Most manufacturers recognize the importance of ATM.

  10. Advanced Talent Management But very few are measuring their performance in ATM

  11. Advanced Talent Management Two thirds of manufacturers rank their progress furthest from world-class in this Success Attribute.

  12. Advanced Talent Management Two thirds of manufacturers devote less than 20 hours per year to employee training.

  13. Advanced Talent Management Two thirds of manufacturers have turnover rates that are furthest from world-class

  14. Advanced Talent Management Three quarters of manufacturers’ value-add per employee rates are furthest from world-class.

  15. Advanced Talent Management Few companies have employees dedicated to assessing and upgrading the talent pool.

  16. Advanced Talent Management Few companies have employees who regularly participate in empowered work teams (make decisions without supervisor approval).

  17. Engaged People/Human Capital Acquisition, Development and Retention (EHC)

  18. NGM Awareness Wisconsin manufacturers understand the need for world-class performance. 2015 Desired State

  19. NGM Progress Wisconsin manufacturers have made uneven progress in achieving world class performance in the 6 NGM Success Attributes 2015 Desired State

  20. NGM Self-Assessment What gets measured gets done. 2015 Desired State 2015 Desired State

  21. NGM Going Forward Wisconsin must support its manufacturers. 2015 Desired State 2015 Desired State

  22. Advanced Talent Management Gains competitive advantage through best practices in talent recruitment, development and retention. Rate the importance of human capital acquisition, development and retention to your organization’s success over the next five years:

  23. Advanced Talent Management Rate your organization’s progress toward world-class human capital acquisition, development and retention:

  24. Advanced Talent Management How many formal training hours are devoted annually to each employee?

  25. Advanced Talent Management What is your value-added per employee?

  26. Advanced Talent Management What is your organization’s annual labor turnover rate (number of voluntary and involuntary separations/typical staffing level)?

  27. Advanced Talent Management What best describes your measurement system for reviewing return from human-capital acquisition, development and retention?

  28. Leadership in Transition Leadership Demographics Suggest Large Future Risk or Opportunity Average Age of Chief Executive (All Companies Surveyed) Planned or Possible Leadership Succession in Next 5 Years (All Companies Surveyed)

  29. Advanced Talent Management

  30. Advanced Talent Management Who is at NGM Benchmark Now?

  31. Going Forward To what extent does your geographic region in Wisconsin have the support services, peer groups, training opportunities and resources available to support the following?

  32. What Does It Mean for Wisconsin?

  33. Preliminary Recommendations • Adoption of a Wisconsin NGM Scorecard • High-profile promotion by Governor • Widespread use by multiple partners • Establish ongoing NGM measurement and benchmarking capability • NGM policy package focused on inputs • People • Resources • 6 Success Attributes & Best Practices in Next Generation Manufacturing

  34. Preliminary Recommendations • Leadership Initiatives • Attract and Support NGM Leadership Talent • Target NGM Companies for Recruitment • Closer manufacturer-engagement by public service providers • Customer-focused metrics • Extended enterprise approach

  35. Sector Strategy Benefits • Cross-cutting goals for multi-agency alignment • Framework relevant to private sector and public agencies • Targets high-quality jobs • Innovative approach • Likelihood of sustainability

  36. What Will WMEP Do?

  37. What Can WMEP Do?

More Related