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Discover key findings from a custom industry survey on current labor challenges, hiring practices, and training needs in the food and beverage sector in Wisconsin. Gain insights on workforce composition, hiring issues, and training preferences to address industry demands.
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Industry Talent Needs AssessmentSurvey Results Mike Kopczynski Senior Survey Analyst MRA – The Management Association 262.696.3332 Mike.Kopczynski@mranet.org February 28, 2017
Hello and Welcome! • Today’s objectives • Share key findings of custom industry survey • Provide insight regarding current labor challenge • Survey’s focus - quantify industry talent needs • Hiring practices • Types of positions in high demand and most difficult to fill • Need for food safety training and at what levels • Industry specific training needs and preferred delivery options 1
Approach/Methodology • Online survey • Collaborative effort - FaB Wisconsin Talent Committee and MRA • Participants: 54 food and beverage manufacturers with operations in Wisconsin • 85%: Food, beverage, or ingredients artisan, processor or manufacturer • 7%: Food or beverage industry equipment or packaging manufacturer • 6%: Food or beverage distributors • 2%: Foodservice While survey participation skews toward equipment/distributor companies, there is not much difference in responses overall; opportunities and challenges among all are similar. • Survey data collected September 19 – November 2, 2016. 2
Workforce Composition • High school education most common • Limited number with technical college experience or college degrees • Benefit: Attract entry-level workers • Cost: Costly to educate/train/develop existing staff Q. Please provide a rough estimate of the education level of the talent/workforce your company employs in Wisconsin. High school education or less Skilled: (technical college/apprenticeship) Bachelor’s degree or higher 4
Hiring Practices • Industry talent challenge • Many factors contribute to current status: • Shortage of workers with adequate skills • Industry expansion in Wisconsin (market competition, high demand) • General lack of interest in industry as a viable career option • Lack of curriculum in trades at high schools or earlier levels • Rise in baby boomer retirements. Q. In the last few years, has it become more or less difficult to hire talent/workforce in your industry? More difficult 70% No change 24% Less difficult 6% 5
Hiring Practices • Current methods reported to address labor challenge: • Increase starting wages/salaries • Provide opportunities for continuing training/development • Fill jobs with existing staff who may not have the job skills though have potential to learn/grow • Provide apprenticeship programs • Provide paid/unpaid high school internships • Define clear competency models and role-based skill requirements • (Re)-Engage with local, technical/community, specialty and other academic schools and institutions 6
Hiring Issues Revealed • The food and beverage industry reports some difficulty in hiring Difficult Equipment/machine mechanics, technicians Maintenance technicians Production line/machine operators Sanitation supervisors, managers Ease in Hiring Production line supervisors, managers Welders Sales, Marketing supervisors, managers QA/QC technicians Warehouse supervisors, managers Engineer supervisors, managers Raw Materials Specialist Mechanical/Maintenance Quality/Science/Safety/Regulations Office Staff Production Operations Easy Low High Demand 7
Training, Development & Delivery Preferences • Training and development options offered to workforce (87% of those surveyed) • Food Safety • Leadership Development • Skill and/or role specific • Interest in offering customized training (81% of those surveyed) • Shorter duration training (1-2 day seminars, 1-2 week boot camps) , location and preferences: • Industry designed training facility • On-site (at your company) • Online • Other: blended approach instructor led sessions 8
Food Safety Training • Industry is largely compliant with “basic” food safety training and food defense • Larger companies, more so than smaller companies, more involved in food safety training in other areas such as FSMA regulations, HACCP certifications, etc. • Overall, appears to be large variances in training when viewed by job position to achieve regulatory standards. 9
Final Thoughts • Wisconsin food and beverage manufacturers face significant challenges in hiring workforce talent • Strong workforce is built on more than new hires • Continuous employee development that enhances knowledge, skills, and employee engagement are critical to stable workforce • As food and beverage industry grows in Wisconsin, so too must training focus of organizations • While both traditional and non-traditional training options have high appeal, organizations need to find the right training programs and methods that fit their organization and culture • Partnering with educators - a great first step 10
Questions? Please feel free to reach out anytime: mike.kopczynski@mranet.org; 262.696.3332 Thank you for attending today! 11
About MRA • Not-for-profit employers’ association established in 1901 • Serving 4,000+ employers throughout Wisconsin, Minnesota, Illinois, and Iowa and locations where their work takes us • MRA is in the business of connecting people strategies to business strategies. We value the privilege to be your partner; let us know what we can do to offer further insight • www.mranet.org or call 800.488.4845 12