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Every member of an organization plays an integral role in proper functioning of a global workspace. The work pyramid will crumble down if the team does not corporate. To ensure stability and productivity in a workspace, the members of the team must be trained. The cornerstone of industrialization is blue-collar workers, so it is important to pay attention to their needs and necessities and to provide them with blue-collar training to promote better results.
What is the existing approach of hiring?
Recent study shows that talent management practitioners spend almost 1/3 of their workweek (about 13 hours) interviewing applicants for a single career on a daily basis. Around 20 hours will be expended by almost 1 in 3 respondents.
In this form of the hiring process, a lot of paperwork and manual tasks are used. The HR professionals also search on internet portals for applicants, through newspaper ads and reporting about the opening on their company portal. As a consequence, it takes several weeks for the recruitment process to select the correct applicant for the position.
[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]Automation, digital platforms, numerous innovations, and technological advancements are all transforming the fundamental essence of employment in the corporate sector. Although these digital transformations were designed with white-collar labor in mind, they are also being developed for the blue-collar workforce.
Undoubtedly, the internet, wireless networks, e-commerce, and social media have drastically altered how we interact, live, and work today, especially since the outbreak of the pandemic. Software and algorithms have advanced to the point that they can execute complicated, cognitive, and repetitive functions across numerous commercial applications. The automation provided by technology such as robotics, artificial intelligence, and machine learning promises enhanced productivity, efficiency, safety, and, most importantly, convenience. However, concerns evaluating the impact of machines on work and people have existed since the very invention of machines.
-Engaging Modules
Organizations must provide compelling learning modules that are easy to understand for employees, especially in the form of videos and audio. They can also be translated into local languages to engage personnel in different parts of the world and make the content easier to understand. The course should introduce employees to the fundamentals and then build on that knowledge to expand their understanding of additional industry-specific principles.
-Customized Learning
Customization of learning can help accomplish the objective of making modules more understandable for workers in a number of different ways. It’s crucial to remember that every employee is unique in terms of their skills, educational background, and even learning style. Since leaders and managers know their team’s problems and strengths better than anyone else, they can be involved in the formulation of training programs. Companies can use the buddy shadowing approach to get the best outcomes and foster an agile culture by encouraging peer-to-peer learning. They can use gratitude and recognition to empower employees while also guaranteeing nobody is left behind.[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_column_text]
With each passing year, the use of technology in manufacturing continues to grow, and blue-collar job requirements become more sophisticated, further widening the skills gap. Today’s age of smart manufacturing and distribution relies more and more on high-tech systems, sensors, feedback loops, and continuous automation. While some machining and distribution work is still manual, equipment is increasingly digitally driven.
As the modern supply-chain sector continues to evolve, so does the heretofore neat categorization of the workforce: namely, the assumption that “white-collar” workers think for a living, and “blue-collar” workers perform manual tasks. Leading supply-chain organizations today recognize the need for an entirely new type of employee. Call it the “new-collar” worker, one who is critical to the future of manufacturing and logistics.
Mass-scale digitalization of the supply chain requires a new-collar workforce equipped with specialized skills and training. For example, manufacturers will still need machinists, but to thrive in a global marketplace, the next generation of workers needs to possess technical and digital skills alongside critical thinking and problem-solving capabilities.
Keep in mind that individuals capable of performing new-collar jobs don’t need a four-year college degree. Instead, they’re trained through community colleges, vocational schools, software boot camps, high school technical education courses, or on-the-job apprenticeships and internships.
In short, new-collar workers can come from anywhere: your current factory floor, a high school program or non-traditional education path. All of us must become open to that reality.
While a new-collar workforce can be developed through both internal grooming and external recruiting efforts, hiring and retaining those employees promise to be a challenge. Industries from technology to healthcare need specialized workers as artificial intelligence, automation and digitalization make their way into many sectors.
So how can supply-chain employers attract new-collar workers in an increasingly digitized world, where other industries are competing for the same limited talent pool? Instead of focusing solely on degrees and previous job experience, employers must begin recruiting based on the potential of candidates to acquire new skills, as well as their general level of “trainability.” Human-resources leaders should begin identifying the key traits and skills necessary for success in this new-collar environment. Once an organization knows what it’s looking for, the next step is to modify the candidate assessment and interview process to focus on identifying employees with the right potential.
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