To get a diverse workforce, old hiring rules need to be rethought

For years, it has been hard for many manufacturers to find qualified workers. We can expect more of the same. With an ageing workforce, new technologies that need more skilled workers, and the decline of trades education in high schools and community colleges, about 2.1 million manufacturing jobs in the United States could go unfilled by 2030.

If a manufacturer’s most recent job listing was seen by a lot of people but no one applied, it could mean that the listing is not appealing or is not reaching a wide enough audience. It’s time for businesses to rethink how they hire people, and a good place to start is with a few key questions:

Who is the manufacturer looking to hire, and would they be a good fit for the culture of the company?

What does the company have to offer that will make people want to spend a lot of time there and build a career there?

Manufacturers will have to look for non-traditional candidates because the traditional way of thinking about talent pools and pipelines is no longer enough to meet demand. This can be done by hiring people from a wider range of backgrounds.

Why should a company that makes things hire a diverse staff?
In many ways, the benefits of having a diverse workforce are the same as the benefits of having a diverse range of products and marketing strategies.

Why does a company give its customers more than one option?

Why does it use different strategies to reach different groups of people?

Because it makes business sense. Business is also helped by having a diverse staff. A study by McKinsey & Company found that in 2019, companies in the top quartile for racial and ethnic diversity made 36% more money than those in the bottom quartile.
What gives? Diversity is a key part of how teams can make better decisions. Homogeneous groups may be prone to groupthink, while diverse teams can use a wider range of perspectives and are likely to think about information more thoroughly and accurately. Also, research shows:

Problems are solved faster when people on a team have different points of view or ways of thinking.

Teams with people who have different ideas produce more and better intellectual property, like patents.

Mixed-gender teams can handle group conflicts better than teams with only one gender.

Mixed-gender teams can get more out of their members’ creativity.

Let’s look at ways to grow the workforce and break down barriers to reach talent pools that aren’t being used to their full potential. Think again about what makes a good fit. From the point of view of access and inclusion People usually hire people they think will be a “good fit” based on how things have been done in the past, the environment, and cultural norms. Sadly, this practise often ends up making people feel left out.

For example, the company might automatically pass over good prospects just because they use public transportation or need childcare. Fit is also important to people who want to work somewhere. If job candidates don’t see people who look like them at work, they might not feel comfortable talking about their ideas or concerns. If there aren’t many different kinds of people in management, will they see a way to move up?

Think about why you don’t want to include certain groups. Manufacturers might also have to look again at the things they think make a bad fit. Why not let people in who have been convicted of a crime in the past but have changed their lives and want to help society?

Why not hire people who don’t speak English well if they can be taught to do the job?

Many organisations still follow old rules or make exceptions to rules that have unintended effects. For example, some manufacturers have a credit check requirement on their job postings because they think it will reduce the risk of theft. But from the point of view of job seekers, this makes it seem like they can’t get the job if they have bad credit, which makes them less likely to even try.
The talent pool will grow if we look at “fit” through the lens of inclusion and access. There will be more places where people can look for work.

Think about what role community groups could play in hiring. Partnering with community groups is one of the fastest ways to get more people to work for you. Manufacturers have always looked to community colleges and organisations that help people find jobs, but that is no longer enough. For example, people who join organisations that teach financial literacy are motivated to learn not only how to handle their money but also how to be successful. They might be interested in a job that lets them make at least $50,000 a year quickly. Gathering places like churches, community centres, and chambers of commerce are also great places to find a wide range of talent. It is important to build trust with different groups by forming partnerships that last.

Building trust in new communities takes time, so companies that haven’t started should do so now. Rethink the rules about how important credentials are as indicators of qualifications.

A college degree and work experience related to the job are two of the most common requirements in job ads. These are great examples of how the old rules for getting a job have made it hard to find work.

To get a college degree, most people have to spend a lot of time and money. This parameter rules out a lot of possible workers, especially those from communities that need more help.

You should also think about whether or not these credentials are the right ones or even needed.

There are great job training programmes available today that can teach a job-related skill like CNC machining in as little as 16 weeks. In the same amount of time, colleges and universities have programmes that teach skills in marketing, analytics, IT, and cybersecurity. If these skills can be learned in the time it takes to finish a semester of college, why should a manufacturer start with a smaller pool of prospects?
In today’s job market, focusing on related experience can be very limiting. Instead, manufacturers should look for skills that can be used in the jobs they are trying to fill and broaden their ideas of what can be taught in-house.

Structures, incentives, and perks at work should be rethought.
People are looking for more than just a job, according to research. When a company offers training and professional development during work hours, it shows that it cares about its employees’ futures.

Research also shows that employees like to have a lot of freedom. Consider giving people the option to work from home, work four-day weeks, or work shorter days to help with parenting and child care, which is one of the biggest barriers to getting a job.

People appreciate bonuses and perks that help them pay for things like transportation, food, and tools. Think about giving:
Breakfast before working early. It makes it easier for workers to get to work on time, cuts costs, and gives them something to eat to start the day.

Laptops, cell phones, and any other tools that are needed for the job. If work boots are needed, you should also give them. Employees who take part in a rideshare programme or an informal carpool can get money back for their mileage. Buy passes for the bus. Give workers an incentive to help their coworkers get to and from work.
Businesses can work with people who take care of children, put money into health programmes, or offer discounts at grocery stores. At Polaris MEP, which is part of the Manufacturing Extension Partnership (MEP) National NetworkTM, we work with our local Health Equity Zone to give manufacturers better access to services. The local MEP Center can help a company find creative ways to solve its workforce problems.

To meet hiring needs now and in the future, it’s important to rethink the old rules. Finding, recruiting, and hiring a more diverse workforce will only increase the value of a company.