Training

Human capital has a value about 2.3 times that of physical capital; yet, most companies maintain their equipment better than their people.

CEOs discuss the value of hiring apprentices.

Three companies partnered with the Manufacturing Institute on an “Employer’s Playbook for Building an Apprenticeship Program.” An excerpt follows.

CEOs, boards and teams are discussing how to deal with the skills gap that has made it so difficult for companies to fill available jobs, increase often-stalled productivity, navigate change, and fuel the disruptive activity that is essential for survival in this economy.

President Trump recently signed an executive order to promote apprenticeship programs as a way to help young people find jobs, and to fill the skills gap in industries like manufacturing.

Across America, CEOs and their companies are responding to the urgent need to overhaul the education system, because they want to continue to maintain the nation’s edge in digital tech.

Large manufacturers have a vested interest in securing a pipeline of STEM talent and are making big investments in educational programs around the country.

As advanced manufacturing jobs become more complex, so too are educational and knowledge-based requirements for the workforce.

Employees don’t typically get excited about workplace training. It is perceived as a burden that employees dread and postpone them as long as possible until they have to endure lengthy, boring webinars.

There has been a lot of talk about getting students excited about STEM (science, technology, engineering and math) education as a way of filling the talent gap, particularly in manufacturing. But many companies today are doing more than just talking about it. Some manufacturing CEOs are making it a strategic priority.