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“I like training. I get to meet new people and understand them better,” commented Vemuri.
Vemuri recently transitioned to quality manager in February 2017; in fact, she put herself forward for a position that wasn’t even posted. In hopes of moving into the quality department, she sent a passionate email to HR and the VP of Quality about why she wanted to be in that group—specifically, where she would like to make improvements, and why she would be so successful in that group.
“I’m always full of ideas,” commented Vemuri. “People at Lectronics have been great about noticing and appreciating good ideas. These promotions from within are great for morale; instead of hiring someone from the outside with a specific piece of paper, it’s better that we give an internal employee a chance—someone with a background at the organization.”
Vemuri admits that she never envisioned being a manager so quickly at Lectronics. The pride in her voice is apparent when she talks about her goals for the group she now manages. She’s extremely grateful for the internal support system, specifically from the HR team and her direct manager, Scott Sober.
“Scott likes to give high fives,” commented Vemuri. “He’s great about giving constant feedback. He’ll tell me that I am doing well at the things that I know, and for the things that I don’t know, he’s willing to offer guidance and support to help me learn. I don’t have to pretend that I know something that I don’t.”
While the investment is higher, and the risk can be greater, hiring and onboarding green employees typically pays off; these workers tend to be more committed to the organization overall. As seen in the three narratives above, these employees are grateful for the chances they’ve been afforded, the training that the organization has invested in them, and the support and encouragement they receive from Lectronics’ leadership team. It’s apparent that each of them are eager to keep expanding their careers in manufacturing.
For other manufacturers that may be feeling discouraged by the talent gap, consider re-evaluating recruiting, hiring and onboarding strategies for new employees. Until improvements can be made within high schools, community colleges and four-year universities to offer technical training, initiate a new HR strategy for potential employees without previous work experience or manufacturing skills. Instead of evaluating a candidate’s skills on paper, look for positive characteristics that fit well within the specific organization. Develop a training program that grooms the next generation of skilled manufacturing workers—specifically for your manufacturing floor.
This article was originally published in the May 2017 issue of SMT Magazine.
