ume recruitment and executive search.
And an increasingly important part of
that recruiting roadmap will be the need for
manufacturers to develop strong brands and
to equip operations teams with the knowledge, tools, and training that will allow them
to act as recruiters and brand ambassadors.
For large and small manufacturing enterprises alike, creating the right recruiting
culture will be essential to securing the talent
needed to meet and exceed an organization’s
vision and growth goals. The ultimate objective is establishing an environment where
managers and team members feel vested in
the recruitment process, see themselves as
brand ambassadors, and play a part in attracting top talent to the organization.
Meeting this objective takes education,
training, and accountability. This article
explores a variety of actions that managers
and key leaders in manufacturing organizations should take to improve recruitment
efforts. It also highlights a few companies
that have successfully used these actions.
It shows how businesses can grow through
creating organizational climates that pro-
mote these practices, how managers can
adapt to this level of accountability, and
the positive results of implementing well
thought-out, modern recruitment prac-
So, what is a brand ambassador, and how can we get operations groups to play that role? A brand ambassador is an employee within an organization that reaches a superb level of engagement and, as a consequence, serves as an
advocate of his or her company. The brand
ambassador promotes the brand and increases awareness within talent communities, ultimately getting top candidates’ attention and getting them in the door.
To turn operations employees into brand
ambassadors, step one is to bolster employee engagement and job satisfaction. Henry
Ford once put it like this: “The man who
does not get a certain satisfaction out of his
day’s work is losing the best part of his pay.”
Job satisfaction springs from many factors: the product or service you work on; so-
IMPORTAN T RESEARCH REPORTS SUCH AS DELOI T TE’S RECEN T Manufacturing Corporate Index Studies have consistently found that talent re- mains the top driver of manufacturing competitiveness. As the overall US economy and the manufacturing sector continue to grow, and as the market for the best talent tightens, that has never been more true than it is today.
To successfully compete for—and retain—the talent needed to win, manufacturing
human resource (HR) and talent management teams face several challenging tasks, starting
with the need to reverse the outdated perception of the manufacturing industry that has led
to today’s talent shortage. HR, working in close collaboration with operations teams, must
also define a modern talent acquisition roadmap that begins at the university level and carries through to strategic recruiting practices at all levels of the organization, including vol-
leads the Manufacturing Professional
Practice at Eastridge
He’s responsible for a
recruiting team which
works to solve complex
challenges specific to
manufacturing workforces. Abraham
remains a student of
the evolution of manufacturing practices,
and their impact in our
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