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PCB007-Dec2020

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DECEMBER 2020 I PCB007 MAGAZINE 25 cinating because high performers get excited about different things than bottom performers. It's one of the ways that we tell. If the person is saying, 'I want more authority, lead the charge, work with this exciting stuff, and have some- one help me grow,' then the chances are very good that they're a top performer. Then, what we do is identify that finite tal- ent pool. We then co-create the most powerful message, leveraging what we understand are the primary motivators for top performers and that hiring manager's insight into their com- pany. When we combine those two things, we end up with a message that's pretty special. So, how do we attract talent? That is, after all, the burning question. Here's what McNabb had to say: McNabb: …there are no passive ways to reach people who are not actively looking. What they're doing is following a selection process, looking at the people who have made them- selves the most available, and then selecting the best of those. We start at the other end of the spectrum. We say, 'Forget about who's available. Who are the most valuable people on the planet?' Then, systematically approach each and every one of them with the most powerful message possible. With my best client—I did a statistical analy- sis for them at one point—we found that 92% of the people they hired from me not only weren't looking but said there was no way they were going to make a change when I first approached them. In a talent-starved marketplace, managers should have a dual strategy. One is to identify the finite talent pool. Who are the 20–50 hu- man beings on planet Earth who would bring the greatest value to our team? Then, what lev- el of talent do those people have, and what is it going to take for us to win them over? An- other vital consideration for a talent-starved marketplace is that a posting will reach a very small percentage of the people who are active- ly looking. Those who are actively looking typ- ically only amount to about 20% of the work- force. A proactive approach increases the avail- able talent pool at least ten- to twenty-fold. A successful recruiting strategy, then, increas- ingly requires HR to employ three key ap- proaches: 1. Make manufacturing appealing to students entering the workforce. 2. Make the case for why electronics is a more desirable industry than the industry the candidate is already in. 3. Develop a methodology for reaching qualified candidates who might not be actively looking at the moment. Hiring and staffing, while a constant issue, is becoming acute as manufacturers struggle si- multaneously to find enough workers with suf- ficient talent and training. Additional resourc- es include: • IPC Educational Foundation (IPCEF), among other IPC initiatives • Campus-directed IEEE programs, such as IEEE Rising Stars • Educational programs at SMTA • Outreach programs at NextFlex, and more Virtually any industry advocacy organization offers an educational outreach program or two. It's no surprise, then, that efforts are under- way to bring some standardization to the edu- cational programs offered by colleges and uni- versities. The SMTA and FlexTech, in conjunc- tion with a cohort of college and university administrators, are working to craft some stan- dardized curricula. Marc Carter, a principal with Aeromarc, is helping move the curriculum standardization along. When asked for comment, he shared the following statement: Carter: In one approach, a local partnership be- tween the electronics manufacturing industry and academia began at Michigan Technologi- cal University—now entering its third year of operation, aimed at filling a gap between co- op/apprenticeship programs and the longer lead time STEM K–12 programs—is beginning to expand nationwide. This uses the MTU/Cal- umet Electronics core partnership in devel- oping a hands-on design through test experi-

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