Issue link: https://iconnect007.uberflip.com/i/1501483
22 PCB007 MAGAZINE I JUNE 2023 Using the right language and signaling helps open the eyes of individuals looking for jobs who might now say, "is is the kind of place I would like to be in." In your job descriptions, you might focus more on today's hot technol- ogy, such as AI, robotics, or additive manufac- turing. Talk about the culture and make sure that's prevalent and easily found on your web- site so that potential hires visiting your site won't say, "Oh, I won't feel comfortable in this place." at's what you're really l o o k i ng f o r — ta l e n te d individuals who will feel comfortable in your com- pany's environment. You want them to be all in, as opposed to h o l d i n g b a c k . Fo r instance, if I'm a Mus- lim and I pray at cer- tain times during the day, will my company allow for that? Your website can show a culture that supports that. When you do, you open up to a whole group of individu- als who might never have been interested in applying to your company before. That's great advice, but we're a manufactur- ing industry and it isn't as glamorous as tech or others. How do we overcome that chal- lenge? What are your recommendations? I think you must point out the skills someone can learn within the roles you offer. You need to be truthful, of course, but there are great things happening in manufacturing plants— the skills they can learn, the investments being made in employees. Many of our factories are utilizing the technology I've just mentioned, as well as things like data analytics. ese skills are transferable. In the book, I share the story of a basketball coach from a small university who was having great success. He was frequently asked, "How did you succeed against all these big schools?" He would respond, "Obviously I had talented players, but I had an amazing coaching staff." When they asked about the significance of his coaching staff, he would say, "Here's the thing. e reason I can get a fantastic coaching staff is they know that I'm here and I'm hoping that, aer working with me for a couple of years, they'll go aer my job, or maybe they'll go to Kentucky or the NBA. I've got their backs, and I want them to be the best they can be so they have a better career going forward. ey're not blocked by me." We need to stop think- ing, "When I hire some- one, I expect them to work here for the rest of their lives." It's okay if you get three to five years from someone; you've helped build their skills, and their attitude is, "Wow, this is a great place for me to launch to the next thing." We need to be comfortable with people pro- gressing. ey don't have to work with you forever. Right, good point. You have the ben- efit of traveling around the world. What's your global perspective in terms of the hiring pro- cess and needs in other regions? e needs exist everywhere; it's a global issue. You have different needs in different regions. I might look at Asia and think they mainly have issues with production workers. But even as I think that, I'm also realizing it's not completely true. Asian companies are doing data analytics and AI—all the higher-level things in terms of management, and research and development. ere are needs everywhere as you go forward. Do you need to take similar approaches in hiring? I think you must point out the skills someone can learn within the roles you offer.