With the growth in the US economy over the past few years, combined with the efforts to “on-shore” manufacturing back to the US demand for resources is high. This current environment, with the lingering effects of the misperception that manufacturing is “20th Century”, makes hiring manufacturing talent challenging.
Mar 15, 2019 7:47:40 PM
Nov 11, 2016 5:37:22 PM
Read Time: 4 Minutes
What separates the good candidates from the great? In the first and second part of this series, we established that often the dealbreaker is soft skills, traits that enable someone to interact successfully with other people. Now, we’ll discuss the deeper dive into assessing each manufacturing applicant’s character, achieved via our final interview.
The final interview is unique to Fusion and offers an array of insight for several reasons. By bringing in an applicant for a second time, we can ensure that their demeanor is consistent. Were they enthusiastic the first time and reserved the second? Did they emphasize teamwork during the first interview and later reveal a preference to work alone later on? Furthermore, it gives the applicant an opportunity to meet with potential future coworkers, who might pick up on things that you’ve missed in previous interactions.
During this meeting, candidates meet with their prospective Department Manager, team members, and other company leaders. The collective goal ensure that hiring the applicant is a good decision for the company as a whole. Below find a sample of the questions used during this last step of the process:
Nov 4, 2016 6:19:40 PM
Read Time: 3 Minutes
In the first part of this series, we discussed how we revamped our phone interview questions to identify soft skills, characteristics that enable someone to interact effectively with other people. A majority of the time people are fired from their jobs because of soft skills in manufacturing, rather than hard skills. Manufacturers need to focus more on soft skills since you can always train hard skills, but you cannot train people to have the right outlook. In short, we hire for attitude and train for aptitude.
As a result, we took the redesign of our hiring process even further, and applied this new perspective to the next step: face to face interviews. During this meeting, candidates meet with their prospective Department Manager, whose goal is to get to know the applicant as thoroughly as possible in order to properly assess their soft skills. Below find a sample of the questions used during this portion of the process:
Oct 28, 2016 5:31:51 PM
Read Time: 2 Minutes, 30 Seconds
In today’s economy, the search for manufacturing talent is more intense than ever. Reports of the widening skills gap – and the resulting competition for qualified applicants - appear in the news practically every day. As a rapidly expanding contract manufacturer, Fusion OEM has successfully addressed this issue by redesigning our hiring process to attract and retain the best and brightest applicants.
Prior to this change, our phone screening processes weren’t as conducive to discovering soft skills, characteristics that enable someone to interact effectively with other people. Instead, we used a series of written tests to measure technical aptitude. This traditional method did not lead to building much-needed conversations to find out who our applicants were. We wanted to know their strengths, their weaknesses, their goals, passions – who they were as people, not a set of scores. We place as much, if not more, emphasis on hiring an applicant that will fit culturally within our organization than hiring an applicant with superior technical skills. Therefore, we revamped our phone screening interview by adding the following questions:
Sep 2, 2016 5:00:00 PM
Read Time: 2 Minutes, 30 Seconds
When it comes to recruiting for manufacturing positions, there are two kinds of companies. The first kind sees recruitment as a series of one-time events, with the search for the right employee beginning only when need arises. These manufacturers tend to be in constant crisis, and are usually short-staffed. The second kind of manufacturing company knows recruitment is an ongoing event - searching for the best employees only when needed creates huge inefficiencies. Envisioning hiring as a one-time event simply leaves too much to chance, and when it comes to your bottom line, it’s important to keep control of as many variables as possible.
Hiring the right people, at the right time, for the right position is the very foundation of constant and consistent growth. You are hiring the people who are the future builders of your products and services. It’s one of the most important processes you can develop — and one of the most difficult. At Fusion OEM, these 6 tips have made our hiring strategy a success:
Aug 12, 2016 5:48:31 PM
Read Time: 4 Minutes
Earlier this week, I came across an article from Micah Maidenberg of Crain’s Chicago Business titled Can Amazon persuade thousands to work at its warehouses?. It discusses the challenges of recruiting and retaining great warehouse talent, and it made me wonder: as a local contract manufacturer, are we doing everything right? Are we attracting prospective employees, especially for our entry level workforce positions? Since warehouses and manufacturing companies are often drawing from the same pool of talent, is there anything we can do to remain competitive? Is Amazon a legitimate threat, as the article suggests?
After much reflection and analysis, I came to the conclusion that we are still attracting the best and brightest applicants, mainly because we have developed a company culture of engagement and respect that alleviates concerns about finding new hires. Essential elements of our culture that foster successful recruiting are: