Manufacturing Recruitment Advice - Issues With Current Team and Retaining Key Staff

13 July 2018

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Announcer: You're listening to Manufacturing Ignition Recruitment Advice, bringing you right up to date on the latest recruitment information, trends, and discussions to help you recruit the best people for your business. Sponsored by Bonfire Recruitment, helping manufacturing leaders across the UK to attract the best talent for their manufacturing company. Ignite your business or career today by visiting www.bonfirerecruitment.com. Here's your hosts Terry Mallin and Scott Buchanan.

 

Terry Mallin: We'll go into Recruitment Minute. So over the coming episodes, we will be going through the problems and solutions both experienced within manufacturing in terms of businesses for recruiting the best management talent. My pet hate specifically, and I know it's Scott's pet hate as well ...

 

Scott Buchanan: (laughs)

 

Terry Mallin: ... is people complaining about staffing issues, people shortages, or top quality lacking in people within the company, or are attracting to the company. I can assure you there's plenty of talent out there, and we are going to discuss for you how you're going to get it to grow your business. We intend to give you a full breakdown of our Seven Step Bonfire Talent System over the coming podcast.

Terry Mallin: Firstly though we need you to understand the problems before we discuss the solutions. Scott, what do you see specifically as some of the problems that businesses face in terms of recruiting people within their manufacturing business or retaining people?

 

 

Scott Buchanan: Yeah, I think that the biggest challenge, and there's a variety of answers to that question Terry, but I think being open and honest with themselves and their own company in terms of actually what problems they have in relation to their staffing. I think there's a lot of leaders out there that actually can look at a report and associate the number of production issues or whatever it happens to be, quality issues, that is a reflection on their business rather than actually associating what difference would it make. If I had an A-one member of my team that actually has and could bring value to any given problem, I think that is wherein the educational piece can probably happen.

Scott Buchanan: And actually to be honest, that tends happen in traditionally run businesses as well. If you look at the more corporate structures, the bigger players in the UK manufacturing market, and some significant processes and some significant good things in there, that these businesses probably believe in. The challenge they have, though, is actually the others. Because they're out with the company, or maybe don't get it, probably don't buy into the business as well as it may well do, and thus they'll be knocking on our door. I think there's no straightforward answer to that question, but what do you think Terry? What have you been seeing recently from what's coming through your hands?

 

Terry Mallin: I think there's four significant problems within company manufacturing in regards to people, either recruiting people or retraining people for specific problems. I'm going to go through two today which would be the comp. management team, the second one actual issues retaining key staff. I'm going to hit these topics head-on because I think they're very important. Next week we'll go through recruitment processes being outdated and time and money wasted in hiring unproductive candidates. That's the four main problems that I see.

Terry Mallin: Firstly, the comp. management team. A lot of people that I speak to with regards to their recruitment needs, the reason is they feel certain members of their management team may be below par. They feel as if they may be holding the company back, whether that be, say, operational management. They just feel that operational efficiencies are very old, and that has to do with the person that's heading that up. They're holding back performance, they're holding back the growth within the site. That could be the drive and the motivation of the individual or just the experience and capacity of that person's background. They tend to feel they might not have the right mindset to lead the business through a growth phrase, so they're automatically looking to replace that person. They might feel that that specific person might not be able to lead the department, the team, or the business on a journey of change or growth, whatever that might be. They might feel unable to effect ... They might feel that that person may be effectively unable to develop their team, which could have frustrations within the wider team below.

Terry Mallin: I mean, the better question I've got is for business leaders and people who manage people within manufacturing out there, do you have people within your team currently or within your business that you feel that way? It comes back to the question, why is that? Is that due to you, your management, or is it just to that person? How do they go about changing that? How do they go about improving that? Does that make sense, Scott? Am I making sense or am I just rambling?

 

Scott Buchanan: No, sometimes you have a talent sometimes around rambling, but what you said there makes perfectly good sense. I think it ties in with the openness of the individual needs to be open to the problem and that you're highlighting. Definitely.

 

Terry Mallin: I think those are two areas we've address now and we'll go through that on the coming podcast, but I think the big things is, one of the big problems is that business leaders feel that members of their management team are below par, which is holding their company back. So, why is that person still within their business if it's holding the company back? After all the training and developmental support through that, because that takes time as well.

 

Scott Buchanan: It's trying to find that balance, isn't it, that actually there's the investment or the coaching method and the element of the growth of the business. But Terry, if someone was impacting in my business and the heart could be in it, or the heart might not be in it, but the actual growth of it was impacting my business, why would you keep them? You would either try and find something else that they were stronger at, for whatever reason, but you would be trying to find that best talent, surely. You wouldn't try and get the same again. You'd want to try and get someone that can supersede and actually take the vision that I would have as a business leader. Do you know that way? Surely that's what you want to be thinking of. Sorry for keeping on, Terry, but I think one of the challenges is if you've done the same thing for a long time, do you know that way, it becomes a habit. So, actually, even as a business leader, breaking out of that habit and actually going to [inaudible 00:07:09] or another recruitment company or actually starting the process of actually saying, "Do you know what? We need to attract the best type of talent to our organization because do you know what? That is going to make a huge difference to our efficiency within the business and as a result, production and productivity is going to increase."

Scott Buchanan: These are the things that actually having a good, cold chat with yourself sometimes actually. The businesses that we've worked with seem to be doing okay now, and I think there's a few examples here that's toiling. It's the senior management team that leads us and yet everyone's doing their own thing, but actually simple things can go a long way. A simple thing can actually be a very simple idea and all of the sudden, the business is growing again.

 

Terry Mallin: The most valuable thing within business is time and actually being productive. What I find is, with regards to business leaders retaining key staff within their organizations, you know, you're busy in your day to day. You're busy growing the business and looking at the forward strategy. Also spending too much time with under-performers and that allows you to forget about your A players. When I mean forget, I mean that light-heartedly. I mean the fact is, a lot of people think, "Oh, well Joe will always do what Joe has done. He's our top performer [crosstalk 00:08:36]."

 

 

Scott Buchanan: Yeah, nice Joe, nice Joe.

 

Terry Mallin: Hopefully this is a wake up call for a lot of people as well. This is a very competitive market, especially for top, top quality people. You as a business owner or business leader need to be doing everything you can to keep you A players, and we'll be going through that again in subsequent podcasts on actually how to do that, how to retain A players. But just to be quite blunt, there's people like myself and Scott who are out there that are only interested in dealing with A players and only interested in recruiting them for the businesses that we recruit for. That's not me trying to scaremonger or anything of at, more matter of fact to open your eyes and really consider the talent that you've got within your own organization and focus on retaining your A players.

 

Scott Buchanan: What process of career development have you got in place for everyone within the organization, because that's typically ... I mean reasons why people are looking, Terry. You've seen the CVs we've hired recently. There's some significant talent there of organizations that I'm amazed, actually, or would be amazed to lose key individuals within their team. Actually, the key [inaudible 00:09:52] and sometimes what's in their head that would be leaving the organization, that's going to have a serious impact on businesses. The simple thing is actually just having a plan in place that is follow-through can actually help businesses keep their key staff and actually, again, not to be crude using your own terms, why would you not keep ... It's all very well having your one staff, but why would you keep your C staff? There's an argument for you need variety, I'm sure, but actually why would you accept second best. I think that's one of the things that, when the marketplace which has a line of talent available, why would you want to go for second best?

 

Terry Mallin: Exactly, so hopefully that's explained through two problems that we see come out of manufacturing but before I [inaudible 00:10:47] to next week, but really this is just the problems head-on and then over the coming podcast, we'll be going through solutions and then going through the process that we can do. Not just to educate businesses on how to attract the best talent for their company, whether it be the branding of the business, how to position yourself better in the marketplace, what talent do you need, how do you restructure your teams, that might be increasing headcount, that might be decreasing headcount, but actually go through all that good stuff. The key takeaways from this Recruitment Minute, or should I say minutes...

 

Scott Buchanan: (laughs)

 

Terry Mallin: ...Will be certainly have good think about your current management team and really think about what issues need to be addressed. More importantly, think about the top A players that you've got on your team that you should be really spending that more time with consideration with.

 

Speaker 1: Thanks for listening to the Manufacturing Ignition Podcast. If you've made it this far, we take it that you enjoyed the show. In return, we'd love it if you'd leave us a rating and review on iTunes. Subscribe while you're there and we'll catch you for the next episode.

 

 

Are you interested in pursuing new manufacturing career opportunities? Please arrange a 15 minute career call with us today

 

 

 

Helping Manufacturing Professionals across the UK to find their next career move

 

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