#1: Keep the application process simple

The idea here is to encourage talent at all levels to apply for a job – not to put them off with a less than enthralling process! So, take stock of your application process and simplify it however you’re able to. Streamline the number of hoops jobseekers have to jump through and minimize them as best you can; if it’s something you can find out later during the first stage interview, leave it out.

Give them a reason to apply, not a reason not to. A convoluted, confusing or just unnecessarily lengthy application process can put off so many talented individuals, particularly if there’s any repetition (think about those dreaded systems which request a resume upload, followed by manually filling in all of the career information imminently afterwards – not ideal!)

Simplicity is the key – so make it a standard across the manufacturing jobs you hire for.

#2: Think about your flexible working opportunities

While much of the world adopts a more remote-friendly approach, for many manufacturing jobs this just isn’t an option (at least, not in a physical sense). But that’s not to say that flexibility shouldn’t be being embraced in a way which works.

The traditional nine-to-five is a thing of the past and, added to the fact that work-life balance has become even more important since the pandemic began, flexibility is key. Best practices for manufacturing hires means adjusting your schedules, adding more shifts, changing up rotas, or otherwise essentially ensuring that every employee has a way of working which suits them; which fits around their life rather than vice versa. Do so within reason to keep your operations at their optimum, but always keep your people at the forefront.

#3: Be digital savvy and tech-forward

That goes for throughout the hiring process, and beyond.

Use technology to connect with jobseekers in the way which works with them, whether it’s via text message, email, or a good old-fashioned phone call. Give your applicants the opportunity to present themselves in the way they feel does them justice, using technology to enable the process.

Once you’ve made your manufacturing hire, it’s about implementing technology to enhance their time working within your business. Think about how you pay them perhaps, and how convenient it is for staff; think about the benefits you offer, and accessibility. And finally, of course, think about how technology is going to make them more efficient and effective in their jobs – there’s a nod to that all-important employee experience again.

Best practices for manufacturing hires

We’re proudly changing the game – no, upping the game – here in North America when it comes to the work we do with clients. Partnering with Next Level Group doesn’t just mean you let us know what you need and we find them (although it’s something we’re adept at doing): we call ourselves consultants for a reason.

That might look like us helping you understand which personnel are going to solve your current challenge. It might mean having us consult on who or what may solve the future challenges. Consulting with us could even be setting a long-term hiring strategy, or helping build out your succession plan.

The only thing that’s for certain is that we’ll do all of the above, with best practices for manufacturing hires in place, always.

In 2020, Canada as a whole saw a sharp rise in unemployment – from 5.7% in 2020 to 9.5% last year. That’s higher than it’s been since 2009, when unemployment sat at 8.3%¹. The number of jobs rose in some sectors, while being completely wiped out in others.

Put simply, this year has been one for the books, as they say.

But with that being said, we’re feeling hopeful. Quietly optimistic, moreover confident in the economy. Several other countries have seen their economy making a subtle but sharp recovery from the pandemic, if not at least beating the numbers predicted by experts. And our first-hand experience of jobs in eastern Canada only adds to our optimism.

We’ve watched as many companies overcame the initial panic, to find a new way of working. We’ve seen companies agile enough to adapt quickly and effectively to entirely unprecedented challenges. We’ve marvelled as workplaces changed to be almost unrecognizable – literally and figuratively – in the wake of the virus.

And in terms of our up-close-and-personal experience with the people involved, there simply aren’t enough amazing things we have to say. The way in which workforces have had to come together, moreover how they’ve done so with such humility and grace, has been nothing short of incredible. The way companies no longer seem just like companies, but communities within their given industry, has been a thing to behold. And the way that humans have responded to every single ongoing, ever-changing hurdle the pandemic has thrown at their lives, both professional and person, is something we should all aim to remember for decades to come.

And that’s why we’re hopeful about the future of jobs in eastern Canada. Because no matter the challenges that life could hurl at them, it’s the amazing people who fuel our economy with their unceasing work ethics, inherent pride and never-say-die attitudes who will be there to drive things forward. When it comes down to it, we’re all in it together.

Things have been difficult, challenging, unforeseen. Many people and businesses have had their lives turned upside down by the pandemic, while others have come out the other side either unscathed, or in some cases even stronger than ever. So those scary numbers from the beginning of this article? Let’s aim to take them with a pinch of salt and a promise of optimism.

After all, it’s not all bad news. In March of this year, employment rose 1.6% nationwide – the second consecutive month of growth. The Canadian dollar is standing strong against historically more fierce currencies than our own, seeing an almost four-year high on the stock market. And while things change every day (sometimes it seems even by the hour), we have faith that we’ll bounce back from this stronger than ever.

Consulting with so many inside eastern Canada’s manufacturing markets has given us a unique insight over the past year and a half. We too have had to adapt to the needs of our clients, the evolving moves of the employment market and talent pool. And we’ve done so every step of the way, adding our value and expertise at a time when clients needs us most.

If you’d like to learn more about what partnering with NLG looks like, let’s talk.

¹Statista.com

With that being said, as recruitment experts in this space, what 2021 predictions for manufacturing are we making as the new year approaches?

Emphasis on securing global supply chains

In the initial months of the pandemic, our computer and mobile screens were plastered with photos of empty supermarket shelves. The breakdown at the beginning of the year highlighted many holes in supply chains across the country and around the world. Whilst things have certainly tightened up, Covid exposed how easily the manufacturing industry can become disrupted; as such, we believe we’ll see many manufacturers in North America putting a huge emphasis on securing their supply chain and creating a stable contingency plan. We’ll see more businesses working towards a collaborative global network – the notion of “we’re all in this together” will continue in the new year, helping manufacturers mobilize as, when and how they need to continue production.

Automation to fill various skill gaps

The manufacturing industry’s skills shortage has been discussed for a long while; whilst of course we’d all love to see humans filling the spaces (particularly now that the Covid-19 pandemic has shone a light on the stability of the industry and the career paths within), inevitably technology will have a hand in the game. Add to all of this the new challenges being faced by many manufacturers – like socially distanced production lines and other very “human” considerations which need to be made – Covid has thrown a real spanner in the works for businesses, providing an opportunity for 2021 to see automation filling skills gaps and solving problems across the board.

Acceleration of digital transformation

Further to our last point, if it’s not something which was on the agenda already, it should be a priority for the coming year. Manufacturing businesses will need to embrace advancing technologies as a means to overcoming inefficiencies in their operations; this applies to both automation and data. Digital transformation means understanding where technology can increase productivity; it means collecting and analysing the near-infinite data at our fingertips to push continuous business improvement. Digitization will soon at least affect, if not benefit, every aspect of business – from supply chain and enterprise to the shop floor and end users. Our third 2021 prediction for manufacturing lies in digital transformation helping to maximize smart decisions and create even more cohesive relationships between producers, suppliers and customers.

Transparency and accountability

From material resources through to labour conditions and sustainability, we believe that transparency across the entire manufacturing process will become evermore important and valued between manufacturers and the core brands they work alongside. Whilst ethical operations have been trending since time began, especially from a consumer perspective, transparency and sharing is sure to be encouraged and expected amongst all parties next year and beyond.

Fundamentally, 2020 has taught us that there’s an awful lot we simply can’t predict – but a mixture of common sense, experience and keeping an ear to the ground says that all of the above are sound 2021 predictions for manufacturing.

The manufacturing industry is an exciting place to be – and we at Next Level Group are looking forward to what the next year might bring. What would you add to this list? Leave us a comment or question on any of the above and don’t hesitate to get in touch to talk more.

Any views or opinions expressed within this blog do not necessarily reflect the official policy of  NLG. Any points made are for general information only, and none should be relied upon as a basis for making any business, legal or other decisions. Neither NLG nor the author can be held responsible for any reliance placed by you on any information or material within this article.

Particularly in times like these, manufacturing is paramount to the running of our countries. With that being said, the pandemic thus far has presented a multitude of challenges – challenges which have forced many businesses into a period of change, even transformation, as they try to navigate the Covid era.

Here are some thoughts I’ve put down, to help yours do the same.

Managing operational change in manufacturing: Act upon what you know, not what you don’t

Back in January, when the first whispers about a novel virus were making the rounds, many of us thought that it might come and go like so many other flash-in-the-pan news articles do. Fast forward nine months, and it’s clear that Covid is here for the long haul. As such, there’s no reason to be dallying in terms of what your business does moving forwards – taking action, whether proactive or preventative, is better than doing nothing at all.

Manufacturers need to transition to this ‘new normal’ everyone’s talking about; that means, mobilizing today for business continuity, based on the current circumstances – what we know already. Stop wondering what’s going to happen next; make your workplace safe for employees, take any and all precautions necessary and let go of the ‘riding it out’ or ‘waiting for things to blow over’ attitude. Instead, take actions which ensure you’re able to work alongside Covid – for as long as it might be a part of life.

Managing operational change in manufacturing: Think outside the box – creativity is king, post-Covid

Now is the time to be thinking not about what you’re no longer able to do, but what you could be doing instead. What resources – people, equipment, knowledge – do you have to hand, and how can it be used efficiently? If Covid has taught business leaders within the manufacturing industry anything, it’s that adaptability is crucial; what might have once sounded like an outlandish idea, might just be your ticket to growth under the pandemic.

From craft beer breweries pivoting to hand sanitizer and just about everyone finding a way to now produce face masks and other PPE around the globe, there are ways to keep your business on the move and being productive. You just have to get a little creative.

Managing operational change in manufacturing: Don’t underestimate the power of your people

Just because they haven’t done it before, doesn’t mean they can’t. Just because it may not be the route you had planned, doesn’t mean they won’t take the opportunity with fervour. And just because your staff are facing ongoing, entirely unprecedented challenges, doesn’t mean they won’t be ready, no less willing, to knuckle down.

In the coming months, put a real focus on employee engagement, learning and development. When you know which way the business is going, don’t think, “We don’t have someone who could do that/understands this/is qualified in that,” – think, “Who do we have on the roster who could do this/learn that/become qualified in this?” The manufacturing industry offers so many ways to learn new things – there’s no end to the training available whether online, remote, on-the-job or otherwise. As we learn to navigate the world during and post-Covid, don’t underestimate the adaptability, agility and resilience of your people – push them to progress, and watch them soar.

It’s these very people that we help our clients source, manage and retain; we’ve been proudly helping manufacturing businesses run at all costs through providing exceptional recruitment services across North America. To talk more about manufacturing recruitment, payroll management and more, get in touch with the expert team at NLG.

Any views or opinions expressed within this blog do not necessarily reflect the official policy of  NLG. Any points made are for general information only, and none should be relied upon as a basis for making any business, legal or other decisions. Neither NLG nor the author can be held responsible for any reliance placed by you on any information or material within this article.