 In Australia’s blue-collar sectors, effective work instructions and standard operating procedures (SOPs) are critical to safety, productivity, and compliance. As Australia’s industrial workforce transitions demographically over the next 10 years, it’s essential for leaders to understand the expectations of different generations.
What stacks up for Baby Boomers and Gen X isn’t going to cut it for Gen Z:
Why the Digital Shift Matters The numbers tell us that in 10 years up to 75% of the available labour pool in Australia will be comprised of Gen Y and Gen Z – values and expectations around job aids and learning will change significantly. Leaders and learning professionals need to think now how to best position their learning offering for this demographic shift. Word document based materials will not cut it for our future industrial workforce. The benefits in making the Digital Shift now
By taking a considered transition to a digital "on the job" training model industries can better meet the needs of the future workforce, improve safety outcomes, and enhance overall operational efficiency.  Some interesting nuggets out of AI Group's latest education and training survey data which was published earlier this week:
https://www.aigroup.com.au/news/media-centre/2024/technical-and-trade-skills-in-high-demand-and-hard-to-find-in-2024/# 💡Key Insights
✅ Takeaways
 In my experience working in large operational environments, those in formal leadership roles (such as team leaders and supervisors) receive a lot of focus for training and development, and rightly so.
It could be argued, however, that the humble workplace trainer plays an equally critical role. You might be familiar with the type of person I am talking about:
Businesses laud their technical expertise but often overlook their broader impact on culture and capability, and as a result underinvest in their development. The standard approach is to send trainers on a generic workplace trainer course but experience has shown it won’t provide the tools to move the needle very far. So what would make a real difference?
The magic in more capable and engaged trainers is the force multiplier effect they have on the rest of the business. Even a small uplift in overall trainer capability rubs off on the operation in a major way, resulting in improved onboarding, retention, skills, culture and knowledge sharing. Plus, it will only take the pressure off supervisors and team leaders so they can add additional value. My daughter recently had the incredible opportunity to participate in a pre-season training program for a representative Under 18 Girls sporting team. Two months into the program, I've witnessed remarkable development in not only her fitness and skills but also her growth as a person. The invaluable exposure she gained prompted me to reflect on the lessons the corporate world can take from top sporting programs when developing internal talent.
As we embark on a new year, the manufacturing sector enters an important juncture as the ambiguity of the geopolitical and economic landscape weighs on the minds of leaders. Despite these uncertain times, a constant remains - the importance of people capability and engagement to achieving strong manufacturing performance. Here are five people development focal points for Manufacturing and HR leaders for 2024.  1. Digital Skills Development and Integration
In the era of smart factories and Industry 4.0, digital skills are a linchpin for manufacturing success. Delivering digital skills development programs and integrating these skills into roles ensures that employees can harness the power of automation, data analytics and emerging technologies. From the shop floor to the managerial level, proficiency in digital tools is a non-negotiable asset. 2. Fast-Tracking Emerging Talent Development Identifying and nurturing emerging talent is a strategic imperative for the manufacturing sector. Targeted investment in the development of high-potential individuals ensures a pipeline of skilled professionals ready to drive innovation and tackle industry challenges. Investing in mentoring programs, cross-functional exposure and specialised training accelerates the growth of the next generation of manufacturing leaders. 3. Building Team Leader Capability Effective team leaders are the heart and soul of a well-functioning manufacturing operation. Building the capabilities of team leaders goes beyond technical expertise, it involves honing leadership, communication and problem-solving skills. Strong team leaders create cohesive and efficient work environments, fostering a culture of collaboration and continuous improvement. 4. Leveraging Digital Learning and Knowledge Platforms The manufacturing workforce is diverse, and so are their learning needs. Leveraging digital learning and knowledge platforms provides a flexible, scalable and accessible means to capture and impart critical work know-how. With the tech-savvy Gen Z progressively joining Gen Y to dominate the available manufacturing talent pool over the next 10 years, now is the time to consider how to leverage learning technology to take advantage of this demographic shift. 5. Building a Learning Culture Innovation and adaptability thrives in organisations with a constructive learning culture. Encouraging continuous learning, knowledge-sharing and experimentation is essential for staying ahead in a rapidly evolving industry. Building a learning culture instils a mindset of curiosity and resilience among employees, laying the foundation for sustainable success. The year ahead presents an interesting time for the manufacturing sector. By intelligent investment in the capability of their people, organisations can position themselves with a strategic advantage and further advance their manufacturing excellence journey. |