Latest news with #talentShortage
Forbes
7 days ago
- Business
- Forbes
Bridging The Electronics Skills Gap Through Diverse Training
The electronics industry's talent shortage is a complex problem. As global electronics trade reaches $4.5 trillion annually and represents more than 20% of all merchandise trade worldwide, building a robust, highly-skilled workforce will require an equally complex solution—one that spans from high school classrooms to corporate training centers, from apprenticeship programs to advanced degree pathways. In Colorado, a convergence of industry associations, innovative companies and strategic government investment is demonstrating how multiple approaches can work together to address the electronics talent pipeline challenge. Rather than relying on traditional education alone, the state is harnessing the power of public-private collaboration to create comprehensive workforce development solutions. The Multi-Dimensional Challenge Electronics supply chains are the most globally integrated of any industry, even surpassing automotive in cross-border complexity. In Colorado, the broader technology sector (which includes electronics and advanced manufacturing) accounts for 10% of the state's employment, and over the last five years has added 47,440 net new jobs—the most jobs added by any major industry in the state. However, talent shortages persist, from entry-level technicians to more seasoned engineers. The electronics sector's talent needs can't be met through a single, standard education-to-work pathway. At the same time, electronics sector jobs demand that workers continuously upskill to keep up with rapid technological advancement. This reality calls for a workforce development ecosystem that operates across myriad educational and training pathways simultaneously. 'The electronics industry encompasses a wide range of roles, which require different levels of education, training or experience,' says John Mitchell, president and CEO of the Global Electronics Association. 'Some roles are well-suited to on-the-job learning, which means that with relatively limited classroom training, workers can learn enough to begin working and then can continue to learn while they earn a paycheck. Other roles may require either a four-year degree, or a combination of education and on-the-job learning to acquire a broader set of skills.' Global Electronics Association: The National Perspective The Global Electronics Association (formerly IPC), representing more than 3,000 companies worldwide, serves as the electronics industry's primary standards-setting body while also providing critical industry intelligence on workforce trends. With the guiding vision of "better electronics for a better world," the Global Electronics Association partners with employers to develop the technical standards and certification programs for the entire industry. These industry requirements, in turn, offer essential guidance on the skills and competencies that regional workforce development efforts must address. In partnership with employers, the Global Electronics Association trains and certifies employees, and builds apprenticeship programs that lead to good jobs. Their work also aims to ensure that local training initiatives like high school programs and corporate academies meet consistent industry requirements. 'It takes a village to build the robust, flexible talent pipelines that both help employers meet urgent workforce needs and create economic opportunity for individuals,' says Mitchell. 'We can't expect a single training program to prepare workers with every skill they will need throughout their career, but all of these organizations have a role to play in providing access to a wide range of experiences, certifications and even degrees that can stack together to support a resilient workforce.' Colorado Technology Association: The Regional Connector The Colorado Technology Association (CTA) is the state's nonprofit tech organization, which has fostered technology industry-focused economic growth throughout Colorado for three decades. Representing more than 400 members and a network of 18,000 leaders statewide, CTA plays a critical role in connecting educational institutions with industry needs across skill levels and training approaches. CTA's decades of experience in Colorado's tech ecosystem positions the organization to facilitate connections between high schools developing early career programs, community colleges creating technical certifications, universities offering advanced degrees and companies building internal training capabilities. Their advocacy work helps ensure that policy supports this multi-pathway approach to talent development. "Robust technology-focused educational pathways are essential to building a thriving, innovative workforce," says Brittany Morris Saunders, president and CEO of the Colorado Technology Association. 'By fostering connections between educational institutions and tech employers, we strengthen the entire ecosystem and create opportunities for all Coloradans to succeed in a rapidly evolving digital economy.' Opportunity Now Colorado: Funding Comprehensive Workforce Solutions The Opportunity Now grant program is a near $90 million investment seeded to create transformative change for Colorado's workforce through varied educational and training approaches. Rather than favoring one type of program over another, Opportunity Now funds both new and proven programs that create pathways from high school to employment. The program's strength lies in its recognition that workforce development must span multiple educational levels and approaches. Opportunity Now funds support partnerships between industry and education providers across the spectrum—from youth apprenticeships to corporate training academies to university programs—ensuring training is relevant and matches industry needs regardless of the pathway. To date, 96 grants have been awarded totaling $89.5 million through the Opportunity Now program. These partnerships span 382 employer and industry partners and 296 educational partners across 38 industries. The top sectors supported by these grants include healthcare, education, infrastructure and construction, while also providing financial resources to emerging sectors including quantum, semiconductors, clean tech and advanced manufacturing. Grant recipients are projected to serve 20,000 Coloradans, with 5,000 already placed into in-demand jobs. Electronics and tech companies have similarly leveraged Opportunity Now funding to build multi-pathway approaches. Microchip Technology received over $1 million to advance semiconductor career opportunities in partnership with manufacturers and Pikes Peak State College. ActivateWork's $2.4 million grant is creating a streamlined IT workforce ecosystem training hundreds of tech professionals annually through industry-led partnerships. 'Ensuring Colorado workers are equipped with the skills needed for today's and tomorrow's jobs is central to our commitment to supporting a thriving economy that works for everyone,' says Eve Lieberman, executive director of the Colorado Office of Economic Development and International Trade (OEDIT), which leads and administers the Opportunity Now program. 'That's why Colorado is doubling down on our talent development. By working closely with businesses to understand the skills they need most and identifying solutions on a regional level, we can connect more Coloradans to in-demand, good-paying jobs and ensure businesses can find the talent they need.' 'In Colorado, we are creating opportunities for students to gain hands-on experience and get good jobs that drive economic growth,' says Colorado Governor Jared Polis. 'Opportunity Now grants help us do that, and we're proud of the success we've seen across Colorado, including at CoorsTek.' CoorsTek: A Model for Corporate Workforce Development CoorsTek, Inc. (CoorsTek), a privately owned manufacturer of technical ceramics headquartered in Golden, Colorado, showcases how companies can take direct responsibility for workforce development across multiple skill levels. The company produces critical components for aerospace, automotive, electronics, semiconductor and other advanced industries, giving them deep insight into the skills needed in modern manufacturing. CoorsTek was awarded over $4.5 million through Opportunity Now in March 2024 to expand the CoorsTek Training Academy, which launched in 2021. The Training Academy offers youth apprenticeships for high school students, earn-and-learn programs for current employees, and advanced technical training for manufacturing professionals. The academy's multi-tiered approach addresses different entry points into the electronics and advanced manufacturing workforce, benefitting students who might not pursue four-year degrees and experienced workers seeking to upgrade their skills for emerging technologies. 'We needed to come up with a solution that was multi-pronged,' says Irma Lockridge, chief people officer at CoorsTek. 'Manufacturing in and of itself is not one-size-fits-all. There are a number of different skill sets that really build upon themselves. As our employees build proficiency and those stackable skills, that's when they hit the sweet spot where a manufacturing job becomes not just a job, but a real career.' Alternative Pathways in Action The effectiveness of this approach in Colorado lies not in formal partnerships between these organizations, but in how their individual contributions create an ecosystem of opportunity. High school students can engage with early career programs supported by CTA's network, pursue technical certifications aligned with Global Electronics Association standards, participate in apprenticeships at companies like CoorsTek or advance through university programs. This multi-pronged approach acknowledges that the advanced manufacturing talent pipeline must accommodate different learning styles, career goals and life circumstances. 'We want our approach to be an immersion of skill development where an employee earns a meaningful certification and new skills,' said Lockridge. 'Whether it's youth apprenticeships, mid-level careers or advanced manufacturing, the real outcome is supporting employees on their path toward living wage jobs and careers with a bright future instead of just trying to make ends meet.' As Colorado's electronics talent pipeline initiatives mature, they're demonstrating how comprehensive workforce development requires coordination across multiple types of programs rather than reliance on any single approach. The state's leadership in sectors such as quantum, semiconductors, clean tech and advanced manufacturing benefits from this recognition that talent development must be as diverse as the industry itself. The success of Colorado's multi-pathway approach creates a replicable model for other regions facing similar electronics talent shortages.
Forbes
17-06-2025
- Business
- Forbes
Manufacturing Needs To Overhaul Its Talent Management Strategies
Michael D. Brown is Senior Managing Partner at Global Recruiters of Buckhead, a top executive recruiting and leadership consulting firm. American manufacturing faces a critical talent shortage. The U.S. Bureau of Labor Statistics reported nearly half a million job openings in the industry as of April 2025. Compounding this, Deloitte and The Manufacturing Institute project a shortfall of 1.9 million jobs by 2033 due to a skills gap crisis. While U.S. tariffs aim to spur domestic manufacturing, their labor market impact is complex. Higher costs could dampen demand, and new, tariff-encouraged facilities are often highly automated, creating fewer jobs that require advanced skills. As Randstad USA notes in its analysis of 2025 tariff impacts, companies are increasingly turning to automation as a way to offset rising costs. So, while tariffs have the potential to influence job creation, manufacturing companies can't treat them as a sufficient solution for the persistent labor shortage. It's clear that we need a fundamental overhaul of the entire talent life cycle if we want to build a robust, passionate workforce. One aspect we need to focus on is how technology's evolution has complicated the skills landscape. Modern manufacturing floors, unlike past factories, are sophisticated ecosystems of automation, robotics and advanced analytics. This has led to competency requirements that outpace available talent. To bridge this divide, we must build talent differently. Many manufacturing jobs require workers to have at least a bachelor's degree, but the truth is that traditional education frequently prioritizes theory over practicality. Curricula don't prepare workers for handling modern equipment or developing the adaptability needed to keep up with evolving technology. Manufacturing companies must invest directly in future-ready talent. This means supporting robust STEM and vocational programs that integrate hands-on, advanced manufacturing training. Partnering with community colleges, technical schools and even local high schools allows you to co-develop curricula that address your specific skills needs. As a result, you help provide students with vital practical experience and create direct career pathways. In manufacturing, relentless technological advancement in areas like AI and robotics means continuous learning is a competitive necessity. To maintain efficiency, productivity and innovation, you must foster a culture of growth that ensures your existing workforce evolves with their technology. To facilitate this, build (or reinforce) partnerships with educational institutions, technology vendors, registered apprenticeship programs and manufacturing extension partnerships. You can use these relationships to launch tech-based skilling initiatives that turn your workforce into the experts of tomorrow. Unfortunately, the manufacturing industry continues to battle an outdated image as a field that's dirty and dangerous and requires few skills. The persistence of this idea has created a significant public relations challenge. While 80% of Americans believe more manufacturing could benefit the country, only 20% would personally work in the sector. In fact, unless they're familiar with the industry, fewer than three in 10 Americans would encourage their children to pursue a career in manufacturing. To improve your talent attraction efforts, start focusing on these key aspects of your employer branding. • Offer strategic compensation and benefits. Provide a compelling total rewards package beyond salary. Be sure to benchmark pay against all competing industries, and use sign-on bonuses, performance incentives and robust benefits to get candidates engaged. • Tell a modern story about your workplace. Give the public a look into the high-tech reality of manufacturing. Share video tours and "day-in-the-life" employee profiles on social media, and highlight your products' impact to showcase purpose. • Conduct targeted, proactive outreach. Actively recruit by partnering with high school STEM programs, student engineering organizations and military transition programs. Offer plant tours and career days. • Modernize the candidate experience. Create a fast, mobile-friendly application process—ideally, under five minutes. Then keep candidates informed with automated email and text updates. • Promote flexibility and work-life balance. Offer innovative scheduling, like compressed workweeks or hybrid models, where feasible. Implement generous PTO policies to signal respect for work-life balance. • Showcase pathways for career growth. Create visual career maps that clearly outline advancement opportunities within your company. Then support these pathways with mentorship programs and by publicizing internal promotions. • Build an employee referral engine. Turn employees into recruiters. Establish and promote an easy referral program that includes significant financial bonuses for critical roles. Beyond attracting talent, retaining it is paramount. In a tight labor market, competitive pay is merely the entry ticket. Retention now hinges on the total employee value proposition (EVP)—the holistic promise of value an employee receives by working at your company. We must revolutionize workplace culture and rewards, focusing on three interconnected pillars: the organizational promise, the daily managerial experience and the opportunity for individual growth. Strategies to build these pillars include: • Define and deliver on your employee value proposition. First, survey employees to understand their values (e.g., safety, purpose, work-life balance, innovation) so it can inform how you define your EVP. Then formally embed it throughout the employee life cycle, ensuring company actions and policies consistently reinforce this promise. • Invest in frontline leadership development. Equip supervisors and managers with the skills to be effective coaches, not just bosses. Invest in robust training focused on communication, conflict resolution, constructive feedback and employee recognition. • Foster a culture of continuous improvement and engagement. Engage skilled workers' minds. Create channels for employee input, and use cross-functional teams to solve operational problems. This will help foster ownership and demonstrate that you value employees' expertise. When aligned, these three elements create an environment where employees feel supported and motivated to stay. Simply building factories or implementing new tariffs won't solve the workforce crisis. The future of American manufacturing hinges on its capacity to attract, develop and retain the skilled talent it desperately needs. By embracing reimagined education, strategic branding, targeted sourcing and dynamic retention efforts, we can unlock the full potential of our sector and countless American workers. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
Forbes
12-05-2025
- Business
- Forbes
Why Companies Are Losing AI Talent — And How Leaders Can Stop It
Companies keep blaming the AI talent shortage on competition and compensation. But the real problem ... More may lie within — in rigid cultures, outdated leadership and a failure to build environments where AI professionals actually want to stay. 'We can't find enough AI talent.' That's one of the major dilemmas in boardrooms around the world right now, as AI continues on an upward trajectory. The job postings are live, compensation is competitive and tools are top-tier. Yet still, machine learning engineers and data scientists walk away — or worse, never apply for these roles. But what if this isn't a hiring crisis at all? What if it's a leadership one? While the spotlight has been on salaries and skills shortages, some experts argue that it isn't just that AI professionals are hard to hire, but also that they're easy to lose. The argument is that this phenomenon isn't because these professionals aren't engaged with the work, but because the environment they're asked to work in is often fundamentally misaligned with how AI innovation thrives. 'AI professionals' rare expertise gives them unprecedented leverage in today's market,' noted Erika Glenn, a C-suite executive and board advisor. 'They can command high compensation while prioritizing workplace flexibility elsewhere. Many companies maintain rigid policies under leadership that rarely understands AI culture's unique needs — and that disconnect pushes experts to leave.' The case today, at least for a large chunk of the industry, is that AI talent isn't chasing ping-pong tables or inflated job titles. They're going after meaning, autonomy and a future-focused mission. When they don't find that, they leave — often to start their own ventures or join smaller companies with more adaptive cultures. According to Michelle Machado, a neurochange solutions consultant and global educator, the deeper issue lies with legacy mindsets. 'Too many leaders are still operating with 20th-century thinking while trying to compete in a 21st-century AI race,' she told me in an interview. 'It's like watching companies in the year 2000 debate whether they needed a website.' Machado pointed to a telling stat: nearly 40% of companies are failing at AI implementation because leadership doesn't understand its potential. This misunderstanding manifests in all the wrong ways — treating AI like a side project, demanding office-based routines for remote-ready work, or imposing waterfall processes on what should be experimental systems. Glenn added that many leaders 'still treat AI development like traditional software engineering, enforcing rigid schedules and micromanagement that stifle innovation.' That kind of control-heavy approach repels the very minds companies are desperate to retain. Worse, it builds resentment. When leadership demands agility from tech teams but clings to bureaucracy in its own decision-making, AI experts read the signal loud and clear: this is not a place where real innovation is welcome. A common misconception is that AI professionals are simply poached by bigger paychecks. But Machado challenges that. 'Unless leaders build a culture of experimentation, collaboration, and future-focused thinking, even the best AI hires won't stay,' she said. 'It's culture, not just compensation, that ultimately attracts and retains top talent.' Glenn agrees, noting that great leaders 'foster cultures of open dialogue and shared incentives, where controversial viewpoints are welcomed without repercussion.' They balance autonomy with accountability, shield teams from politics and reward experimentation, even when it fails. That environment is rare. But when it exists, it creates gravity that retains talent. And the organizations drawing and keeping the brightest AI minds are the ones with that kind of gravity, necessarily those with the most advanced models. When it comes to retaining talent, Machado's advice is that transparency is what fuels trust. 'People stay when they understand the impact of their work and how it connects to broader business outcomes,' she said. In a field as cross-functional and fast-paced as AI, where models must touch operations, compliance, customer data and ethics, that transparency must be baked into every layer of leadership. It also requires vulnerability; a willingness to admit what the company doesn't yet know and a commitment to build that knowledge together. 'When people feel seen, heard and valued,' Machado explained, 'they don't just contribute — they commit.' This is especially vital in large enterprises, where AI efforts often suffocate under organizational silos. 'Silos don't just slow innovation,' she added. 'They stall transformation.' Losing a top AI engineer doesn't just mean opening another job requisition — it sets off a chain reaction. Projects stall, morale dips and, perhaps worst of all, institutional knowledge walks out the door. 'Replacing technical professionals can cost between one-half to two times their annual salary,' said Glenn, citing Gallup. SHRM confirms these costs across industries, especially in high-skill domains like AI and cybersecurity. But the true impact isn't financial alone. 'Team morale deteriorates, skillset imbalances emerge, and product development suffers,' she warned. Machado put it bluntly: 'Failing to retain AI talent comes at a steep price, not just in turnover, but in missed relevance.' She compared it to the cautionary tales of Kodak and Blockbuster — companies that didn't fail for lack of talent, but for lack of leadership readiness. 'In this market, you either evolve or dissolve. There is no middle ground.' Machado's argument isn't exaggerated at all, according to the stats. In a 2024 Bain & Company survey, 75% of executives admitted they don't fully understand how to scale AI within their organizations. And that uncertainty at the top trickles down — creating friction, confusion and eventually, flight. So what makes AI talent stay? Both Glenn and Machado agree that it's not just about technical ability but about how leaders show up. 'The best leaders create environments of genuine autonomy,' Glenn said. 'They demonstrate problem-solving engagement, regardless of their technical depth, shield their teams from politics, balance accountability with empowerment and treat failure as an important part of the process.' For Machado, great leadership begins with trust and human connection. 'AI may run on data, but exceptional outcomes still run on trust,' she said. 'When leaders share purpose, invite diverse perspectives and celebrate progress over perfection, teams move from compliance to commitment.' In these types of environments, AI professionals don't just build better models — they build momentum, innovate and, most importantly, stay. The bottom line is that there's no AI strategy without a talent strategy — and no talent strategy without leadership. Yes, compensation still matters and the global shortage of AI professionals is real. But throwing more money at the problem won't fix a culture that's broken. Attracting and retaining AI talent is not just about who you hire, but more about how you lead. The AI talent gap, according to Machado, isn't simply a hiring problem — it's a leadership one. She added that 'this problem at its core is about trust: trust in your people, in your strategy and in your capacity to lead through change.' If AI companies want to stay competitive, the message from Glenn and Machado is that they'll need more than advanced models. They'll need leaders who can think forward, act with empathy and build environments where AI professionals can thrive. 'Innovation stalls when leadership fails. But with the right leadership? AI becomes a force multiplier, not a flight risk,' Glenn said.
