Proactive Technologies Announces Significant Discount Program – March 10th to April 31st, 2017!
Free “No-Risk” Consultation Session – Witness Approach for One of Your Specific Job Classifications Before You Decide
by Proactive Technologies, Inc. Staff
Due to the success of our last discount offer, and many requests from companies that could not act before the end of the last discount offer in 2016, Proactive Technologies Inc. is once again extending a generous discount offer of up to 50% to employers from March 10th to April 31st, 2017!
click here to expandThis accelerated transfer of expertise™ approach is a tremendous offer without the discount, but with it can help any employer quickly and completely train the skilled workers they need AND realize an increase in worker capacity, work quantity/quality and compliance (ISO/TS/AS, engineering specifications and safety) while reducing the internal costs of training. New-hires and incumbent workers are driven to full job mastery and higher levels of return on worker investment (ROWI). The task-based, structured on-the-job training infrastructure is perfect for the apprenticeships; instead of marking the calendar for “time-in-job,” job-relevant tasks are mastered and documented.
Apprenticeships – An Alternative to the “400 Hours For Drill Press” On-the-Job Training Model
by Dean Prigelmeier, President of Proactive Technologies, Inc.
“Time-in-Job” Does Not Equal ”Tasks Mastered.” It does not reveal much about the level, quality, relevancy and transferability of the “on-the-job experience.” It is akin to students tests being graded on how long they sat in the classroom. But yet this approach endures. Don’ get me wrong, it is better than no on-the-job training effort. However, I think we all agree that it leaves a lot of opportunity on the table.
An unfortunate hold-over from the traditional U.S. apprenticeship is the standard practice of defining the on-the-job training requirement in terms of “number of hours.” General work areas that are thought of as representative of the job are selected, a number of total hours prescribed for each area totaling the on-the-job training requirement, and this – with the required related technical instruction – are registered.
click here to expandWe all know that we have worked, or are now working, next to co-workers who have been in the job classification for many years but for one reason or another seemed to not be able to perform all of the required tasks of the job. Some are called “area specialists,” but may have specialized in only the tasks they like to perform. Some might not have had an opportunity to learn and master certain tasks. When they are asked to train the next worker, their scope is limited to the tasks for which they specialized, and the pattern continues when that new person becomes a trainer later on. When Proactive Technologies sets-up a structured, task-based on-the-job training program and assesses incumbent workers to discover any gaps that might exist so the training can close them, it is common to find some long-time workers in the job classification that may have only mastered 20 or 30% of the total tasks that make up the job classification.
So what does the number of hours spent in a job area tell a person about the skills attained by the apprentice? How is this seemingly subjective metric measured and how is it tracked? Does it matter? Read More
Challenges Presented by the Widening Skill Gap
by Stacey Lett, Director of Operations – Eastern U.S. – Proactive Technologies, Inc.
There are at least five growing, major challenges to maintaining a skilled national labor force. These forces are causing those organizations who could help to, instead, spend tremendous sums of money on “whack-a-mole” type efforts. Sure, this approach sustains all of the profit and non-profit organizations that sprung up to take advantage of the chaos, but if we are serious about solving this issue that has undermined economic recoveries and stifled economic growth for over 30 years, we need to get serious.
It starts by critically evaluating the challenges that have plagued the U.S. labor force and have been barriers to an employer’s commitment to American labor. Like nearly all challenges, one can choose to target the underlying cause, treat the symptoms, mask the symptoms, define an alternative – but not necessarily relevant – cause and focus on that, or ignore both symptoms and cause and hope for divine intervention.
click here to expandChoice of action matters. Take, for example, the choice to take a prescribed “cholesterol lowering” statin that inhibits the body’s production of lipids – fats and fatty substances, producing a cholesterol number within an acceptable range but at a cost of blocking or impairing other vital body functions and often producing “side-effects.” Your doctor may have good news about your cholesterol level during this visit but soon he might be discussing other, more serious issues with you such as, according to the Mayo Clinic, your “muscle pain and damage,” “liver damage,” “increased blood sugar and type 2 diabetes,” “neurological side effects”…”. Choosing to treat a symptom without determining why your body is producing excess lipids in the first place leaves the underlying cause unaffected.
Similarly, focusing resources on symptoms and ignoring the underlying cause of a non-systems approach to worker development may lead (and one could say may have already lead) to depleted resources and lost opportunity. Continuing to turn out graduates, some with outdated or non-essential skills which are bolstered by marginally relevant credentials, may lead to a feeling of action but yet the skill gap widens. Unless each of the following five major challenges are addressed, it is unlikely that the skill gap will move towards closing, and any effort to bring back the generations of lost workers into meaningful employment prohibitively difficult. Read More
Developing the Multi-Craft and Specialty Maintenance Technicians You Need; To Specification, With Minimal Investment
We listened to our manufacturing clients. We heard the frustration they expressed in looking for highly qualified new-hire maintenance candidates when too few technical colleges offer a solid maintenance or maintenance technician program. The ones that either do not have content that is relevant enough or if they do, cannot graduate enough students to meet the demand. Employers realize they are, by necessity, a major part of the solution.
click here to expand“The effects of ineffective training for 1 person can cost your firm more than the training budget for 10 employees for 10 years. Why take the chance with speculative training approaches that may not deliver anything more than cost and disappointment?”
The secret to success is in the “turn-key” approach. We understand that most small and medium-sized manufacturers have a very limited human resources staff, not to mention a non-existing training department. But they do have the subject matter experts who have mastered the training content, just lacking the training technique, materials and support. By applying the Proactive Technologies and Mpact expertise to set-up, implement, support, keep records and report training activity, the time the subject matter expert needs to make available for training new-hires and incumbents is minimized and the effects maximized. The investment needed is low, but the impact and return on worker investment is substantial. Read More
Education-Employer Partnerships That Work
by Frank Gibson, Workforce Development Advisor, retired from The Ohio State University – Alber Enterprise Center
A lot is being said these days about “employer-responsive” worker training programs. I think all educational institutions want to believe they have all the answers to all of the challenges employers face. Although I have found that we have many of the answers for many disciplines, it is important to realize our limitations and either find other resources to fill the gap or be truthful with the client so that they might look elsewhere for those answers and solutions.
The Ohio State University – Alber Enterprise Center has been around since 1996 and was founded on the premise that we provide educational and technical consulting services to business enterprises throughout our region to help them grow and prosper. Whether to help them train their workers to the latest in technical skills or train their management on the latest management theories and best practices, the Alber Center has assembled an extensive network of institutional and private training providers to meet their needs and have continued to expand our network to help our employer-clients maintain their competitive best. Read More
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