This is an excerpt from an MHI blog post.
Despite growing faster than the overall economy since the recession ended, U.S. manufacturing is still only about 75 percent recovered. And their is a wide variation in the performance of industries within the sector, according to the Manufacturers Alliance for Productivity and Innovation (MAPI).
Manufacturing industrial production has increased faster than inflation-adjusted gross domestic product (increasing 18 percent while GDP expanded 9 percent), but manufacturing is still in the recovery phase of its cycle. Manufacturing production declined 20 percent in the recession, and production needs to increase another 5 percent from its Q2 2013 reading in order to return to Q4 2007 levels. MAPI forecasts that the sector will complete its recovery in Q4 2014.
The full post is available at MHI's website.
Power Pusher is a worldwide manufacturer and distributor of material handling solutions. With over 40 years of experience in the industry, Power Pusher has a competitive edge in providing reliable and cost-effective load-moving solutions that deliver tangible productivity and safety benefits in a wide variety of applications.
Showing posts with label workforce stats. Show all posts
Showing posts with label workforce stats. Show all posts
Tuesday, September 24, 2013
Tuesday, September 3, 2013
RIF – Breaking Through Safety Performance Plateaus
This is an excerpt from an ISHN blog post.
RIF, Recordable Injury Frequency, the worldwide standard for judging safety performance, is often talked about as inadequate, but in actuality is seldom, if ever, replaced. Why use this concept?
A group of safety professionals recently met with the executive safety leadership of a Fortune 50 company that was struggling with the RIF plateau. A number of years back when their injury numbers were higher they attacked the RIF culture that existed, solved many conditional and regulatory issues and took a steep drop in RIF and its associated costs.
The full article is available at ISHN.com.
RIF, Recordable Injury Frequency, the worldwide standard for judging safety performance, is often talked about as inadequate, but in actuality is seldom, if ever, replaced. Why use this concept?
- RIF is reactionary, not proactive
- RIF doesn’t give a hint as to what you should do differently to improve safety
- Why incent RIF performance when all it does is lead to hiding injuries and thus impede progress in resolving the recurring issues that should be addressed
- RIF means nothing to the front line worker where the risks are lived with every day
- We have all heard these arguments and more. Yet we keep slogging down this same old road expecting a different result, the classic definition of insanity.
A group of safety professionals recently met with the executive safety leadership of a Fortune 50 company that was struggling with the RIF plateau. A number of years back when their injury numbers were higher they attacked the RIF culture that existed, solved many conditional and regulatory issues and took a steep drop in RIF and its associated costs.
The full article is available at ISHN.com.
Tuesday, July 2, 2013
Hone Your Hiring Skills
This is an excerpt from an article in Construction Business Owner. The magazine conducted a survey to find the most pressing workforce management challenge that its readers are facing.
... More than half of those surveyed stated that finding skilled employees was their greatest hurdle. Another 20 percent of readers stated that effective hiring was their top challenge.
This issue takes on even more importance considering that the need to hire employees is on the rise for most companies. According to the “SMB Hiring Outlook Survey 2013” by Sage construction software, a third of small- to mid-sized construction companies reported an increase or plan to increase the size of their workforce in 2013. With such growth comes immense pressure on business owners to make smart hires. CBO interviewed three business management experts to glean insight into how to create an effective hiring process.
Recruiting is the First Step
The consensus among the experts is that if you wait until you have a position to fill to begin hiring, you have already failed. Jack Daly, a widely recognized sales management consultant and the author of “Real World Management Strategies that Work,” drives this point home: “Sports teams are quite frankly run better than businesses.”
Would Nick Saban or Rick Pitino ever entertain the thought of filling their roster without active recruiting years in advance? Surely no coach, even a less successful one, would consider selecting replacements only as their senior players are preparing to graduate. Yet, business owners often do just this. “There are businesses that aren’t spending any time recruiting good people to come into their company, and then they wonder why their performance is suffering or lacking,” Daly says.
He encourages business owners to act as if their companies are never fully staffed, principally because waiting until you have to find someone often puts you at the mercy of the pool of active job seekers. Stan Davis, founder of Standish Executive Search, concurs: “Active job seekers are maybe 20 to 25 percent of the people you want to attract.” Since no smart business owner would reasonably choose to ignore 75 percent of the talent pool, the need to prioritize recruiting is undeniable. “You’ve got to go where these people are, and you’ve got to dig them out. That’s what good search firms do—they build a network,” Davis says.
The full hiring and recruiting article is available on the Construction Business Owner website.
... More than half of those surveyed stated that finding skilled employees was their greatest hurdle. Another 20 percent of readers stated that effective hiring was their top challenge.
This issue takes on even more importance considering that the need to hire employees is on the rise for most companies. According to the “SMB Hiring Outlook Survey 2013” by Sage construction software, a third of small- to mid-sized construction companies reported an increase or plan to increase the size of their workforce in 2013. With such growth comes immense pressure on business owners to make smart hires. CBO interviewed three business management experts to glean insight into how to create an effective hiring process.
Recruiting is the First Step
The consensus among the experts is that if you wait until you have a position to fill to begin hiring, you have already failed. Jack Daly, a widely recognized sales management consultant and the author of “Real World Management Strategies that Work,” drives this point home: “Sports teams are quite frankly run better than businesses.”
Would Nick Saban or Rick Pitino ever entertain the thought of filling their roster without active recruiting years in advance? Surely no coach, even a less successful one, would consider selecting replacements only as their senior players are preparing to graduate. Yet, business owners often do just this. “There are businesses that aren’t spending any time recruiting good people to come into their company, and then they wonder why their performance is suffering or lacking,” Daly says.
He encourages business owners to act as if their companies are never fully staffed, principally because waiting until you have to find someone often puts you at the mercy of the pool of active job seekers. Stan Davis, founder of Standish Executive Search, concurs: “Active job seekers are maybe 20 to 25 percent of the people you want to attract.” Since no smart business owner would reasonably choose to ignore 75 percent of the talent pool, the need to prioritize recruiting is undeniable. “You’ve got to go where these people are, and you’ve got to dig them out. That’s what good search firms do—they build a network,” Davis says.
The full hiring and recruiting article is available on the Construction Business Owner website.
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