| |
Introduction
Skills shortages across the engineering sector continue to hit the headlines, with the House of Commons' Innovation, Universities and Skills Committee announcing an inquiry into just this issue to start in the spring. The problem has affected the defence industry as much as any, with many employers waiting up to six months to fill a position, affecting both current employees and the company as a whole.
But for employers the problem isn't just about attracting and recruiting the right candidates; they should also start considering the importance of holding on to the good ones they already have. With the cost of recruitment averaging at £4,500 per employee, not including the loss of productivity through holding a post open, employers must do what they can to keep retention as high as possible.
The problem
Employers in the UK engineering industry have been suffering from a lack of skilled workers for a number of years and this is beginning to have a negative effect on productivity and profits - a third of firms believe that graduate skills shortages are costing money through delays in product development and recruitment costs.
The danger in the long run is of course that the UK's engineering industries will lose out to emerging powers, which have both the quality and quantity of talented employees. Almost half a million engineering graduates emerge each year from India and China, compared to only 25,000 here in the UK, approximately 8% of university entrants.
In addition to the challenges of recruiting talent, retaining it also has its problems. A survey conducted by John Prodger, Recruitment and Electronics Weekly found
|
|
that 11% of engineers questioned were likely to move within a year and a huge 63% within two years. With demand for certain skills so high, it seems that those who have the skills are more than prepared to take an attractive offer elsewhere.
Solutions
Whilst there is undoubtedly a huge job to be done in attracting more young people into engineering, both through University courses and apprenticeships, there are a number of changes that the industry can make in the short term, which will help attract and retain the best talent:
Be open minded
The defence industry can be quite reluctant to recruit from other industries and will often hold out for a candidate with exactly the right background and experience, rather than train somebody with similar skills from a different engineering background. But considering employees from other sectors will not only plug certain skills gaps and relieve overworked employees; the training and development investment should also engender loyalty in the new recruits. So it could be worth the extra investment.
Make use of HR
The HR department should be aware if there is a problem with recruitment and retention so it is important that they work with line managers and senior management in being a positive force for change. A proactive HR function can be instrumental in introducing talent and performance management practices, in addition to identifying potential issues before they arise. HR's role in internal communication is also important in developing a distinctive organisational culture, both to attract candidates and encourage loyalty amongst current staff.
|
|
