Issue link: http://www.insightdigital.biz/i/130708
EDITOR'S NOTE | NIKKI KALLIO n k a l l i o @ i n si g h t o n b u si n e ss. c o m Good communication makes good companies Having a strong company isn't always about finding workers with the right technical degree or experienced skill set. No, manufacturers also are looking for people with the right – often intangible – soft skills. Such skills include a strong work ethic, the ability to communicate, work in a team and solving problems in innovative ways. As manufacturers talk about ways to get young people started in manufacturing careers, the importance of soft skills comes up even in those early discussions. (They're interested, by the way. See p. 16.) Plexus Plant Manager Scott Kettler says when he offers tours of Plexus to high school students, he talks not only about the technical aspect of manufacturing careers but also the "21st century skills" that are needed to be successful – skills that can be tied directly to company values. Manufacturers like McCain Foods understand that good communication is practical – it helps increase production, cut down on waste and improve safety records. But when 40 percent of its workers have a first language other than English, good communication can get tricky. So McCain teamed up with Fox Valley Technical College (see Cover Story, p. 8) to develop an onsite English Language Learners program. The classes are offered free to employees at the McCain plant. The company also developed language teams in which bilingual employees serve as a connection between non-English speakers and other employees. One of the key aspects of McCain's program is that it's not one-sided. It's not simply a series of language classes for nonEnglish speakers, it's culturally inclusive. McCain's managers have attended classes on basic Hmong language and culture, learning where miscommunication can occur even if everyone is speaking the same language. That might include cultural differences in dealing with authority that can lead to "false positives" – employees who say "yes" because they may believe it's not OK to say "no" to someone in a leadership position. Such issues can lead to lost productivity and errors. At least equally as important, reciprocal cultural training shows employees that a company is interested in who they are, not just what they can produce. That helps a company to develop a stronger internal sense of community that can transcend cultural differences. And that's good for morale and retention. Mark Kaiser, president and CEO of Lindquist Machine Corp., says soft skills also help companies to compete globally and open up new job opportunities (see p. 23). He also recognizes that soft skills can be hard to teach and hard to master. So then we're back to the young people. Starting with students and helping them to understand the importance of these skills, alongside technical know-how, is one of the keys to manufacturing's future success. How can your company get involved with K-12 students? How can you expand upon what you're already doing? Asking these questions can lead to some rewarding experiences, both for the students and for you. F w w w.in s i g h t o n m f g . c o m May 2013 • / insight on manufacturing |7