… we need to develop a younger workforce while also retaining current employees .
from Dougherty Manufacturing , was approaching Daytona State College to push for a class to be held outside of the college . Vacuum Infusion is a crucial method used in composite fabrication . Characterized by its use of a vacuum pump to push resin into a mold , it is popularly used in many industries including boat manufacturing and theme park ride building . Although the 100 that showed came from almost as many different companies , they all shared the same problem : they couldn ’ t find labor that knew how to do it .
“ Over the last four years … we ’ ve seen more and more of the work force aging out ,” said Composites One Technical Service manager , Bob Malark . “ It can be nasty work … we need to develop a younger workforce while also retaining current employees . The people here can learn more and apply it later .”
This class follows a trend being observed across Volusia County . More and more firms are finding it valuable to communicate their needs to the local educational institutions or developing the programs themselves . From the outside looking in , many would feel that such workshops are competing against these vocational schools and colleges . After all , why would someone attend a college for training when they could get it for free and straight from the experts that know it best ?
“ There ’ s a role for all of it ! All manufacturing companies have a need for workers with basic skills and workshops for the most experienced ,” said Frank Mercer . “ This allows DSC to establish connections for vendors and companies . We ’ re developing an entry level bootcamp for fiberglass workers and we had multiple people approach us here that asked to become teachers . Continuous education , from any source , is vital .”
Across the county , other firms are hosting such classes and workshops to develop their own employees . In 2009 , NASCAR saw a need for learning and skill development for their workforce . Thus , NASCAR University was born . NASCAR believes that the only thing fiercer than the competition observed on the track is the competition for talent . NASCAR University started as a series of modules and live classes to maximize their employees ’ existing skills and to develop a leadership process . However , their approach was far more innovative . Rather than target specific courses for their employees , they gave their employees the freedom to choose what to learn . Eight years later , NASCAR University now hosts over 500 courses .
NASCAR University was an effort to create a culture of learning for the company . Every employee is required to take four class credits every year , and these classes range from leadership seminars and educational modules talking about the history of the company to oil change courses and off-site culinary team building activities . Classes and training modules certainly aren ’ t unique to NASCAR , but NASCAR ’ s approach is entirely original and has proven effective . What was once thought of as yet another Human Resources obligation has now become a valued asset .
“ Although employees are only required to take four credits , we ’ ve actually observed that 65-70 % of them go beyond the four credits ,” said NASCAR manager of Training and Development , Melissa Howe . “ They can go online and easily navigate around what they ’ re taking and what classes are available .”
Not only do these employees have the freedom to choose what they learn , but they can also choose where they learn it and when . Any NASCAR employee can login to the NASCAR University portal any time they want , including at home on their personal laptop . Some would question why a class on oil changing would prove to be effective for the company . But in providing such a diverse collection of courses , NASCAR is essentially promoting the idea that any learning is good . In such an environment , it creates not only a culture of learning but a culture of loyalty from their employees and more crossfunctionality . At the end of every module , every user is made to answer a survey or take a test to determine how much they liked the presentation of the material or to make sure that they actually learned what was presented . NASCAR uses the data produced by these answers to tinker and constantly improve . Thus , NASCAR University itself participates in this culture of learning as well . Because of these efforts , NASCAR has been recognized by the Association for Talent Development for their accomplishments and as a top 100 e-learning company four years in a row .
“ We are really creating and sustaining this culture that says you need to learn here … you need to grow here ,” said Miller . “ The business of our sport has grown quite complicated … we have to be top of the game . The breadth of business understanding expanding allows our teams to talk in the same language . To grow in their different categories of work . It doesn ’ t matter what job you do … these are going to elevate our employees and the performance of the company .”
Zach Bass is the Director of Marketing for Dougherty Manufacturing , located in Edgewater , FL . In addition to his job responsibilities , he is a board member of the Daytona State College Foundation , Halifax Health and New Smyrna ’ s Committee on Economic Development .
AUGUST 2017 | 19 |