Manufacturers' Roundtable - a report

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While native-born youth express little or no interest in manufacturing jobs,recent immigrants are making inroads in these industries via the strong familynetworks of current employees with similar backgrounds. Grateful forapplicants who possess the technical skills and personal attributes they need,employers welcome the newcomers. Some may even place less emphasis onEnglish language ability with these workers, particularly at the entry-level. 6. Employers in the CAP Region are generally adept at recruiting engineeringand technical staff at two and four year institutions and derive significantbenefits from the presence of select community colleges and two largeresearch universities. However, the vocational technical schools receivedmixed reviews and, in general, employers believe that more should be done atthe secondary school level to teach better math and computer skills, dispeloutmoded stereotypes about factory work and expose students to modernmanufacturing careers.7. Aside from improvements in basic education and computer skills, employersmentioned few specific training needs, preferring to contract for targeted, in-house technical training offered by industry experts through trade andprofessional associations.8. The sophistication of the technologies employed and, therefore, the skill andknowledge demands on manufacturing workers increases farther down theregion due to the symbiotic relationship between the large defense firmslocated there and their many sub-contractors. Smaller firms that havehistorically depended on these primes are experiencing the full impact ofglobalization, which places extraordinary technical and other demands on boththese companies and their workers.4
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Manufacturers Roundtable I, Franklin Hampshire Region, March 18, 2003Characteristics of Participating FirmsSeven companies sent representatives to the Franklin Hampshire session onMarch 18—Hardigg Industries in South Deerfield, Lightlife Foods in Turners Falls,Millitech in Northampton, New England Extrusion in Turners Falls, PackagingCorporation of America and Temp-Pro in Northampton and Tubed Products inEasthampton. Their products range from temperature sensing devices and sophisticatedcommunications equipment, to custom cardboard packaging, polyethylene film, plasticsqueeze tubes for consumer products, reusable shipping cases, soy-based meatalternatives and kayaks. Despite the diversity of their products and the specific kinds oftechnology used, the companies share a number of interesting characteristics:Origins—All of the firms have roots in the area. Most are located at or near their originalsites and in several instances the values of the founders continue to shape companyculture. This is especially true with regard to personnel policies; Complexity—Several of the companies integrate multiple technologies into theirproduction processes—for example, printing and fabrication. New product developmentand design are typically handled in-house.Positioning—Most of these firms have chosen to compete on the basis of the quality oftheir products versus price. With two exceptions, they dominate their niche and havefew, if any, competitors on the East Coast. Several operate in international markets,although for some selling overseas is relatively new. It is noteworthy, given thesubsequent roundtable discussions, that none of the companies mentioned overseascompetition.Geographical Assets—All of the firms are located on or near I-91and all benefitsignificantly from the high concentration of educational institutions in the area.Versatility—Most have learned to adapt quickly to the diverse needs of industrial,military and commercial customers; for example, the plastic case company also makeskayaks.Workforce Organization—With the exception of the two high tech instrumentationcompanies in the group, most of the firms have similar staffing patterns. The typicalworkforce consists of production workers (including warehousing and materialshandlers), a small number of engineers, quality control, sales and management andadministrative personnel. Several participants indicated that productivity improvementson the production side have enabled them to grow their businesses by shifting personnelresources into other areas, such as sales, marketing and purchasing.5
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Franklin HampshireStability—Overall, these firms experience little turnover. When it does occur, they drawfrom the same regional labor pool to fill all but the most specialized vacancies. The Impact of Technology on Job Content, Education and SkillsClearly, technology has had a significant impact on the content and availability ofproduction jobs, the staffing patterns of individual firms and the skills and attributesrequired of individual workers. The Franklin Hampshire group provided numerousexamples of how today’s production workers have become ‘knowledge workers’:Setups are more labor intensive now that machine operators are responsible forthe quality of their own output. Production facilities have evolved from being organized sequentially to morecomplex arrangements. Workers are challenged to juggle several responsibilitiesat the same time, to prioritize their activities and, as one representative put it, “tothink.” They must also be adaptable. At the plastic tube company, for example,when a machine goes down for scheduled maintenance, the worker moves on todifferent tasks on another machine.In order to do their jobs effectively, machine operators must be able to monitordata being generated by their workstations, understand it and synthesize it withinformation from other sources. Participants used the phrase “multi-tasking”frequently during the conversation to describe the way individual workers shouldfunction.Because work is organized in teams, teamwork, cooperation and interpersonalcommunication are essential skills for all employees, especially those seekingadvancement. Finally, the firms reported that they do less outsourcing today than in years past. Functions are being brought back in house, providing more opportunity for crosstraining and internal promotion.The rapid pace of technological change and the introduction of new materialsrequire these environments to continually evolve. Not only are workers encouraged tothink, they are expected to think “outside the box,” and anticipate problems before theyoccur. Because firms often use multiple technologies, the work is more detail-orientednow than it was thirty years ago. The plant superintendent in the group spoke of the increasing specialization ofproduction jobs: “There are no more general laborers,” he said. Gone also are the dayswhen operators repaired their own machines. Equipment is now so complex thatmaintenance can only be done by master electricians, vendors or other specially trainedpersonnel, he said. 6
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Franklin HampshireEmployers made a distinction between technical ability and firm-specific skills,and agreed that candidates with technical aptitude receive necessary training on the job. Literacy was by far the most important qualification for employment at these companies. The literacy skills demanded by these highly technical environments include: the abilityto speak, read and write in English and the ability to do routine tasks involving math,such as using a ruler, reading a blueprint or counting boxes in a warehouse. Controllingindividual workstations from a keyboard, understanding readouts, making judgmentsbased on a variety of inputs, following instructions, working in teams with others andadhering to strict safety rules all require English language proficiency.Because the workers are expected to bring more of themselves to the job than apair of hands, personal qualities were cited as very important to these companies. One ofthe qualities that make a difference in the long run is an interest in continual learning. While an applicant may be hired without it, a demonstrated willingness to learn newthings on the job will determine whether he or she moves ahead, the representatives said. Computer skills are also necessary for promotion. A customer orientation, conflictresolution and supervisory skills were also cited as desirable traits. However, physicalabilities are still important. One participant used the term “physical willingness” todescribe the combination of physical strength and enthusiasm he looks for in candidates. Sources of Labor Supply The Franklin Hampshire employers ranged from confident to cautiouslyoptimistic about their ability to continue hiring at their current rate. With the exceptionof one company that has strong competition “within an hour’s drive,” most seemed tothink that they would hold their own during the current downturn. Several had alreadyexperienced a shakeout in production jobs and were confident that they had reached theoptimum size and composition they need to remain competitive. Wages, good benefitpackages and profit sharing help the firms attract entry-level applicants and retainseasoned workers. One of the hallmarks of these firms seems to be their egalitarian approach tohiring. Whether it is because of the natural limits on labor supply in the upper PioneerValley, or because they are generally more aware than employers elsewhere, thesecompanies seem to have learned to expand their definition of what makes a successfulemployee. All of the participants said they hire workers of all ages. In fact, several saidthey had recently hired people over 50 to fill engineering and other vacancies. Stillothers said they offer a different type of diversity, having developed successfulrelationships with organizations such as Riverside Industries that offer supportedemployment for persons with developmental disabilities. The tofu company has hiredboth Tibetan and Russian interpreters to help with recruitment and retention ofimmigrants from those countries. Many of the firms said they provide educationalassistance and all said they prefer to promote from within. The vocational schools were described as “wonderful” sources of talent eventhough candidates must wait until they are 18 to qualify for permanent jobs. Springfield 7
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Franklin HampshireTechnical Community College was mentioned repeatedly as a good source of techniciansand proximity to the University of Massachusetts provides companies with facultyconsultants in important engineering specialties. Applicants with prior naval experienceare “snapped up” by the communications firm.Several of the participants said they find temp-to-hire services invaluable forfilling assembler and operator positions. Online job posting services such asMonster.com and MassLive.com were seen as good sources for engineers and otherprofessionals. However, several firms that depend on high-end engineering skills havedifficulty filling key positions. Employee referrals seem to be the most effective meansof filling vacancies for these companies. Representatives said that current employeeshave a stake in seeing that the most reliable people get hired. Therefore, they tend tomake the most prudent referrals. Hiring and Retention ChallengesParticipants in the Franklin Hampshire roundtable cited six challenges they facewhen it comes to identifying suitable candidates for production jobs: poorcommunication skills, a lack of motivation and diligence with respect to the applicationprocess, inappropriate dress, dishonesty on applications, a weak work ethic and failure topass the initial drug screening. ‘Poor communications skills’ covers a variety of deficits, from candidates’inability to “sell themselves” in interviews to difficulty completing job applications. Employers said that they have a hard time finding applicants whom they feel confidentcan follow directions and understand basic safety regulations on the job. Honesty indescribing prior experiences and accomplishments on resumes and applications hasbecome so problematic that several employers said they use security firms to handlebackground checks. Several of the employers complained that entry-level people lack the “mindset”necessary for functioning effectively in a technical environment. “They can’t be thinkingthey will get a secure job that allows them to do the same thing over and over,” said onemember of the focus group. The schools, they said, should do a better job at preparingstudents for the ‘new’ workplace.With regard to incumbent workers, employers reported two related challenges:finding people who are willing to work second and third shift (even with shiftdifferentials) and a lack of quality daycare offered when and where manufacturingworkers need it. Surprisingly, the participants indicated that transportation is not anissue, even in rural areas.Lack of motivation was cited as the primary reason that applicants either fail tocompete successfully in interviews, drop out of the process half way through or refrainfrom applying at all. The firms appeared to be describing the wider problem of idlenessamong out-of-school youth. At least one employer said she tightened her screening 8
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Franklin Hampshireprocess to detect gang involvement after a fight between rival gangs broke out in thecompany parking lot. Training OpportunitiesDespite the presence of the vocational high schools and programs at SpringfieldTechnical Community College, most of the technical training required by these firms isbeing done in-house. The businesses say they rely on area schools to produce technicallyadept individuals with good basic skills. When they need specialty training, for example,in the “soft skills” (diversity training, supervisory leadership training, conflict resolution,etc.), they purchase the necessary services from recognized private sector vendors.The largest training gaps continue to be in the areas of communication, math,basic computing and job readiness, such as:Business EnglishBusiness mathInterpersonal communicationKeyboardingMicrosoft Office SuiteJob search protocols, especially resume writing and interviewingBecause of the increasing pressure on these firms to develop new markets, severalof the participants said they would like to see technical sales training offered with anemphasis on closing and contact management techniques.9
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Manufacturers Roundtable II, Hampden Region, May 29, 2003Characteristics of Participating FirmsSeven companies attended the Hampden session representing a diverse set ofproducts, from industrial lasers, scientific testing and computer equipment andbiopharmaceuticals, to metal and plastic parts for commercial products and consumergoods such as toys, games and hand tools. They ranged in size from 60 to 1700employees. While most of the firms have historical ties to Western Massachusetts, othershave either moved to or expanded near Springfield because of what they see as itstraditional and emerging assets—good highway access, proximity to a major airport, theavailability of low cost industrial space, lower wages and the potential for strategicpartnerships with research and teaching organizations like Springfield TechnicalCommunity College, Bay State Health Systems and the University of Massachusetts. Their manufacturing workforces consist of typical job categories from skilled and semi-skilled craft workers through machine operators. Most maintain small engineering designteams.Several of the firms said they were drawn by the opportunity presented by theSTCC business park and other new industrial developments in the region. The lasermanufacturer said what attracted his firm was the opportunity to be among the firsttenants in a new industrial park and influence the selection of “good neighbors”—research or high technology manufacturing firms of the same caliber.Three of the roundtable participants are still locally owned and those that are nothave received significant investments from their parent organizations in recent years, that include foreign owners in Italy and Japan. Like the Franklin Hampshire firms wespoke to, several of the Springfield employers said they enjoy good market share and arepoised for continued growth, both in terms of revenue and employment. The biologicaltesting company, for example, expects to add 60 new employees over the next threeyears. The Impact of Technology on Job Content, Education and SkillsAll of the firms in the Hampden group utilize advanced manufacturingtechnologies for the full range of tasks, including cutting, forming, stamping andassembly. Among the workforce criteria mentioned most often in connection withtechnological improvements, especially by the traditional manufacturing companies, werebasic math skills and a flexible attitude. The toy and game manufacturer makes extensive use of robotics, which requires ahigher level of skills of all employees. According to the representative, a gap hasdeveloped between “those who have math skills and those who don’t.” While theforming area of the plastics company is completely computer-controlled, jobs still requiretechnical ability, precision and a commitment to quality. According to the lasermanufacturer, it may take as long as six months to learn some of the jobs becauseworkers must understand and be able to program the equipment. In addition toinnovations in the tools used, work organization has undergone a fundamental change in 10
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Hampdenthese environments, as it has elsewhere in the CAP Region. At the hand tool company,for example, work is done in cells, and Japanese-style kaizens, or problem solving teams,are charged with designing workflow and production process improvements. As in theFranklin Hampshire group, Springfield area firms said that all employees shareresponsibility for quality from start to finish. Hiring and Retention IssuesThe number of available jobs some of these firms has inevitably been impacted bythe introduction of new technology. The proportion of jobs devoted to traditionalmanufacturing has declined, as technology improvements have companies to shiftresources away from production into other areas or to expand into new businesses, suchas warehousing. The trend among the Springfield manufacturers we spoke to seems to be towardautomating so many processes that operators have become, in the words of one of theparticipants, “an extension of the machine.” Among experienced metal workers, changeson the shop floor have created adjustment problems. Skilled crafts workers decry thelack of challenge that has resulted from so much automation. However, despite the factthat the jobs require fewer of the traditional skills of craft workers, employers say thatthey cling to “unrealistic” wage expectations and a preference for defining their jobsmore narrowly than is appropriate in the new manufacturing environment. Employersfrequently hear, “I’m not being paid to do that,” especially from these higher skilledworkers. It was no surprise, then, to hear from employers that unions resist someworkplace innovations.Company representatives say they need workers who are willing to perform avariety of tasks including, on occasion, those they consider menial. The higher the skillspossessed by some applicants, the harder it is for them to accept the new terms ofemployment. The laser manufacturer said the primary characteristic she looks for in aprospective hire is flexibility. She said that, in general, native-born workers prefer toperform a prescribed set of tasks and “don’t want to do grunt work.” Several employerssaid they prefer to train new machine operators who are “green,” as long as they havebasic math skills. They find these employees will do the work even when it varies fromthe routine, and possess better interpersonal skills, such as the ability to get along withothers. Companies will pay a premium for flexibility, which they will substitute forexperience at the entry level. Overall, candidates for jobs in these firms must have some degree of technicalability, especially for higher-end jobs, but “eager learners” can qualify for entry-levelpositions. Comments of the firms suggest that there may be less need for skilledmachinists in Springfield than in other parts of the CAP Region. Employers said that thelevel of technology they utilize would only require experienced metal workers to “re-learn” machining for their kind of environment. As indicated above, workers with asignificant investment in tool and die making careers and other technical specialties tendto find such conditions unsatisfactory, according to the companies we interviewed.11
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HampdenSources of Labor SupplySpringfield area representatives said they find little interest among young peopleof working age in manufacturing jobs and little awareness of how well these jobs pay andhow the manufacturing environment has changed over time. “We get people by default”said one.Although the regional vocational and technical schools have traditionally been asource of labor supply for entry-level manufacturing jobs, the Hampden area employerswe spoke to believe these schools have not kept up with the times. According to oneparticipant, the vocational schools are “doing the same thing they’ve always done.” Employers said they believed that the vocational technical curriculum does notadequately address the needs and realities of contemporary manufacturing firms.Of the two community colleges in the area, Springfield Technical CommunityCollege is considered the most “business-friendly” and comments from the participantsindicate that they are less familiar with Holyoke Community College —“We don’t knowwho to call,” they said. The supply of candidates at the four-year level appears to besatisfactory for now, although employers anticipate spot shortages when the economyrecovers. Connecticut colleges and universities were mentioned most often as a source ofengineering candidates and several employers said they use co-op programs as arecruiting tool. The toy maker, for example, utilizes co-op students studying toy andgame design at the University of Cincinnati. While cited as one of the reasons to locatein the Pioneer Valley, the University of Massachusetts was mentioned more as a sourceof scientific expertise than as a recruiting partner. The population mentioned most often for reliability and the right mix of skills andattitudes were recent immigrants, especially Eastern European, Russian and Polishnewcomers to Western Massachusetts. According to one employer, “They are willing towork at a lower level to get a foothold.” English language skills are not necessarilyrequired for employment at these companies. While several said they have provided ESLprograms in the past, they expressed no particular preference for workplace-orientedcontent over general language skills. Family referrals among employees were seen as asafeguard against poor work habits and a strong mitigating factor with regard toworkplace communication. Company representatives said that families and relationscreate a strong social fabric that promotes good work values among new arrivals. Whilethey would like to see more interest among native-born youth in manufacturing careers,these employers were largely satisfied with the ability of recent immigrants to fill entry-level production vacancies.Like their counterparts in the Franklin Hampshire group, the Springfieldemployers said they also use ‘temp-to-hire’ agencies to transition candidates intopermanent positions and find this a useful sourcing mechanism.12
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HampdenTraining OpportunitiesThe companies who participated in the Springfield roundtable expressed the samedesire for candidates with better math and computing skills and more compatible workhabits as those in the Franklin Hampshire group. As mentioned above, they appearedsatisfied with available ESL programs, which they offer on an occasional basis. Thegroup expressed no additional training needs.13
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Manufacturers Roundtable III, Greater Hartford, June 10, 2003Characteristics of Participating Firms Representatives of four manufacturing companies and one trade associationattended the Greater Hartford roundtable, which was organized by the Capital RegionWorkforce Development Board and the Connecticut Business and Industry Association. Due to the differences between these firms and those we spoke with in Massachusetts, wethink it useful to profile the individual Connecticut companies in some detail.Dynamic Gunver Technologies Dynamic Gunver Technologies produces non-rotating and structural engine partsfor aerospace and automotive companies, such as Rolls Royce, Pratt & Whitney, GeneralElectric and Volvo. According to the manager who participated in the Connecticutdiscussion, the company has maintained a leading position in the aerospace sheet metalfabrication business by making significant investments in technology, specifically, theuse of advanced lasers for precision cutting, shaping and welding. DGT’s workforceconsists of approximately 500 people who are located both in Connecticut and at a newfacility in Poland. The workforce consists of a large engineering group of between 30and 35 people, and production workers in a range of skilled and semi-skilled jobs.CunoCuno began manufacturing automotive parts in Meriden in 1912. It producedengine and hydraulic metal filters through the 1980’s and broadened into a variety offluid purification products in the 1980’s. Today, it is a highly diversified manufacturer offilters and filtration systems for residential, commercial, food and beverage,pharmaceutical and medical applications at production facilities in Connecticut, Indianaand abroad. The fluid processing division still provides filters for the automotiveindustry. About half of its 1700 employees work in Connecticut. According to therepresentative who attended the roundtable, the company offers training “in everythingfrom ESL to computer technology.”Acme-MonacoWith roots in New Britain’s clock making industry, Acme-Monaco began in the1940’s as the Acme Spring Company, which made custom spring products. The currentcompany, formed as result of a merger in the 1980’s, operates facilities in New Britain,Connecticut and Presque Isle, Maine, where it produces orthodontic hardware and non-sterile assemblies (staples, guide wires, etc.) for the medical equipment industry, as wellas commercial springs. Like Cuno, the original company had roots in the automotiveindustry—an early relationship with General Motors lead to the development of thefirm’s principle product line—miniature ball bearing retainer rings. Today, it continuesto supply items such as door lock springs for GM. Acme-Monaco employsapproximately 140 people at its two locations. Primarily a job shop, the company usestechnology to design, build and ensure the quality of its products. Acme-Monaco’s 14
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Greater Hartfordworkforce consists of unskilled and semi-skilled laborers, skilled toolmakers andcraftsmen. The average age of employees is about 45.Trumpf Inc.The U.S. subsidiary of a large German company, Trumpf Inc. of Farmingtonmanufacturers laser sheet metal fabrication equipment such as CNC punching machines;press breaks; quality measurement machines; cutting, welding and marking tools, andsoftware for the aerospace, appliance and automotive industries. The European parentcompany chose Farmington for its U.S. operations because of the social stabilityConnecticut offered relative to the rest of the country in the late nineteen sixties. TheAmerican subsidiary currently employs approximately over 500 people in productionjobs and a large engineering group that is responsible for laser development. About 30 ofits employees are foreign nationals, mostly Swiss and Germans. The average age amongits production workers is 46. While all of the firms we spoke with rely heavily on technology, we observedsharp differences between the way technology has impacted the structure andcomposition of the manufacturing workforce in each area of the CAP Region. Connecticut, for example, appears to have a much higher skilled job market than the twocommunities to the north. This would appear to be true for several reasons: The Connecticut firms we spoke to are both users and producers of high-endmanufacturing technology; They belong to industries that have inherently higher technical requirements, suchas aerospace and medical devices; In the aerospace firms particularly, technical requirements are developed outsidethe firm by large customers, and Their international competitors emphasize scientific and technological superiorityversus factors such as price, volume or delivery time.In Connecticut, the companies appear to do more of their own design andadaptation work, using larger engineering departments than Springfield or FranklinHampshire firms. They appear to utilize more of the technical expertise of their higherskilled craft workers, such as tool and die makers. In the assembly category, some of thefine, detailed work is still done by experienced craftsmen.Like the Massachusetts firms, three out of the four of the companies that attendedthe roundtable have strong ties to Connecticut and all are part of a tradition of metalworking that dates back one hundred years. Some in the group have diversified into15
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Greater Hartfordresidential, medical and scientific markets and others are beginning to look in thosedirections.Impact of Technology on Job Content, Education and SkillsDuring our interviews, the Hartford employers indicated that they expect moregeneral ability from production workers in all categories, from unskilled and semi-skilledworkers to tool and die makers. According to the human resource director of Trumpf Inc.,the company places “huge demands” on all of its employees. Good math skills, includinggeometry, blueprint reading and ‘shop math,’ coupled with strong communication skillsare essential to performing most of the jobs at these firms. As we found in Springfield, the continual advance of technology, the competitiveinternational environment and the increasing diversity of the workforce, make “softskills,” such as interpersonal communication and teamwork, very important at thesefirms. The Connecticut employers echoed the sentiments we heard in the other twodiscussions, saying they require employees who can define their responsibilities broadly,adapt to new forms of technology and understand the needs of the firm. Value-addedservices, such as complimentary design work, means that customers spend more timeamong plant employees. For this reason, the Trumpf representative indicated that, inaddition to good basic skills, everyone at her company also has to have “an appreciationfor sales.” Sources of Labor SupplyLike their Massachusetts counterparts, Connecticut manufacturers have a difficulttime finding enough workers with the right mix of skills and attributes to meet theirneeds, even at current levels of demand. To acquire sufficient engineering expertise atboth the bachelor’s and master’s levels, the representatives we spoke with seem to bemaking good use of co-op education, internships and other kinds of higher educationrelationships. In production categories, however, there was shared concern about thefuture availability of skilled craft workers. Firms at the roundtable said they make someuse of institutional sources of labor supply such as the vocational schools, but find thatthere are either not enough programs or not enough graduates to meet their needs. Reviews of community college programs were mixed and there seemed to besome confusion about where training programs exist, what they consist of and howcompanies can access them. Employers reported that while they make use of the fewremaining apprenticeship programs around, the yield from these sources has beendisappointing. The same was the case with temp-to-hire firms. One of therepresentatives said he averages one or two successful hires out of every twelve peopleidentified through these sources. The overriding concern reflected in these numbers is the feeling that young peoplein Connecticut are unaware of the challenges, potential financial rewards and promotionalopportunities associated with careers in high tech manufacturing. As one employer put 16
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Greater Hartfordit, “We’re not your father’s machinist anymore.” As in Springfield, the Connecticutgroup felt the schools should be doing more to familiarize students with the full range ofoccupational opportunities available to them, particularly in the field of manufacturing.The most reliable source of new production workers, and the one for which theemployers showed the most enthusiasm, are the informal networks of people who alreadywork for them, particularly recent immigrants. One representative said she frequentlyenlists immigrant workers in her recruiting activities. English language skills, whileimportant, were not uniformly seen as a barrier to employment as long as there are otherpeople on staff from the same countries to interpret for and orient the newcomers. Thecompanies said they know how to access ESL training for employees who need it and, ingeneral, find these services satisfactory. They see little difference between ESLprograms that emphasize workplace English versus those which teach general language. Hiring and Retention IssuesThe Hartford roundtable discussion provided a clear example of the tension thatexists between preserving the traditional metal working expertise and workforce stabilitythe region is noted for, and creating flexible, entrepreneurial manufacturingenvironments. The workforce stability that drew these companies to Connecticutoriginally has become something of a double-edged sword. The difficulty, they say, isfinding experienced tool and die makers who have the expertise they need but who willchange with the times and “do things the way the company wants them done.” As in the other two regions, the Hartford group expressed dismay over the lack ofadequate math skills and positive behavioral traits among new job applicants, particularlythe young and native-born. They point to same problems experienced elsewhere, such aspoor work habits, unwillingness to perform the jobs as expected, lack of cooperation anda range of personal problems, such as substance abuse, that inhibit the success of bothindividual workers and the company as a whole. However, they seemed to have found anacceptable substitute for workers from tightly knit immigrant communities, who bring astrong work ethic, a degree of stability, a flexible attitude and an eagerness to do a goodjob. The companies we spoke with were enthusiastic about immigrant workers and, likethe Springfield firms, were willing to trade some short-term English language deficits forother skills and attributes.Training OpportunitiesIn the technical arena, Hartford-area employers seemed to prefer industry-basedtraining to that provided by local schools and colleges, especially the aerospacecompanies, who use job-specific training programs offered by their industry association. They would applaud career information efforts designed to introduce middle and highschool students to the benefits of manufacturing careers. It appeared from the discussionthat at least some companies are unaware of the resources offered by the higher educationsystem.17
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Significant Challenges in the CAP RegionThe testimony of the Connecticut firms brings the many of the challenges facingCAP Region manufacturing firms and their workers into sharper focus. The first is the powerful impact of globalization on local firms. Many of thecompanies we interviewed have historically lived off powerful aerospace, plastics andenergy equipment giants such as Pratt & Whitney, Sikorsky Aircraft, General Electricand Kaman Aerospace. As the big companies have seen their own dominance in R&Dand manufacturing wane as a result of domestic and international policy changes, theenvironment at the sub-contractor level has become extremely difficult. Globalizationand the recent shakeout in the U.S. energy industry have required these firms to competeagainst foreign manufacturers for business that was traditionally “theirs.” Further, theyare compelled to make huge investments of their own resources in plant and equipmentoverseas in order to comply with the requirements of the primes and governmentregulators both here and abroad. According to the representative of the AerospaceComponent Manufacturers (ACM) who attended the roundtable, Connecticut’s smallmanufacturers have come face-to-face with training and skill levels that are much higheramong their international competitors. To survive, they have had to address escalatingtechnical standards with more automation and place a greater emphasis on workforcedevelopment activities such as on-the-job training and industry-specific classroominstruction.The Connecticut experience also demonstrates why ‘flexibility’ matters so muchto manufacturers. With their old markets becoming increasingly proscribed, companiesmust continually scan the marketplace for either new customers for existing products or,more likely, new products they can produce with a minimum of re-tooling. Respondingto the accelerating demands of their huge industrial customers leaves little time and fewerresources for small companies to pursue other market opportunities. However, theirinvestments in advanced engineering, especially in Connecticut, may provide them withthe capacity to innovate in new directions.Springfield-area firms repeatedly cited competition from Chinese manufacturersas one of their chief concerns. While they pride themselves on inexpensive tooling andrapid turnaround, they continue losing customers to China, where firms competesuccessfully in a number of areas, such as price and delivery time. Domestic competitorswho produce their goods offshore in Asia have the advantage over companies who wouldprefer to restrict their operations to the U.S.Corporate tax policies and government regulation were frequently mentioned asimpediments to the success of these firms.All of the companies we spoke with know they are in a tight race. What concernsthem is that neither the institutions they rely upon for labor supply, nor the individualworkers themselves seem sufficiently aware of the challenges they face. 18
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Despite the determining role geo-political, fiscal and regulatory policies will playin the future success of these firms, labor supply is still important. Given the currentenvironment, manufacturers say they need employees who are as curious andentrepreneurial as they are. They need employees who know that companies and workerswho stand still will not survive for long. All of the participants in the CAPManufacturing roundtable series agreed on a desired worker profile that includes good orexcellent basic skills, stable work habits, a commitment to continual learning and anatural curiosity about how things work—the modern equivalent of Yankee ingenuity. With regard to workforce development, an adequate supply of workers who fit thisprofile is the most important resource policy makers, planners and educators can provideto this industry.19
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Appendix:Participating Employers, Manufacturers Roundtable Series,CAP Region, Spring 2003Franklin Hampshire RoundtableCindy Adams, Human Resources DepartmentNew England Extrusion, Inc.Terry Chiba, Human Resources ManagerHardigg Industries, Inc.Tom Doherty, Human Resources DepartmentPackaging Corporation of America (PCA)Nancy Harding, Co-FounderTemp ProScott Parsons, Packaging Corporation of AmericaCindy Peters, Human Resource ManagerMillitech LLCDeborah Radway, Human Resources DirectorLightlife FoodsGinny Smith, Human Resources DepartmentTubed ProductsHampden REB RoundtableSharon Bonham, Human Resource ManagerPRIMA North AmericaTerry Cyran, Director of Human ResourcesSpringboard Technology Corp.John Dobiecki, VP Laboratory and ManufacturingMicrotest Labs, Inc.Amy Jones, Human Resource ManagerMicrotest Labs, Inc.Mark Miller, PresidentUS Tsubaki20
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Joseph Peters, PresidentUniversal PlasticsMichael Niziolek, Vice President of Human ResourcesHasbro, Inc.Greater Hartford RoundtableDennis F. Gareau, Manager of Quality AssuranceDynamic Gunver TechnologiesRobert Vogel, Director of OperationsCUNO Consumer Products DivisionJudith Spreda, Director of Human ResourcesAcme-Monaco CorporationNew BritainKaren Lang, Director of Human ResourcesTrumpf Inc.FarmingtonAllen Samuel, Executive DirectorAerospace Components Manufacturers Association (ACM)21
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22AcknowledgementsSpecial thanks to the following individuals who organized and provided technicalassistance with each the manufacturers roundtables:Christine Abramowitz of the Hampden County Regional Employment BoardPatricia Crosby and Barbara Carson of the Franklin Hampshire Regional EmploymentBoardAndy Esposito and Cara Pianka of the Capital Region Workforce Development BoardJudy Resnick of the Connecticut Business and Industry Association