Written by UT Center for Industrial Services’ Workforce Development Consultant Tim Waldo Originally published on March 14, 2023 on the The Optimized People Development System Blog
If a group of strangers asked to visit your manufacturing facility to learn about your training and development efforts, what would they discover? How would you explain your organization’s approach to training and development? Would the collective attitude toward learning be evident as they walked around? What would they learn from talking with trainees and trainers? Such a scenario could be exhilarating and validating. On the other hand, it could be challenging, possibly even embarrassing.
Last month I was part of a group that visited six manufacturers, some large and some small, in Munich, Germany. Like so many before us, we wanted to learn about their much-vaunted dual training approach known as the Vocational Education and Training system. The companies welcomed us in, as did other system partners. They were gracious and eager to share.
Switching Places
The trip was co-sponsored by the American Council on Germany and by MAGNET. We were a collection of workforce development professionals mostly from a dozen Manufacturing Extension Partnership centers around the US. After the exploration, I wondered what would happen if the roles were reversed. What if it were my company and our people development system that a group of professionals wanted to see?
Over our week-long exploration of these companies, we saw fully equipped, well-organized, and dedicated training areas with ongoing projects that young apprentices (some only 15 years old) had been working to complete. Conversations with several of these learners revealed a growing connection to the company and to the people investing in their futures. Would they see that level of investment if they came to my place?
Seeing More
We learned about requirements for trainers and how they are supported. We saw how the companies connected to the greater workforce development system. Leaders, from the C suite to the production teams were passionate about training the next generation. Would my visitors see such enthusiasm for developing people?
Learning and development are valued at many different levels. In their view, this long-term endeavor connected individuals to teams and teams to industries. To our German hosts, these traditional educational efforts are important because, ultimately; they connect communities to the nation’s interests. Would such a level of appreciation for the overall impact of people development be evident in my facility?
Walking around each factory, we experienced a bit of their cultures. In every instance, there were positive attitudes toward learning. In some cases, about half of the existing workforce had traveled the same type of career development path, which no doubt helps form bonds and provide encouragers for the apprentices. Clear development pathways were the norm. The level of commitment to learning was high and very consistent. Would my company culture send the same messages?
Self-reflection
These German companies let outsiders peek under the hood of their people development system. Undoubtedly, the whole German system drives the success of the VET process. However, inviting people in to see your operation is much more up close and personal. I don’t actually lead a manufacturing company, but I suspect it requires some serious self-reflection beforehand.
Opening up your internal system for inspection and critique requires a certainty that the system is working well, that the tools are effective, and the performance is reliable. The confidence to throw open the cupboards would have to be based on clear successes and on knowing that the system is capable of serving future needs. It would take faith in your team as well. If visitors talked one on one with learners and trainers the strengths or weaknesses of the system could be exposed.
Optimization of the PDS is the pursuit of answers to questions that force us to look closely at the whole system and its performance. Seeing it from the perspective of others is a good exercise. If it validates our beliefs and our actions, great. If sharing some aspects of our system makes us uncomfortable, these are the areas that need attention.
What would other professionals see if they looked closely at our PDS? Maybe we should invite them in and find out. But, only after we’ve looked through the cupboard ourselves!
The University of Tennessee Center for Industrial Services (UT CIS) proudly serves as the One Stop Operator for the East Tennessee American Job Centers. If you are interested in seeing more blog posts from Tim Waldo, check out his Optimized People Development System blog