Awinter of discontent?
Asconfidence returns to themarket there isonenegativeaspect –
and that ishandling
growth. Fromabusinessperspectivewehavebecomeexpertsat tighteningourbeltsand
managing todomorewith less.Now,weneed toexpandquickly todealwithan influxof
ordersandpotential growthopportunities. Asbusiness leaders this iswhatwe’reconcerned
with.Buthavewe really lookedathowemployeesare feeling?
GaryWyles,ManagingDirector of FestoTrainingandConsulting, discusses ifweknowhowour employeesare feeling.
F
or yearspeoplehavesat tight in
their jobs, fearful ofmakingamove
when the future isuncertain.Many
wouldhaveseen their friendsand
colleaguesmade redundant andstepped
into thebreach takingonmore
responsibilities. Theycanonlybepushed
so far. Theyneedsupport. Theyneed to
know that theirorganisation is lookingout
for them. If it isn’t, employeeswill start to
lookelsewhereandmanufacturerscould
be facinga tidalwaveof resignations.
Inasurvey that Festocommissioned in
conjunctionwithWorksManagement
magazine in2014,weaskedover100UK
manufacturingemployeesabout theirown
jobs. 25%of thosesurveyedare looking
to leave their jobs in the forthcomingyear,
with46%saying theybelieved itwas time
for achange. Anadditional 35%are
looking to leave for apay riseor
promotion, and15%want to leave
because theydon’t like theirboss.On top
of this, another15%aregoing tobe
leavingas they reach retirement age.
Withmanufacturersalreadyexperiencing
askillsshortageand lossof knowledge
throughexperiencedengineersandskilled
shop floor technicians leaving theirposts,
thiscould further increase theskillsgap.
