LACK OF SKILLED STAFF AND MAN POWER AND HOW IT

CAN BE LOCATED

Oracle Corporation

M.Hussnain Shabbir
Communication Skills
IMS
19/6/2019

1
Lack of Skilled Staff and Man Power and How It Can Be
Located

Contents

Introduction 1

Second Section of Main Text 2

First Subsection 3
Second Subsection 3
Third Subsection 4

Third Section of Main Text 5

Appendix A: Generic Appendix 7

Appendix B: Automatic Incorporation of References 8

References 11

2
Introduction

A looming shortage of skilled workers, however, could cut this nascent renaissance
short. In its skill gap report updated every four years or so, the industry’s
Manufacturing Institute predicts that as many as 2 million future jobs could go
unfilled from the lack of workers with the right technology, computer and technical
skills.
While employers in a variety of sectors have complained of a “skills gap” in the
current workforce – leading some to question its true extent – the manufacturing
skills gap is unique. For one thing, continuing negative public perceptions of
manufacturing job – as dirty, dangerous, and with low job security – are a major
reason why the talent pool remains small. “The general public is very supportive of
manufacturing – in the abstract,” says Gardner Carrick, Vice President of Strategic
Initiatives at the Manufacturing Institute. “[People] understand the multiplier effect
that comes with manufacturing and want the jobs in their backyard – just not for
them or their families.”
The shortage of skills hampers the pace of recovery and growth in one place; high
unemployment and lack of opportunities hampers social cohesion and enhancement
in another. Often those who are unemployed or underemployed in one place have
skills that are in short supply elsewhere. Bridging the two can transform both
business and employment prospects.

3
Objective

• Forestalling shortage of workers

• Ensuring sufficient skill pool
• Employee career development
• Succession planning
• Boost human capacity utilization
• Development of effective attraction and retention systems
• Build up highly skilled and flexible workforce
• Avoidance of wrong-sizing
• Purposeful competitiveness in human capital

4
Nature:
The shortage of people with Information and Communication Technology (ICT)
skills is a serious constraint on progress in areas such as e-commerce, teleworking and
online working.
Incidence:
The take up of e-commerce by European companies will more than double between
1999-2000 and more than double again in the following year. The innovators are creating
new work opportunities but skill shortages are widely reported as a constraint on more rapid
growth. The number of unfilled IT jobs in Europe will grow from 500,000 in 1998 to an
estimated 1.6 million by 2002.
Because the pace of adoption of the new technologies varies greatly across Europe, people
who have the necessary skills are unemployed in one region while companies in another
region cannot recruit competent staff. Governments are now reacting to these problems, but
not necessarily in appropriate ways. Both Germany and Britain have announced during
March 2000 that they will seek to import tens of thousands of ICT-skilled workers from
outside the European Union in order to plug the gap. Ireland already announced similar
actions. But most of these people will move into those areas of Europe that already have the
highest ICT usage, the highest prosperity and growth, and the most stressed local
infrastructures and worst shortages of affordable housing. They will come from countries
and regions that have struggling economies and need their skills just as desperately as any
country.

Nature:
The people of small rural towns are unequipped to meet the needs of their town's
future. The people of such communities may be willing to engage in the community's
restoration but they are hampered by their narrow range of practical skills.

Incidence:
Individuals may experience difficulties in getting and keeping jobs; they attribute
these difficulties to a lack of preparation for interviews and on-the-job relations. City
government employees lack accounting, record-keeping and proposal-writing skills. Some
residents feel that the effectiveness of volunteer fire departments is weakened by their
minimal experience in modern fire-fighting methods. Teachers do not have curricula which
would allow them to effectively teach practical skills in school. In some rural communities
there may be no-one who knows how to drive an automobile, or use farm machinery; and
neither the vehicles nor the training to use them are available. Illiteracy is widespread.
Those young people who do acquire technical or commercial skills find no channels to put
their skills into use and move to the city. Even in agriculture, although traditional skills may
be very well developed, contemporary methods are largely unheard of and unsought;
outdated agricultural technology is complicated by other technical factors, such as lack of
organized land schemes and the inability to control pests. Continuance of traditional
construction practices often means that road and bridge building is inhibited by minimal
technological knowledge, and houses and pathways are in need of constant repair. Few
medical skills are available to deal with emergency situations or hygiene problems. Poor

5
 understanding of poultry raising and animal husbandry, and inadequate techniques of animal
care, result in problems of health as well as in offensive odors and dirty paths. Other
common characteristics of deficiency are an absence of vocational teachers; no opportunity
to better income through a second trade; inadequate drainage systems with no alternative
techniques or practical examples to follow; unavailability of trained health workers
resulting in insufficient community health services; women economically hindered by lack
of technical skills.

Claim:
As agriculture is upgraded with technology and new industrial activities are
introduced in rural areas the need for systematic training increases. Traditional functional
skills are no longer sufficient. Although rural people show remarkable resourcefulness and
highly developed skills, modern techniques may be virtually unknown; and there is an
unfulfilled desire to acquire relevant training for the adoption of new methods. Few have
the opportunity to participate in special educational programmers that give mechanical
skills, literacy, marketing skills, etc. There needs to be a system for implementing such
training at the local level, and for creating the supporting mindsets and mores for such
programmers.

Incidence:
Transit transport facilities are ineffectively utilized in many developing countries
due to an acute shortage of trained manpower at all levels. Where there are training
programmers they lack an integrated approach encompassing all levels from the overall and
top management to the middle and low-level operators, and regional specialized workshops
and seminars held periodically for overall and top management and conducted at the
country level are also marginal or non-existent. Training of instructors and provision for
training materials have been neglected, aggravating the lack of skilled workers in the sector.

6
What kind of skills does that mean workers need?
Carrick: [Workers today] need a higher degree of technical skills; they need a better
understanding of the technology that’s running these machines; and they need to be able to interact
with these machines on the fly, which requires a degree of problem-solving skill. When we asked
manufacturers what they’re not seeing in their current workforce, two-thirds or more of
manufacturers told us that technology skills are lacking, that basic technical skills are lacking, and
that problem-solving skills are lacking. Those skills are the ones that are in the most demand for
manufacturers and are the hardest to find these days.
Why are these skills so tough to find in younger workers?
On the technical skills side, you really saw a hollowing out of the manufacturing education
system over the last 25 to 30 years. And that’s true both on the company side and the education
system side. You saw the reduction or the outright elimination of many of the [vocational and
technical] programs available to high schools around the country. You saw companies scaling back
or eliminating apprenticeship programs that were prevalent in the 1940s, ‘50s and ‘60s.

It was a logical approach on both sides because of the real reduction in jobs available in
manufacturing and the belief that manufacturing was disappearing. It was a prudent and logical
decision at the time it was made, but now that manufacturing has rebounded, those programs to
train individuals to enter those careers simply aren’t there anymore. We need to restart them
through a combination of programs run or offered by manufacturers and by high schools or at the
college level.

7
Solution:

45% of employers say they can't find the skills they need
Redesigned career paths let the skilled advance within their jobs
Talent-based manager selection boosts engagement
The skilled labor shortage is affecting companies all over the world. According to the
latest Manpower "Talent Shortage Survey" 44% of employers across the globe report
they cannot find the skills they need.
While this system offers workers a clear, defined advancement path, the negative
effects are reflected in both the shortage of skilled labor and the terrible state of
people management across the world -- highlighted by a 15% global employee
engagement rate.
Indeed, Gallup finds that 70% of the variance in engagement can be attributed
to the direct manager and only 30% to organizational structures and processes.
This is how it works: As people become better at their jobs, their pay and -- equally
importantly -- their status and responsibilities increase.
This approach allows the talented and skilled to develop excellence in one role
instead of switching roles for the sole purpose of advancing in the company.
In addition, pay structure is shifted to a broad-banding system, where the entry pay
for a higher-level role is less than the top-end pay of a lower-level role, e.g., the
expert salesman earns more than the new sales manager.
Such a system indicates that the business puts financial value on excellent
performance and recognizes developmental achievements, too.
Naturally, that changes a company's management promotion system. And
while it keeps skilled labor in skilled positions, it does force companies to reckon
with this issue: how to select managers if prior role success isn't the key criterion.
Gallup has done extensive research into what predicts management excellence and
has found five innate talents -- i.e., natural capacity for excellence -- best predict a
manager's success:

Motivator: They challenge their teams and selves to continually improve and deliver
distinguished performance.
Assertiveness: They overcome challenges, adversities and resistance.
Accountability: They assume ultimate responsibility for their teams' successes and
create the structure and processes to help their teams deliver on expectations.
Relationships: They build a positive, engaging work environment where their teams
create strong relationships with one another and with clients.

8
Decision-Making: They solve the many complex issues and problems inherent to the
role by thinking ahead, planning for contingencies, balancing competing interests and
taking an analytical approach.
There's no reason that a high-performing individual contributor can't have these
qualities. But there's also no reason to assume she does, simply because she's been so
successful in her current role.

Better Business Outcomes

Companies that value performance must value potential -- and discover how to
develop it on an individual basis.

When companies select for talent in a position rather than using managerial positions
as a reward, everyone wins.

Indeed, our research shows that managers selected because of their exceptional
managerial talents realized significantly better business outcomes: an increase in
profit of 48%, an increase in employee engagement of 17% and an increase in
productivity of 22%.

And people are more likely to be engaged in their work and less likely to leave a
company if they can use their strengths in a role.

The opportunity is clear: Better careers paths and a new manager selection system
allow organizations to greatly improve their internal allocation of human resources.

But the ongoing need is also clear; Businesses can't succeed without skilled workers.

Competition for them is fierce, and hiring them is costly.

Keeping talented workers where they shine -- and that goes for managers, too -- is a
winning strategy for people, companies and the economy.

Hire skilled workers into the right roles and develop their natural talents:

Use the Clifton Strengths assessment (formerly Strengths Finder) to get the best out
of your people.
Find high-performing candidates for all of your open positions, managerial and
otherwise.
Improve employee engagement with a holistic strategy.

9
Conclusions:
Improving productivity is not an end in itself, but a means to improving
worker’s lives, enterprises’ sustainability, social cohesion and economic
development. Continued improvement of productivity is also a condition for
competitiveness and economic growth. Productivity gains arising from skills
development should be shared between enterprises and workers with society in order
to sustain the virtuous circle of improved productivity, employment growth and
development, and decent work.

10