us_pip_peoplemanagementreport_100509

us_pip_peoplemanagementreport_100509 - People and...

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People and profitability A time for change A 2009 people management practices survey of the manufacturing industry
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Table of contents 1 3 6 10 13 14 15 Executive summary: New aspirations, old tactics A shortage of specific skills persists A high-skilled, flexible workforce is recognized as critical to business success A quantum leap is needed in people management practices The path to success Demographics and methodology Appendix All survey data and statistics referenced and presented in this report, as well as the representations made and opinions expressed, unless specifically described otherwise, pertain only to the participating organizations and their responses to the Manufacturing Industry People Management Practices Survey conducted in May 2009. In tough economic times with high unemployment and the loss of jobs, it is difficult to focus on workforce skills development. In reality, we have no better time. ... True economic reform means not only righting our economic ship but also pursuing the strategies that will ensure we maintain our competitiveness — our manufacturing competitiveness — into the future. — Emily DeRocco, President, The Manufacturing Institute
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People and Profitability A time for change 1 Executive summary: New aspirations, old tactics In May 2009, Deloitte, The Manufacturing Institute, and Oracle jointly conducted a national survey of manufacturing organizations to assess the future importance of, and current performance of, “People Management Practices” relative to business success. These manufacturing organizations were also asked to identify the top drivers of their future business success, and to comment on talent shortages experienced today and expected within the next two to three years. We believe this report serves as an important supplement to the 2005 Skills Gap Report – A survey of the American manufacturing workforce (issued jointly by Deloitte, the National Association of Manufacturers, and The Manufacturing Institute). This new report indicates an ongoing talent challenge facing manufacturing organizations and a continued need for them to embrace new and progressive talent strategies. The key findings of this report are: A shortage of specific skills persists •± A high-skilled, flexible workforce continues to be •± recognized as critical to business success The most profitable companies consistently assign a •± higher importance to talent and People Management Practices compared to the least profitable companies Significant gaps exist between the future importance •± of People Management Practices compared to current performance Even during this period of significant economic challenge and among this hard-hit industry group, the importance of careful talent management to business success is resounding.
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This note was uploaded on 10/24/2011 for the course IE 351 taught by Professor Wil during the Spring '08 term at Lehigh University .

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us_pip_peoplemanagementreport_100509 - People and...

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