By Gregg Wartgow, Special to AEM --
The head of the National FFA Organization acknowledges the undeniable talent gap with a segment of today’s youngest generation of workers. To begin closing that gap, manufacturers must adapt the way they go about connecting with younger workers, as well as how they prepare those workers for future leadership roles.
The thing is, the talent gap isn’t the only challenge employers face today. As of September 2024, the U.S. Bureau of Labor Statistics’ JOLT Survey, which measures job openings and labor turnover, showed that roughly 7.4 million jobs remained unfilled because employers couldn’t find individuals with the right skills. At the same time, high school enrollment is declining. That is leading to a talent shortage.
“All of this is creating a war for talent over the next 10 years,” said Scott Stump, CEO of the National FFA. “The manufacturing industry, along with every other industry, are going to be seeking those people with the best skills and leadership potential.”
Stump spoke at AEM’s 2024 Annual Conference back in November. He discussed how the FFA is working to address these issues and advance the development of tomorrow’s leaders.
“We can’t just wait for the talent to come to us,” Stump warned. “We need to take ownership of the issue and help create those leaders as we move forward.”
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Engage Students When They’re Younger
One way the FFA is taking ownership of the talent issue is by casting a wider net. They’ve begun “going younger,” as Stump put it, extending their outreach to students as early as fifth grade.
“We know students are making earlier choices with respect to what they’re interested in and passionate about,” Stump pointed out. As an example, when a student learns to weld earlier in their life, they’re more likely to develop a fascination with it.
Having a strong platform from which to initiate those connections is key. In the case of the National FFA Organization, the AgExplorer page at its website receives roughly 2.7 million views a year. The page allows visitors to “explore” the many ag-related careers that are available, as well as embark on virtual field trips. There’s also a tool to help students home in on careers that are a good fit for their personality type.
Stump said the FFA has also begun increasing emphasis on the skilled trades that are in dire need of fresh talent. Likewise, more attention is being given to the areas of sustainability and ag technology. A larger effort to incite interest in a career as a heavy-duty equipment technician has also been underway.
How can this type of approach apply to an equipment manufacturer?
“Look in the communities where you have facilities,” Stump said. “Connect with the high school and middle school programs. Invite students to visit your sites to explore and become interested. FFA has created what we call ‘day in the life’ videos to showcase what some of these in-demand jobs are like. If you as a manufacturer have the people and resources to do something similar, it can really help expand talent development.”
Provide Authentic Experiences
FFA has a nearly century-old motto of “learning to do, doing to learn, earning to live, and living to serve.” Stump said that in the war for talent, additional emphasis should be directed to the “doing to learn” component.
“Leadership growth does not happen unless you practice it,” Stump reminded.
But there’s a problem.
Back in the mid-1980s, Stump said 40-50% of high school students gained some type of work experience, such as holding down a part-time or summer job. Stump himself worked at his grandfather’s ag equipment dealership, sweeping floors and stocking parts.
“I learned about work ethic and the value of time being applied to a task,” Stump related. He also learned from watching his grandfather always put customers first and go the extra mile.
“The problem today is that just one-third of high school students have any kind of work experience before they graduate,” Stump pointed out. “For students of color and those at or below the poverty line, it’s only about one in five students.”
Think about the implications of that in terms of young people’s capacity as workers and leaders. Furthermore, those students haven’t had the opportunity to learn from a mentor like Stump did.
“It is critical that we get more students back to work,” Stump said. “The FFA has made this a priority. Around 52% of our student members either have a job, have started their own business, or are conducting research trying to solve problems in this space.”
Stump said other industry stakeholders can open up their manufacturing facilities and dealerships to things like tours and job shadowing so young people can begin gaining those important workplace experiences. On that note, the FFA has entered into an agreement with an employment agency to develop a job description that students under the age of 18 can legally fulfill. It’s an important step.
“If you want to win the war for talent, you need to be the first to invite these young students into your workplaces,” Stump said. “When you establish a relationship with them early, they’ll have a higher propensity to stay.”
What is the Next Generation Looking for in the Workplace?
Stump said the FFA’s “living to serve” tenet can be especially impactful with the younger generation.
Gen Z (age 27 and younger) wants to work for an organization whose values align with their own. Given that predisposition, it’s wise to think about the way in which your company goes about interviewing job candidates. Historically speaking, the employer asks all the questions. Nowadays, it’s important to give the applicant plenty of opportunity to ask some questions of their own so they can get to know your company.
Gen Z is also looking to remain relatively close to home. This can pose a challenge for manufacturers in rural communities who are trying to recruit college graduates in fields like data programming. Stump said the FFA is taking actions to help ensure strong rural communities into the future.
Gen Z is also very aspirational. In fact, Stump said many expect to be promoted within two or three years. That might sound ridiculous to someone who started their career 25 years ago. But Gen Z has grown up during the age of social media where everything is a comparison and quest for acknowledgement. When they see others getting promotions, they feel like it should be happening to them, too. Stump said companies have different ways to satisfy this need. In lieu of a full-blown promotion, an employee could be put on a special project that helps provide the elevated experience they are craving, for example.
The 40-hour workweek is also important to Gen Z. That doesn’t mean they are lazy. Stump said Gen Z will be intense when they’re on the job, but also value their free time on the nights and weekends. “They just look at life a bit differently than some previous generations,” Stump said.
“That does not mean Gen Z is leadership-deficient,” Stump added. “I also believe their work ethic is as strong as ever. Companies just need to think about how they shape the work environment for this generation, because this generation will ultimately be an asset.”
