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The skills shortage challenge facing the aerospace and advanced manufacturing sectors is ubiquitous throughout the UK, Europe, and the US. The Covid-19 pandemic catalysed an era of early retirements. When this is combined with ongoing retention challenges and appealing to the next generation of job seekers, industry now faces an employment gap that impacts recruitment, retention, and retirement.
In a recent report by McKinsey & Company on Closing the talent gap for aerospace & defence, the global management consultancy recommended several areas in responding to the skills gap: the identification of missing skills, simplify the hiring process, retrain current employees where necessary, improve company culture to boost performance and experience, and change HR practices to effectively manage and maximise talent1. This is not a comprehensive approach; however, it does provide starting blocks in recognising where initiative-taking measures can be implemented by businesses.
Aerospace primes are proactively going into schools and using STEM exercises with their current apprenticeship intake and early career teams. These groups seek to make engineering relevant to young people who are considering their next steps before they make choices on exam subjects, further education, and/or vocational opportunities. Whilst this approach might work for a large company, WEAF recognises that not all organisations have the capacity, budget, or time to engage with schools on what they do.
However, taking the time to understand the skills gaps within your business is a meaningful and critical exercise to help address the issue. By spending time now reflecting on areas which need attention could help with recruitment problems in the long-term.
Consequently, if the issue for your business is appealing to the younger generation, then networking and fostering relationships with local schools and colleges will be a useful implementation. The educational institutions can help advise when there are career fayres, upcoming work experience placements, and if there are any opportunities for your business to go into classrooms to promote what you do.
There is a common misconception of what engineering is and its wider appeal to all genders, so through more economical means, such as social media and marketing – industry can breakdown stereotypes of inclusivity and highlight the innovative technologies and people that make the industry appealing, exciting, and high-tech for long-term careers.
WEAF has been engaging with its membership to understand the barriers and challenges to the skills gap. This has been achieved through WEAF’s regional Cluster Days, the organisation is providing a forum for members within a variety of roles, ranging from MDs, HR leads to engineers, to discuss the skills gap and present some answers and effective practices already in use.
Education is key: Engagement with local colleges and universities can help shape courses in the field of aerospace engineering, with continuous feedback from industry this ensures alignment with workforce needs.
“Educating the Educators” is critical, involving direct engagement with teachers helps foster a better understanding of industry requirements. However, it goes further than schools and STEM engagement at a later primary school age – there is the significant role parents play and opening their eyes to careers within the advanced manufacturing sector as a positive pathway.
Apprenticeships & Training
Other suggestions presented within a recent cluster meeting included clear “signposts” on directing potential apprentices towards the accessibility of funding opportunities and relevant courses. Furthermore, if there are no age restrictions in this area, it can also contribute to the retention issue for retraining people already working within industry into a different role.
Another area of exploration is the offer of trial periods for apprenticeships allowing both the employer and the trainee to ensure this is the right partnership for all parties. This can help tackle retention further down the line, where in some instances employers invest in young people who move elsewhere after training.
Upskilling the current workforce through the investment of training and development in existing employees can enhance skills and productivity, as it uses those within the current workforce.
These solutions are not a one-size fits all and each company needs to assess what works best with its resources. One commodity we can all use more efficiently is time in tackling the problem now and evaluating the short-, medium- long-term demands for resource. Another reasonable fix is collaboration through the sharing of ideas and solutions to maximise efficiency and support across the sectors.
Finally, you can reach out to WEAF who can support you in engaging with relevant industry and educational stakeholders. There is also the opportunity to attend our next regional Cluster Meeting (see our events page), where you can be part of the discussion.
In addition, WEAF has established a Skills Action Group focussed on skills development and STEM learning. This working group is committed to supporting our members and the aerospace and advanced manufacturing sector in the South West to foster growth and enhance skills and capabilities.
Learn more here: Action Groups
For further information:
Closing the talent gap for aerospace & defense | McKinsey
About WEAF:
WEAF is the trade association for all companies operating in the Aerospace & Defence sector in the South West.
As one of the largest aerospace and advanced engineering clusters in Europe, we can provide a strong voice for our members, as well as representation and access to prominent regional, national, and international decision makers in industry and government.
By providing support and new opportunities for our members, we strive to improve efficiency and effectiveness in the supply chain and bring stakeholders together to create one cohesive community.