POWER UP A WINNER - Plant Services

Crisis COrner
Contributing editor
Let’s Get Out of This hOLe
It’s time to prepare for the economy to turn around
Never before have we had an economic downturn
dominated by a 24-hour news cycle. As soon as we see a little
upward movement, somebody throws out another depressing
statistic, trumped-up scandal or sensational tidbit apparently
designed to catch attention and sow fresh fears.
Now pundits are pushing the idea of a depression as the
economy continues spiraling down. What a difference a few
years can make. As little as a year ago, the general mood was,
“Hey, we are the U.S.A., let’s party and spend money on the
latest thing, regardless of need, with or without the cash to pay
for it.” My late father once grabbed my arm from his hospital
bed in the cancer ward and said with tears in his eyes, “Son, the
country will be going through a depression soon and you’ve got
to be ready.” At the time it seemed like an impossibility.
A few years later, major banks, businesses and industries
are on the brink of bankruptcy, mortgage foreclosures are at
all-time highs and crowds of unemployed gather at every job
fair. Yes, all of America now knows that the party is over.
But this economic downturn is showing silver linings that
might mitigate the maintenance crisis. For example, we won’t
see the projected rapid exodus of skilled boomer-aged workers
because would-be retirees now must put in more years to
rebuild their retirement savings. Also, the general public is no
longer so snooty about jobs in the technical and skilled trades.
The federal government is taking the lead by backing numerous
initiatives to attack the enormous deferred maintenance
backlog of our nation’s infrastructure. Companies that have
chosen to avoid performing maintenance are facing more
public scrutiny in the aftermath of the now infamous roof leaks
at Georgia Peanut Corp. that contributed to the deaths of more
than 30 people and generated Congressional hearings.
Now, we have to find a way to reverse the spiral and get out
of this economic hole. Common sense says that training, new
technologies and efficiency programs are part of the pathway
to prosperity. However, we also must deal with the training
paradox: When times are good, companies have the money, but
don’t have time to send people to training sessions. When the
economy is bad, they have the time but no funds to spare.
Replenished with $4.5 billion, the Workforce Investment
Act of 1998 allows locations around the country to gear up
quickly to implement a variety of training projects. These
range from training displaced workers for growth sectors to
youth-development programs, as well as some incumbentworker
training.
This eCONOmic downturn is showiNG
silver liniNGs that might mitigate
the maintenaNCe crisis.
The Department of Commerce has a Workforce Development
executive director to manage the One-Stop or JobLink
centers in each state. Each state is divided into workforce
regions and has a Workforce Advisory Board and executive
director to identify areas of need and to implement solutions
to resolve these challenges. In April and June 2009, Workforce
Investment Funding will be hitting state treasuries to
be dispatched to the regions with approved plans. Numerous
projects around the country will begin this summer and fall.
Those interested in upgrading workforce performance
and garnering professional assistance can take action. Meet
the key people who can help you. Your local, county, region
and state economic development teams are busy working to
establish an environment to grow and maintain the business
community. They are sensitive to incumbent workforce
training and can connect you to new initiatives that retain
and grow workforce skill levels.
Reach out to the continuing education wing of your local
universities, community colleges and private technical
schools. Connect with your state, region and local workforce
development boards to forge a strong relationship with the
executive director. Shared problems can lead to shared solutions.
As you get to know these public officials, provide them
with facility tours and let them see your company’s opportunities
and challenges.
Those who have a plan are rewarded. Perform a workforce
needs analysis to determine your current and future requirements.
Then, construct a workforce development plan with a
strategy geared for retention, recruitment and training.
Companies that get connected, share their challenges and
develop strategies will be the ones that receive maximum internal
and external assistance. They will be ready to emerge
from this downturn with renewed focus and vigor to handle
future growth as economic skies clear.
E-mail Contributing Editor Joel Leonard at joel@skilltv.net.
www.PLANTSERVICES.com APRIL 2009 15