The Mini-MBA Strategic Operations Business Executive (SOBE) is equivalent to an MBA level course taught at American Universities and modified to provide participants with the most up-to-date tools. Successful completion of the course makes you a Certified Strategic Operations Business Executive.
Exclusive pre-event interview with Walter Siegenthaler
"People with the right skills and the right attitude, modern equipment that makes it attractive for young people to work on, thus forming the key drivers of manufacturing competitiveness." - Walter Siegenthaler, Executive Vice President - Max Daetwyler Corporation, US.
In your opinion, how can the image of manufacturing sector be changed?
“Manufacturing companies have to open their doors for plant tours, invite teachers, students and their parents to tour the facility. Short videos can also help to show thatadvances manufacturing is clean, exciting and rewarding.”
How do you think the outcomes of STEM education can be improved?
“Working together with schools (teachers) to give them a better understanding of how STEM is applied in manufacturing. Teachers will teach more enthusiastically when they understand how what they teach is used in real life.”
In the manufacturing sector, how can recruiting be redesigned?
“We cannot just hire from each other, we need to grow the pool of available skilled people. A good way is through apprenticeships, but manufacturers need to understand that they have to do their part in educating young people, the government or the colleges will not be able to produce the skilled labor we need.”
What do you think are the key drivers of manufacturing competitiveness?
“People with the right skills and the right attitude, modern equipment that makes it attractive for young people to work on."
What role do apprenticeship programs play in the manufacturing sector and how do you think they can they be taken to the next level?
“As mentioned above, we need apprenticeship programs to create the pool of skilled workers we need. There are examples of very good apprenticeship programs which can be “copied” in other areas. It starts with manufacturers realizing that they have a shortage of skilled labor and that they have to do something about it. It is not a short term fix but apprenticeships have proven themselves for many years in Europe, so we just have to adapt the European systems to the US. We have to show young people that an apprenticeship is the foundation for a rewarding career.”
Interested in this topic?
Certified Advanced Senior Project Manager (ASPM)
This 5-day training course will help you manage each stage of the project life cycle, work within organizational and cost constraints, set goals tied directly to stakeholder needs and get the most from your project management team.
ILM Certified Women In Leadership
This 3 day course will help women to develop their leadership, communication, innovation and change, and equip them to move into or progress in leadership roles. The event sets some key elements of the leadership role needed for women working in the Middle East.
To be, or not to be, local-plus
A successful compensation strategy involves keeping expatriates motivated while maintaining a competitive advantage by achieving a company’s corporate goals and budgets. While in theory this seems achievable, in practice there are many challenges with expatriate compensation that cause problems for companies. Many are in a battle to win external talent, and to retain internal talent. At the same time, cost pressures to reduce the expense of international assignments is increasing. The balance-sheet approach is expensive relative to the fact that a very small proportion of a company’s overall total employee workforce (e.g., perhaps 5 percent of employees in total) may be incurring 60 or 70 percent of total salary costs. Not surprisingly, for many years this was a major reason why expatriates agreed to go. There is also the tax equalization expense when assignees relocate from low tax to high tax countries.
Global mobility – a competitive advantage for international business
Despite the stop/start nature of the global economic recovery, one thing that is perennially on the agenda of CEOs and HR leaders is the war for talent. McKinsey in their latest Quarterly Review (1) suggest that ‘progress towards globalisation’s new era will be uneven for economies and companies alike’. Knowledge in the new intangible assets world will certainly mean power. In the digital global age there will inevitably be a demand for new breeds of talent – emanating from both emerged and emerging countries.
All change? Global mobility’s role towards 2020
In this White Paper Santa Fe assess the on-going debate about the role of global mobility within organisations; should they aim to be more strategic, and if so how should they go about doing so? We draw from both the RES Forum Annual Report 2015 and Santa Fe Global Mobility Survey 2014 and 2015 and in addition, other industry research and sources as well as academic research.