GM Is Constructing Its Personal Expertise Pipeline. Extra Companies Ought to Pay Consideration
Stop hunting for talent. Start building it.
When a critical supplier falls short, smart companies don’t just wait. They build alternatives.
So why do businesses treat talent shortages differently? A vacant role isn’t just an open requisition. It can mean lost revenue, overworked employees, and opportunities you can’t take.
If your talent strategy starts and ends with posting a job, you don’t have a hiring problem. You have a supply problem.
GM CEO Mary Barra has called America’s attitude
GM CEO Mary Barra has called America’s attitude toward skilled trades a “societal problem.” GM is doing more than identifying the problem. It’s investing in developing the people it needs.
Refreshed leadership advice from CEO Stephanie Mehta
Build the capability your growth requires
In May, GM reported investing nearly $200 million over the preceding year to grow and modernize skilled-trades careers. The company also reported placing approximately 90 new skilled-trades apprentices across its U.S. manufacturing operations in April. Their four-year program combines classroom instruction with practical experience alongside experienced workers.
What interests me is the systems decision behind that investment. GM needs specific capabilities. It’s helping develop them instead of depending entirely on finding people who already have them.
If your growth requires skills you repeatedly struggle to hire, the shortage belongs in your operating plan. Which capabilities will you need? How long do they take to develop? Who could help you develop them before the next vacancy becomes urgent?
Source: www.inc.com
