With Climate Change continuing to be a major point of discussion, many industries continue to seek and find new ways to reduce their emissions. One of the larger industries to make headlines recently has been steel for a few different reasons…

On December 6th of last year, Elizabeth Brotherton-Bunch from the American Alliance for American Manufacturing (AAM) wrote an article titled: “U.S. and EU are Said to Be Weighing ‘Climate-Based Tariffs’ on Chinese Steel.” In it, Brotherton-Bunch explains that China is responsible for over 60% of global emissions from steel plants and half of the world’s steel production. This is causing not only record pollution, but a global surplus. “…climate change is a real problem, and one that cannot be properly addressed unless China reduces its carbon emissions, and that can’t happen unless China reduces the pollution emitted by its steel industry.”

It’s not all bad news though, because 9 days later, Brotherton-Bunch wrote a follow up piece titled: “America’s Steelmakers and Workers are ‘Well-Positioned’ to Lead the Way on Clean Steel.” U.S. Steel intends to be carbon neutral by 2050 and produces more low-carbon steel than any similarly competitive country. Additionally, growth seems ripe with opportunity: “The global market for clean steel is expected to be 20,000 to 25,000 million tones through 2050, equivalent to around $10 to $15 trillion in cumulative steel sales.” In addition, “if the U.S. is able to capture a ‘$570-810 billion share of that market by focusing on opportunities in North America,’ about 30,000 new jobs will be created…”

More locally, many Connecticut manufacturers are going above and beyond to ensure sustainability of their products and practices. During a time when greenwashing is prevalent, here are a couple of manufacturers that are putting in the work to significantly reduce their carbon footprints.

AMGRAPH Packaging, Inc has been at the forefront of sustainability since 1984. From their water-based inks and adhesives and product research investment, to their fuel cells and insulated concrete facility that requires up to 71% less energy for heating and cooling, AMGRAPH is wholly committed to environmentalism. They even prioritize zero landfill waste. To learn more about their packaging solutions Contact Amgraph. For a full list of the many measures they take to maintain environmental stewardship, be sure to check out their sustainability page.

Another Connecticut company of note for their green practices is Preferred Utilities based in Danbury. Preferred installed a fuel tank on their site that can burn Bio-Residual Oil (BRO-500), which is a renewable and plentiful resource. BRO-500 is produced from recycled fats and oils such as used cooking oil, inedible corn oil, animal fat and other vegetable oils. It has been used at Preferred’s facility since 2018. To obtain more info on how you with make your fuel consumption more sustainable, Contact Preferred.

If you’re a CT manufacturer and would like to highlight your sustainability practices, Contact Us.

As the strains from the COVID-19 pandemic lessen, some employers are increasingly providing workplace amenities to entice workers back to the office. Hanna Snyder Gambini writes about this in her article titled “Employers turn to amenities to lure workers back to the office,” published November 21 in the Hartford Business Journal.

From soundproof phone booths to golf simulators, Connecticut Wealth Management is kicking out the cubicles in favor of spaces it hopes will foster better workplace collaboration and comfort in equal measure. By allowing employees to partake in activities after work that they’d normally have to leave the office for, CTWM aims to strengthen workforce ties.

Communal spaces that seem more like lounges instead of seas of cubicles is where workplace design is headed. Airy, open spaces that encourage interaction are the goal. But privacy, and the comfort it provides, is just as important to this design philosophy and was what led to the introduction of soundproof phone booths and Steelcase work tents.

Another means to support workplace collaboration and minimize distraction is addressing the rising costs associated with commuting. Lunch and gas costs being the main culprits, some employers are investing in desirable cafeteria settings. Travelers Cos., a property and casualty insurer, did precisely that in Hartford with a space that offers numerous food and drink vendors and seats hundreds of employees.

Changes to the office environment should be a two-prong approach explains Jennifer Gaggion, a Board Member of the Connecticut Manufacturer’s Resource Group. “It’s imperative that design changes include the input of HR to ensure the transformation of the workplace can be supported culturally and aligns with the business strategy.”

Should more large companies require employees to come into the office, we may start to see workplace landscapes reemerge and working from home diminish. For now, though, according to an HBJ poll referenced in the article above, most employers aren’t requiring five full days back in the office just yet.

“We’ve learned working from home can be highly productive for organizations. Now it’s a matter of striking a balance by creating spaces that foster the desire to return to the office – even if only for a modified week,” Gaggion says.

This transitional period is pivotal in establishing and reestablishing workforce synergy. If your business is seeking assistance designing an environment befitting its workplace culture, feel free to contact us.

Happy New Year! We hope your festivities were refreshing because there’s work to be done to build on the momentum of 2022. During this season of resolutions and champagne, we’d like to look back at what made 2022 one of the most significant years for American manufacturing in recent memory. According to the Alliance for American Manufacturing’s Tyler Vazquez the top story was A Factory Resurgence.

“From electric vehicles to batteries to solar panels to semiconductors, corporations big and small invested billions upon billions of dollars this year into planned factories and manufacturing facilities…” And with new facilities come new jobs. An impressive 750,000 new factory jobs were created since January 2021 and over 45,000 jobs are expected with these new ventures in the coming years. These anticipated numbers are bolstered largely by the domestic production of semiconductors with 40 projects already in the works.

The big names looking to build plants in various states are familiar ones: Intel, Micron, and Texas Instruments are just some of the players. All of this is made possible by The CHIPS and Science Act that was passed last year providing $52 billion in direct funding and $170 billion for R&D of these integral computer components. The pay looks good too with Intel anticipating $135,000 as the average yearly salary among its new Ohio facility workers.

Further North in Detroit, automobile manufacturers made significant moves last year to grow the American EV market. With production of the Ford F-150 Lightning underway, consumers now have a fully electric alternative to the most popular American automobile. Beside General Motors also intends to fully transition to EV production, though it’s unclear how long that will take. GM has said it will invest billions to achieve this lofty goal.

But EV’s are only as good as the batteries powering them. Across the country, from Indiana to Kansas and North Carolina to Tennessee, companies such as Stellanis, Samsung, Panasonic, and others plan to heavily invest in better battery technology for electric and hybrid vehicles. Charging stations are also in the sights of the San Francisco-based company TeraWatt, which hopes to expand nationwide.

Speaking of nationwide expansion, it was a whirlwind of a year for U.S. solar but one that will lead to significant development in the coming years. Thanks to the financial flexibility afforded by the Inflation Reduction Act, companies such as First Solar, Enel North America, and Cubic PV are planning to build several facilities. These factories will go a long way toward making America more competitive in the global solar market.

Of course, many of these developments will continue to require substantial federal backing. But the initiative to bring manufacturing back to domestic soil following a global pandemic is a significant step forward. For more details on the successes of 2022, check out the AAM article. Are you ready for the potential growth and employment challenges of 2023? If not, contact us for assistance.

As a champion of the neurodiverse community, I’m sometimes frustrated by the misunderstandings people have about the capabilities of neurodiverse people. This is a challenge when attempting to get more manufacturers interested in employing this demographic.

While it pleases me to see big companies like Microsoft, SAP, JP Morgan Chase, and Hewlett Packard actively recruiting this segment of the population into their workforces with unanimously successful results, for every company that has a neurodiverse hiring program, there are thousands who don’t.

This begs the question: why not?

Recent conversations I’ve had with three manufacturers quickly revealed why they’re not recruiting neurodiverse workers. One said the work they do is “too complicated.” The second said their “machinery is very expensive” (the implication being that such an employee might break it). The third, an aerospace manufacturer, said their industry requires too much precision.

The common thread among their feedback is the misconception that “neurodiverse” somehow equals “intellectually disabled.” But they are NOT the same. At all.

While looking for the best way to explain neurodiversity I came across a TEDX Talk by Elisabeth Wiklander, a world class cellist with the London Philharmonic Orchestra who was diagnosed with Asperger’s, a form of autism, at age 28.

This incredibly gifted young woman explains it beautifully. “Autism doesn’t necessarily equal disability,” Wiklander says. “Thankfully, we have a word that challenges this negative terminology: neurodiversity. Neurodiversity describes how diverse we are as human beings from a neurological perspective. It suggests that the many variations of human brains, like autistic ones, should be accepted as a natural and valuable part of humanity’s genetic legacy.”

Wiklander goes on to say that many of our most important inventions, pieces of art and music, and scientific discoveries have come from autistic minds. A quick Google search can confirm this. Researchers have long suspected that Albert Einstein, Sir Issac Newton, Charles Darwin, Wolfgang Amadeus Mozart, and artist Michelangelo di Ludovico Buonarroti were all on the autism spectrum. Today’s entertainment industry is filled with people who have been diagnosed with autism, including Jerry Seinfeld, Bob Dylan, Dan Akryoyd, Anthony Hopkins, and creative genius Tim Burton.

Wiklander notes that autism can have catastrophic impacts on people’s lives, but that it’s not because of the autism itself, but because of the ignorance of it. “If we need a cure for anything,” she adds, “it’s not for autism. It’s for ignorance and intolerance.”

Recognizing how we differ from each other from a neurological perspective helps us to coexist more easily without having to hide who we are. This, Wiklander says, allows our “natural skills, talents, and creativity more freedom to roam, not just for people on the autism spectrum, but for all.”

Wilkander says although her autism negatively affected her social interactions with family and friends for many years before she was diagnosed, they have since embraced her uniqueness, just as she has. She sees her autism as something positive. “My mind had been blessed with gifts, like analytical skills, intense mental focus, and high capacity for memorizing information,” she says.

Neurodiverse people have a great deal to contribute, but they need to be given the chance. In closing her Ted talk, Wilklander says, “Every human being is a resource, and society has to broaden its framework to allow everyone a place in it.”

This includes the manufacturing industry. If you’re looking for capable, dedicated, reliable employees, Contact Us to help you create a program for recruiting, onboarding, and retaining neurodiverse individuals.

According to a recent article published by the Alliance for American Manufacturing, products purchased with federal taxpayer dollars will now need to be made with at least 60% American-made component parts in order to meet Buy American Act (BAA) requirements.

The requirement went into effect October 25, 2022 and reflects an increase from the previous requirement of 55%. This is the first of three planned gradual increases that are expected to culminate with a final requirement of 75% by 2029.

The BAA statute encourages federal agencies to procure manufactured end products or construction materials from U.S. suppliers. It is designed to increase reliance on domestic supply chains and ultimately reduce the need to spend taxpayer dollars on foreign-made goods.

“This increase in the domestic content threshold is a key part of the Administration’s strategic approach to leveraging federal purchasing power to invest in American industry and all of America’s workers,” Livia Shmavonian, the director of the White House’s Made in America Office, said in a statement to The Hill. “We’re sending a clear signal to the business community to drive new investments, to create good paying jobs, and to fill gaps in our supply chain – and it’s working.”

If our recent (and sometimes ugly) midterm elections taught us anything, it’s that all Americans, regardless of party affiliation, want to keep manufacturing strong in the U.S. According to another Alliance for Manufacturing article published immediately after the elections, democratic and republican candidates who championed policies aimed at reshoring fared very well at the polls.

As with most government statues, there are exceptions and allowances for waivers in the BAA, as noted in Federal Acquisition Regulation 25 (FAR 25.101). But many of these will be phased out over time, and manufacturers will need to increasingly focus on replacing their foreign suppliers with domestic ones.

We can help you find vetted, domestic suppliers. Contact us to learn more.

In late October, I attended an event called “Attracting Top Talent” that was presented by the CT Entrepreneurs Forum (CEF). It was geared towards startups. As a rule, I work exclusively with established CT manufacturers and my area of expertise is business development and marketing. However, in the past few weeks I have been pulled into the HR realm by several of my clients.  So, I decided to attend.

The format was a panel discussion comprised of the following individuals:

Moderator: Josh Hollander – CEO, Horton International North America
Panelist: Leesa Schipani – Partner, Kardas Larson (and CTmrg board member)
Panelist: Anurag Shah – Co-Founder & CEO, Aureus Analytics
Panelist: Earl Valencia – Co-Founder & Chief Business Officer, Plentina

There were quite a few takeaways. Some might be familiar, but it’s always good to get a refresher:

1. Personality and fit are as important as skills. “Can do” differs from “Will do.” When building a culture, it’s important that the team members can work together in a positive environment.
2. If part time to start is an option, make sure it fits the role. This might work for marketing, finance, and support roles. However, it may not work for technical and engineering roles, as it may not be structured enough for them.
3. Good management is all about relationships. If you’re in it for the employees first and the company second, you’ll have greater retention. It’s important to care about your people.
4. Core values should be truth and transparency. One panelist spoke about being truthful to a potential employee, sharing both the pros and cons of working for the business.
5. There was a discussion about ESG (Environmental, Social and Governance) and why now is not the time to cut this from the budget.

Some other takeaways that are relevant for startups include:

1. The definition of top talent differs at different stages of the business. Early on, anyone who’s willing to work with you is considered top talent.
2. Ask the potential employee what their 5-year plan is. Does it match working with a startup?
3. Equity vs. full pay. Younger employees are more interested in full pay, since they’re just starting to build a nest egg. A more seasoned employee might be better positioned to accept an equity deal.
4. One challenge is that your most valuable employees when starting your business (generalists) aren’t always your most valuable employees as you grow (specialists).
5. An employee satisfaction survey should be part of the overall company evaluation.
6. Advisory boards are beneficial. Set aside equity for advisors, and choose leaders of companies that are several stages ahead of you.
7. The CEO and management team need to embrace their roles as Chief Talent Officers (CTOs).

The discussion with the panel reminded me that HR, like most other aspects of business, is all about communication. These days, the information you’re putting out there for potential employees to see is as important as what you’re providing potential customers. It is critical to manage HR like business development. Don’t always be reaching out. Create content that interests top talent and attracts them to your company. Also, if you have a recruitment referral bonus program for your employees, teach them how to be ambassadors for your company. It doesn’t help to go from a $500 bonus to a $1,000 bonus if employees don’t have the tools to promote working at the company.

Overall, it was an excellent event. The speakers were very knowledgeable and shared some great insights. The venue was also very nice. The event was hosted at the Trinity College Liberal Arts Action Lab at Constitution Plaza, a very convenient location in downtown Hartford. I would consider attending more CEF events.

If you need a communication plan, contact us and together we can discover the right approach for your HR needs.

Thanks to Leesa Schipani for sharing this blog from her Kardas Larson website.

What is behavioral interviewing?

Most hiring managers learn how to interview by being interviewed. To effectively understand a candidate’s ability to succeed in your workplace, try focusing on past behaviors to predict future performance. Too often hiring managers offer up hypothetical situations and ask what the candidate would do. Digging to find a time when the candidate was faced with the same situation in a previous job or completing a school project, generally provides greater insights.

Why is behavioral interviewing better?

Read the blog for the answers.

If you follow us on LinkedIn or read our Blog, you know we’ve highlighted the benefits of hiring neurodiverse individuals in manufacturing roles. This community possesses many positive characteristics, starting with the fact that they are rule followers.

If you want them to be at the plant at 7:00 am, they will be there at that time. They are also not averse to repetitive actions. While other people find these kinds of tasks to be tedious or boring, they get into a groove, especially when allowed to listen to music while working. Finally, since they often aren’t as social as neurotypical individuals, the employer isn’t faced with the battle of the cell phone.

These characteristics make neurodiverse employees ideal. However, they do require some accommodations when it comes to hiring, onboarding, and retaining them.

One company that does an excellent job at this is Hobbs Medical in Stafford Springs, CT. Hobbs Medical is a small medical device manufacturer. Their industry requires precision work, and Hobbs has found this can be accomplished with neurodiverse employees.

Some of the onboarding techniques they have embraced are:

Hiring
Start new hires as part time, temporary employees (5-hour days, 5 days a week, for 3 months)

• Employer advantage: if it doesn’t work out, they’re not strapped with someone who doesn’t fit, or faced with an unemployment expense

• Employee benefit: They may not have worked full time before. This eases them into the job, which can help them be more successful

Onboarding
Send paperwork home in advance

• Sudden paperwork can stress out a neurodiverse individual (what if I don’t know an answer? How long can I take to fill this out?).

• Completing the paperwork in advance allows them to get to work faster and doesn’t start their employment with a negative experience.

Tools
Provide them with manuals and videos to remind them how to do something.

• They’re more comfortable with this, versus having to ask someone a question.

How do I know these techniques work? My son, Patrick, is a neurodiverse individual, and a recent hire at Hobbs Medical. I witnessed their practices while watching him go through the hiring process. Hobbs’ process helped him achieve success that he might not have had otherwise. The end result?

• Completing the paperwork in advance was very helpful for him. He could just go in and begin training for his position immediately.
  
• He likes that he has tools that remind him how to do a particular task, so he doesn’t have to interrupt someone who’s working to ask questions.
  
• Patrick was hired full time less than two months into his temporary position.

By the way, I mentioned rule following: He’s there at 6:50 every morning for a 7:00 a.m. start.

If you’re interested in exploring ways to incorporate neurodiverse individuals into your manufacturing environment, Contact Us and we can get you started.