WORKFORCE DEVELOPMENT
‘Manufacturers see numerous benefits to investing in industrial digital technologies’
workplace or further trained for other jobs in the company.’
Te gender divide Te other shortage present in mechanical and plant engineering is that of female workers, with only 9.2 per cent of engineers in the industry being women, according to Šeimys, who said mechanical engineering is the sector with the lowest proportion of women compared with other important industrial sectors. Tankfully, numerous initiatives are
24 year olds into training to provide them with a career opportunity and support organisations with skills shortages. Make UK is also involved with training hundreds of apprentices each year in a range of engineering and manufacturing courses. Te organisation also conducts policy and
campaigning work to influence government policy and ensure the issues that matter to UK manufacturing are heard. ‘Our work focuses on backing and campaigning our sector, strengthening the UK’s industrial base, and increasing productivity and wealth creation across every region, boosting our economy and helping to deliver the much-needed levelling up agenda,’ says Bharkhada.
Digital transformation A big part of addressing the skills shortage is not only getting more young people into technical professions, but also developing the skills of those across the mechanical and plant engineering talent pipeline. ‘Te demands on the workforce in our
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companies are changing ever faster,’ says Šeimys. ‘Tis development is driven by the digital transformation and the challenges of climate change and sustainable production. Tis affects the entire value chain in a company, and thus the entire workforce.’ Skills therefore need to be developed,
which can be done through a variety of training opportunities both inside and outside a company. ‘For example, vocational training can be followed by training to become a foreman, a technician or even [by] completing a university degree,’ says Šeimys. ‘Te companies support their employees in this, often financially as well.’ For employees to be trained, however,
companies need to know which competencies are required for a certain position in the company, and which competencies the people currently working there possess. ‘Tis requires regular and professional
competence management,’ Šeimys continues. ‘In this way, employees can be qualified for the new tasks at their
currently aimed at strengthening interest in technology among young people and increasing the proportion of women in connection with STEM subjects, with the success of such initiatives slowly being felt. Šeimys says that the proportion of women
graduating from core engineering subjects – such as mechanical engineering, electrical engineering and computer science – in Germany has risen from 15 per cent in 2010 to 19.4 per cent in 2019. ‘Te goal must be to further increase this proportion and to attract female graduates from technical and computer science programmes to mechanical engineering,’ she adds. Digital technologies and Industry 4.0 may offer an opportunity for this, Šeimys says, as these trends are changing not only industry and value networks, but also the nature of work in Germany and around the world. For example, mechanical engineering companies can take advantage of the opportunities offered by digital tech in terms of mobile working, new time models or even part-time management. ‘Filling these opportunities with life and
creating a welcoming culture for women in mechanical engineering companies is central,’ she says. ‘To this end, employees – including the ones in management
g VISION YEARBOOK 2021/22 IMAGING AND MACHINE VISION EUROPE 9
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