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dc.contributor.authorMiller, Daniel
dc.contributor.authorMishra, Sneha
dc.date.accessioned2023-01-24T20:34:05Z
dc.date.available2023-01-24T20:34:05Z
dc.date.issued2022-12
dc.identifier.urihttps://hdl.handle.net/1813/112761
dc.description.abstractKey talent challenges in the manufacturing industry center on increasingly more job vacancies than hires (85% more vacancies than hires as of September 2021), increasing job turnover rates (40% in 2021), and a retiring workforce (25% of workforce as of December 2021 is 55 or older). Additionally, there is a declining interest in working in manufacturing among millennials and Gen Z talent. [3]At this rate, it is anticipated that US manufacturing will have 2.1 million unfilled jobs by 2030 unless the industry develops a value proposition for employees like it does for its customers.en_US
dc.language.isoen_USen_US
dc.subjecthuman resourcesen_US
dc.subjectattractionen_US
dc.subjectretentionen_US
dc.subjectvalue propositionen_US
dc.subjectUnited Statesen_US
dc.subjectengagementen_US
dc.subjectengineersen_US
dc.subjectmillennialsen_US
dc.subjecttalent managementen_US
dc.subjectflexible worken_US
dc.titleWhat Employee Value Propositions can US Manufacturing Firms use to Retain and Engage Millennial Engineers?en_US
dc.typereporten_US
dcterms.licensehttps://hdl.handle.net/1813/102824
schema.accessibilityFeaturetaggedPDFen_US
schema.accessibilityHazardnoneen_US
schema.accessibilitySummaryAccessible pdfen_US


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