Improving employee recruitment and education’s attractiveness of heavy machinery

Abstract

Companies that work on heavy machinery such as commercial vehicle workshops, mining contractors and machinery dealers are having a problem in recruiting mechanics and supervisors. Work as a heavy machinery mechanic is not seen attractive and there are not so many students interested in getting educated to a heavy machinery mechanic even if there is a demand in job market and salary is competitive. Maintenance of trucks and trailers is important for keeping the deliveries of daily goods. Defence forces and mining companies have equipment to be maintained that is important for national security of supply.

This thesis is about to provide companies recommendations and actionable steps to tackle the hurdles that are causing the problem in recruiting, whether it is employer branding related or reaching out the potential future employees. Thesis is also providing tools for developing the competences of existing employees as the technical development of trucks and machines has been rapid during last five years. Because the demand for competent employees continues both quantitatively and qualitatively in the future, it is important to make sure that attractiveness of the employer is strong, and the employees are constantly up to date in their level of competence.

Research data was gathered from practitioners using surveys that had questions providing both qualitative and quantitative data. Data was also gathered by using preliminary interviews to get holistic view of the needs, expectations, and view of importance of strong employer brand towards certain target groups. Data is analysed by using mixed methods. The tools for practitioners were developed by using constructive research. Practitioner survey was conducted by six representatives in total from both mining machine workshops and commercial vehicle workshops. The perspective of potential employees was researched by a survey to 14-15-year-old students about their interests and expectations towards their future job and also about how important they see strong employer brand-related issues.

The need for acute training of both mechanics and supervisors was 20% compared to the total number among of all respondents (83/414*100). Needs for recruitment during next five years were 54 mechanics. Resignation percentage for some reason during last two years was 45% per recruited. That resignation number makes the future for the companies even harder, because this research data covers only a part of the field of industry in Kainuu area. Lack of employees leads to even bigger education debt, so companies have to make sure that their employer brand strong and development of competencies of existing employees are planned in co-operation of education providers. 14-15-year-old students saw employer branding related issues relatively important, but there is a gap in interest and competence of future, if mathematics has such low level of interest because it has major effects in getting good mechanics working on diagnostics and troubleshooting. Diagnostics and troubleshooting require logical thinking generally and it was seen as the major need for training among the practitioners. Practitioners were provided with recommendations and actionable steps for attracting potential employees and tools for planning future competences. Recommendations were made to have especially Generation Z as the biggest potential for future employees. Attracting Gen Z using social media platforms and understanding their way of absorbing information in workplaces is a priority in building a strong employer brand that attracts new employees.