I’m writing in response to last week’s article on Cummins Generator Technologies, and would like to offer a suggestion to the problem which Ben Miller, managing director, perceives when recruiting people of the right calibre for this global organisation.
The suggestion I have comes from what is happening elsewhere within Cummins, so I hope this will help.
Cummins Inc is very proud of its new megasite in Pune, India, and of its high commitment to working within the local community, in the Phaltan-Baramati area, including working with the local education system to make sure that students are developing the skills which are needed, and thereby enabling recruitment from within the local area (source: http://machinist.in/index.php?option=com_content&task=view&id=3021&Itemid=2)
Local people being recruited to jobs, where possible, will bring huge benefits to them, their families, other local supporting businesses , and also brings these people into the global Cummins community. This represents community involvement at its strongest – full collaboration between all interested parties being the key to success.
I worked for Cummins for almost 19 years, and, although I left at the end of 2008, just as the global crisis was hitting hard, I am still willing the company to succeed, not just globally, but within the UK also, as a continuing manufacturing, engineering, and distribution entity, and local employer.
My response, and plea to Ben Miller would be to stop looking for the “best” people for CGT UK from outside the EU. There is nothing better about people from other areas of the world. They are no more intelligent nor more capable than people who can be recruited more locally.
Look, instead, closer to our home. Develop existing employees, and work with schools, colleges and universities a lot more to let them know the skills that you need.
Maybe they will be able to provide some language training to fill gaps, and cultural awareness courses could be promoted to help people with their communication skills.
There is nothing like learning by doing though, so how about some form of exchange visits, subsidised and supported by Cummins, to China or India?
The management training, and apprenticeship schemes of the past proved really successful in providing Cummins (formerly Newage International), with some of its current successful and loyal employees, and my final thought would be to reinstate those schemes, and recruit some of the talented local people who are currently leaving our local schools and colleges.
Those people are likely to be the life and blood of the organisation in the future, quite often staying with the company for all their working life, through all its changes, so it’s well worth the investment.