North Carolina Economic Development Guide

2015

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with the skilled workers they need. It also analyzes labor markets, organizes company job fairs, screens new hires and fnds funds for on-the-job training. "They're a huge part of what we can offer the companies we're trying to recruit." With an annual budget of about $6 million, it serves employers, individuals and business recruiters in Wake and Johnston counties. The Capital Area Workforce Development Board's business-services director and Sauls met with Mann+Hummel executives to build a plan to fll the customer-service, sales and administra- tive jobs at its Raleigh headquarters. "For Mann+Hummel, we committed to do at least $35,000 in on-the-job training and also to use internal resourc- es to help with talent identifcation and assessment," says Pat Sturdivant, executive director of the Capital Area Workforce Development Board. "The strength of what we do in supporting economic-development initiatives is mobilizing our partners to give busi- nesses what they need." Capital Area Workforce Development uses U.S. Department of Labor funds to cover 50% to 90% of the wages companies pay trainees for up to three months. Mann+Hummel's workforce-devel- opment needs are bigger at its Fayette- ville plant, where about 1,100 people work. It covers more than 50 acres and has had several owners since it opened in 1969. "There's a lot of investment that needs to be done there," Vaillant says. The company is assessing production upgrades. In plotting the plant's future, Mann+Hummel can bring in experts from its advanced-manufacturing factories in Brazil, Korea and Germany. "One of the great assets our company brings to the table is best practices. That's going to be a tremendous beneft for the facility in Fayetteville." Once Mann+Hummel updates its Fayetteville plant, training isn't far away. Fayetteville Technical Community College's Customized Training Program offers education for employees of manufacturers that are modernizing equipment or re-engineering produc- tion. "Often with foreign-owned companies, we're talking about unique equipment, and I don't have anyone with that skill set," says Brian "T.J." Haney, executive director of economic development and emerging technologies at the college. "In those cases, I might have to contract with the equipment manufacturer to provide training." Workforce development starts with understanding a company's objectives. Haney drafts a custom plan based on what he hears. "It's not a shotgun approach. It's very precisely defned." Workers learn mechanical skills such as hydraulics, pneumatics and preventive

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