Judging by the quality of the responses, automation guru Keith Campbell's July 30 blog topic at his On The Edge Blog Web site (link at end), Packagers undervalue intellectual capital, struck a nerve with a number of people. They proved to be just as insightful as Campbell. We summarize some of the responses.
Campbell's topic in a nutshell: The way that some packaging companies treat their aging workforce, you could easily conclude that management places little or no value on the knowledge that their employees posses. These companies are undervaluing and casting off their greatest asset- an experienced and skilled workforce.
Some responses:
On July 30, 2007 Phil De Young wrote:
AMEN. I have said this for 10 years to my employers. The amount of incoming personal has fallen short of the demand for 10-12 years and they are not qualified.
On July 30, 2007 Tres wrote:
Keith, I could not agree more. Managers where I work value an untested newbie with a diploma from any old place more than they do a guy with 15+ years of experience. Even though I got an MBA, I still labor under a disadvantage because managers value "new blood" more than us oldtimers with knowledge. Remember, people don't quit companies - they quit bad supervisors.
On July 30, 2007 Paul Zepf wrote:
I see this every day and it is getting worse. I find the best customer is a skilled experienced person who understands and can make decisions. I find decision-making is becoming a lost art since new people lack the information and experience to quickly attack and solve problems.
On July 30, 2007 T.J. Logie wrote:
Some companies just toss their older experienced employees aside. It was called the "Over 50 Syndrome". If [these employees] are not being listened to, what a waste.
On July 30, 2007 Ed Berger wrote:
I would like to see companies establish programs to provide after-retirement opportunities to packaging veterans. I am about a year and a half away from retiring and would like a situation where I could keep active in the industry in which I have spent my whole career.
On July 30, 2007 Dan Davenport wrote:
I agree with your comments. I would suggest that [this] goes well beyond the packaging industry and applies almost universally across the board in the US - and, I bet, across the world. When you can exchange one 50 or 60 something for two twenty somethings and have change left over, it seems that this new math almost always comes up with companies opting to divest themselves of the experience and make up for it with extra inexperienced bodies. Too bad for the US.
On July 30, 2007 Subramanian Sivaraman wrote:
I strongly feel that the oldies should not be retired but they may leave the organization when they feel physically not capable of carrying on. They should be encouraged to visit the plant at intervals and their advise listened to. Thanks.
On July 30, 2007 andrew wrote:
You got that right. More and more companies will use contractors/consultants to do a project. Millions of $ are wasted since nobody can manage them. This is called SAVINGS. In the long run is WASTE of company funds. But marketing guys are running companies and what do they know about engineering?
On July 30, 2007 Glenn Smith wrote:
I am a "Seasoned" or "Senior Level" engineer specializing in packaging. Since 2002 I have been contracting because:
A) I was "Outsourced" for reasons you name; and
B) I contract at companies who hire me because they let their in-house experience go out the door. Nice rates of pay too!
On July 31, 2007 Alfred de Greet wrote:
I have a somewhat different insight. On the upside we employ 'new' oldies firstly because they know what they are talking about and secondly because they don't need to prove anything.
On the downside it happens now and again that '20 years experience' really means 1 years experience 20 times over.
On July 31, 2007 Tom Hergenrader wrote:
Keith you nailed it. But I still feel as valuable as used carbon paper at work. The "new blood" where I work flows in and out of the door every season with many examples of saviors who are quickly recognized as mercenaries. Untested, unseasoned, and unreliable. My company has fallen under the spell that a collection of semi-engaged people loosely assembled as a team with a weak leader can do it all! Dinosaurs are only good for making oil--bury them deep.
To read more about this and other timely topics related to automation and controls issues that affect packaging, visit Campbell's On The Edge Blog.
-Rick Lingle
