There is an imminent shortage facing the engineering field, as Baby Boomers and Traditionalists approach retirement in record numbers. As a result, businesses need to start targeting highly-skilled young men and women to proactively bridge the emerging talent gap.

In our free webinar, we’ll provide valuable insight on the imminent shortage and discuss the best ways to forge relationships with a new generation of talent.


Topic:
Engaging the next generation of engineers: Filling the talent shortage


When:
Tuesday, May 1, 2:00pm EST


Some of the key topics we’ll cover include:

  • The current state of the engineering talent pipeline
  • How the landscape of engineering talent is changing
  • Developing educational solutions and partnerships to solve real-world challenges
  • Ways you can develop your talent pipeline in your community

Presented by:

Jesse Wright, Regional Recruiting Manager, Adecco Engineering and Technical

Jesse Wright is responsible for recruiting efforts across 16 states in the Upper Midwest, he works closely with his team of recruiters to develop sourcing and recruiting strategies that identify technical talent for clients across many different industries. Jesse is a 15-year veteran of the technical staffing industry, having previously held positions in recruiting, sales, national account management, branch management and regional management.

Thor Misko, Vice President of University and Organizational Engagement, Project Lead the Way

Thor Misko focuses on developing new and expanded partnerships between PLTW and post-secondary institutions while working closely with PLTW's University Affiliates. Thor has been with PLTW since 2008. Previous roles and responsibilities have included professional development, post-secondary relationships, as well as Innovation Portal and Collaborative Portal development. He has earned the distinction of U.S. Green Building Council Leadership in Energy and Environmental Design (LEED) Accredited Professional.



HCRI Approved Provider Seal

*The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute's criteria to be pre-approved for recertification credit.

What kind of coach are you?

Share:

As you regroup with your team to focus on recovery, it’s also important to understand your coaching style. As a coach, leadership, timely decisions, risk-taking and solid preparation, are all items that you deal with on the field and in the workplace. Learning your coaching style will help you create and maintain a winning team in the workplace that is motivated and focused. Begin by asking yourself two questions:

  1. What kind of coach am I?
  2. What kind of coach do I want to be?

The chart below can help you determine the answer to both of these questions.

Of course, you may not be a perfect fit for one style, and one size does not fit all. Your coaching style may change depending on the project, employee, or some other element that you face in the workplace day-to-day. Also, while historic leadership styles leaned towards dictatorial, today’s employees have grown up asking “why” and in turn have led their teams to some very successful outcomes. Still, other coaches have found that their leadership personality can vary widely based upon the team’s personality. 

The key is finding the right balance. Aim for a style that allows you to provide direction when needed, motivates employees to contribute, and encourages ownership.

Learning, understanding and adapting your coaching style to fit the needs of you and your employees will allow you to have a championship workplace!

Characteristic

Dan Reeves
(Dictatorial)  

Rex Ryan
(Supportive)

Barry Switzer
(Figurehead)

Viewpoint

Solely focused on success

Focused on employees and success

No real focus

Objectives

Task-oriented without consideration for the team

Task and team oriented

Team-oriented without priority for the tasks

Decision Making

You make all decisions and do not accept employee input

Decisions are shared and input is welcome, but you remain involved and have the final say

You remain uninvolved while employees make the decisions

Communication Style

Telling

Asking, listening, and telling

Listening

Communication Development

Low

High

None

Meaning of success

Defined by you

Defined by both you and employees

Not defined

Employee development

Refuse development opportunities due to low employee trust

Mentor and train employees.

Neglect to offer development opportunities

Motivation

Motivates through fear & negative implications

Motivates through inspiration, challenge, and reward

Does not motivate

Training Structures

Strict

Flexible

None

 

Whether you need one player or an entire project team, contact Adecco Engineering & Technical for help scouting your winning team.

 


We specialize in connecting employers like you with extraordinary professionals on a temporary or permanent basis. To find out more, contact us today.