Putting Talent at the Centre An Evolving Imperative for Manufacturing 2025
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Facing challenges in attracting talent to its rural
site, Flex expanded its traditional apprenticeship
programme, which enables students aged
15 or 16 to enter a four-year programme and
specialize in electrical engineering, mechatronics or metal techniques. It blends academic learning
with professional training. Investments in the
programme have allowed Flex to grow the
number of apprentices by 20% since 2020 while
increasing the participation of women to 25%. CASE STUDY 9
Flex offers apprenticeship programme
for young talent – Austria
Unilever Pouso Alegre, aiming to expand
employment opportunities to disadvantaged
population groups, partnered with the Center of
Reference of Social Assistance (CRAS) to solicit
job candidates – especially women, refugees
and underrepresented groups. This intentional
hiring effort sought to overcome factors that had
presented obstacles to these groups, including
requirements for specific job knowledge, minimum
education levels, language requirements and
minimum prior experience. The company’s
traditional hiring process took up to three months,
precluding people in vulnerable situations who
could not wait that long.
Unilever designed a pilot programme that set
aside dedicated job openings and accepted applications in multiple languages. They
shortened the hiring process to one month, during
which candidates received a cost-of-living stipend
while onboarding. A training programme, built in
conjunction with a local technical high school,
enabled candidates to learn basic job skills, along
with mathematics and Portuguese. The pilot hired
20 people and was so successful that Unilever
embedded the process into recurring business.
The programme provides access to a wider
talent pool, reducing vacancies and improving
diversity – including increasing the number of
Black workers by 50%, the number of female
workers by 9% and the promotion rate of
Black workers by nearly 40%. Programme
participants have also had a lower turnover rate
than the larger worker population.CASE STUDY 10
Unilever develops a hiring programme for
disadvantaged socioeconomic backgrounds – Brazil
Putting Talent at the Centre: An Evolving Imperative for Manufacturing 20
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