When it really comes down to getting more people into fenestration , we need to ask more awkward questions to start getting real answers , according to Shelforce Business Manager Howard Trotter .

“ I ’ ve sat on panels before when it comes the skills crisis ,” says Howard . “ One thing we ’ re well known for at Shelforce is our diverse workforce and our inclusive approach to staffing , and yes , we have won awards for this too . But , behind the trophies I believe we have built the best team for the job and the result is a world class manufacturing outfit .

“ Culture is essential to what we do at Shelforce , and it sounds like a cliché , but we are one big family . That said , we are a business not a charity . Our workforce works hard to maintain the reputation we ’ ve earnt over the years .

“ There are some questions I think we don ’ t address often enough when it comes to the skills crisis in our sector , and I can answer some of them based on my own experience and what we do at Shelforce .”

Are we setting honest expectations ?

“ We need to be honest and realistic with our expectations . With our current team and with future talent . I talk about being the team coach at Shelforce , but in essence it ’ s taking a parental role . As a parent you want your kids to be best version of themselves and you want them to be whatever they want to be . If we take this same nurturing approach to our staff and encourage them to be the best they can be , you get the best out of them too . That ’ s what we ’ ve found .

“ When we ask how do we make fenestration more appealing to young people ; what do those young people really want from their careers ? It probably won ’ t be the same as what we wanted when we started . We can ’ t change their minds about what they want to make them fit into our industry , but we can try to adapt what we are offering and to better align the future of the industry with the next generation who will hopefully be working in it .”

Do we need to change our management style ?

“ In manufacturing sectors like fenestration , companies that evolve with technology – such as the design and development of products and processes are often talked about and applauded . The evolution of management style and culture practices in manufacturing however seems to be much further behind .

“ Internal culture doesn ’ t mean a compromise on quality product . We ’ ve proved that at Shelforce . If you cannot provide a culture that supports your staff , nurtures your team ’ s talent and embraces diversity , you are almost certainly going to struggle in the long-term recruitment and retention of employees .

“ We use the same principles of manufacturing – value streams – in our work culture . Everyone who touches a product is adding value to it , while helping to shape Shelforce as a business . Yes , we want to make something in the best possible way and for that we want the best possible team , but we are bigger than that one team too . When our employees retire , we will need to replace them with new talent . This means we need to be consistent in our approach and proposition , while also adapting to the needs of the newcomers .”

What are we afraid of ?

“ Fear can certainly hold people back from embracing diversity and inclusivity in the workplace . Many fantastic employees are being overlooked because employers can ’ t or won ’ t carry out risk assessments , for example . Some employers think they are going to say or do something wrong . Others think it will take extra work to take on a more diverse and inclusive workforce .

“ At Shelforce , we see the value in all employees . We build our culture around our team , and we use our culture to add new members to the team and keep them . It works both ways . But more importantly , it really works !”

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