Mechanical companies today are making a mistake by looking for specialist technical personnel

I would like to return, once again, to a theme (that of specialist technical personnel) that I consider extremely important, in order to share with you a number of reflections and to learn your point of view. In the title of this post I stated that

mechanical companies today are making a mistake by looking for specialist technical personnel.

This is obviously a provocative statement.
It is well known that the majority of mechanical companies are currently receiving many orders and that, in parallel, the recent tax breaks favour the purchase of machinery. This results in these companies searching for technical personnel to manage those orders. Therefore maintenance workers, assemblers, cnc programmers, turners and millers and so on.
Now, as several times in the past, we have stated that finding specialist technical personnel is becoming increasingly difficult. The question that arises spontaneously is

where do we think we can find these hyper-specialised mechanical operators?

There aren’t actually too many responses to this question. The first solution is to “steal” them from the competition, effectively waging an auction on salary. Alternatively, we can think of tapping into the few resources available on the market.
But what are the motivations that drive a person to change jobs?
Perhaps a salary that is too low or otherwise not commensurate with the skills or the task (rare case, I imagine, if we think about this specific field). Or the search for a job that is more convenient and/or close to home. Or even the desire to work in companies with a more defined and secure future. There may even be personal clashes with superiors or colleagues.

Everything is possible. What should never be forgotten is that every business is different from the others, in terms of history, strategy, way of thinking and so on, and therefore it is important that the technician who will be hired is – as well as being expert in their job and able to contribute their own experience – also able to adapt and morph to the reality of the new company without presuming that the opposite will materialise.
If this does not happen, it is easy for problems to arise. Problems that could become even more significant if, from the business side, there is a need to immediately make the new resources 100% operational in order to process faster the many orders being received .

The trend that unfortunately I see widely is that of an often short entrepreneurial vision; it is possible to think too much of the short term but the training and insertion strategy that I believe should be pursued is the long-term one, which is only slightly (perhaps not at all) influenced by the dynamics of the markets.

I am therefore of the idea that the best solution is to return to the “business schools” of the past.

To offer students and new graduates the opportunity to grow in companies just as they did in the past, allowing them to acquire skills but also instilling a sense of belonging and pride for their company. Then, of course, a certain turnover will always be present (and it is right that this is the case), but the real training in my opinion is precisely that.
In the past I wrote that it takes even ten years for a technician to be 100% trained and this, for those who urgently need to expand their personnel to process the many orders being received, could be a problem. Having said that, however, I also believe that if it were possible

to activate a training plan that was constant, continuous and independent of market whims, it should always be structured with personnel trained at various levels, without being forced to look for technicians who do not exist or who cost an overly high price because they are part of a market auction …

Here, I believe that this is one of the next due goals that should be addressed not only by our political class working towards a systematic growth that facilitates and rewards companies that move in this direction, but also by the entrepreneurial class that would benefit from returning to acquire that foresight that existed in the sixties and seventies.