May 2025 Volume 7

OPERATIONS & MANAGEMENT

ADDRESSING WORKFORCE CHALLENGES IN CASTING AND FORGING By Becky Calwell

H iring people with the right skills remains a big hurdle for metal manufacturers. One tool for tackling

Companies interested in apprenticeship programs can often find partners in their own regions to support their programs. The ELLWOOD Group partners with both a local college and an industry association for training. Baptiste said the company appreciated the flexibility of the programs offered by the college and the association. For now, the company is selecting apprentices from among their existing employees. The company knows it takes the right kind of person to succeed in an apprenticeship program. “They have to be willing and interested in continuing to learn,” Baptiste said. Investing in People While Building the Casting and Forging Workforce The JFF team has many years of experience in workforce development and can guide companies in the process of building a new apprenticeship program or expanding an existing one. JFF focuses on building quality programs that benefit employers and employees. The JFF team works with companies to identify which occupation is best for an apprenticeship program based on what role may be hardest to fill. For example, JFF is working with Ferroglobe to develop a new apprenticeship program for its furnace operators. Standardizing the training for this critical role is expected to pay off in the long run. The JFF team works with companies on developing an outline of the skills needed for a person to become competent in that role. This process is a key part of an apprenticeship program. The JFF team also works with the company to identify the kind of classroom training needed to supplement the on-the-job training. Sometimes this related training is offered by a college or an online training provider. Other times, the company provides all or part of the related training. Through METAL, JFF also offers financial assistance to companies that are ready to develop or expand a program. The funding – up to $24,000 per company – can be used to support different elements of a work-based learning program. For example, a Ferroglobe plant in West Virginia used the funding to develop a new training room for pre-apprentices and apprentices. Steel Warehouse, based in Indiana, is using the funding to offset the costs of the related training provided to the apprentices. JFF accepts applications for funding on a rolling basis.

this issue is a high-quality training program like an apprenticeship or work-based learning program. With programs like this in place, manufacturers can provide their new hires and existing employees with a clear career path, boosting both hiring and retention. As a partner of a national initiative called METAL (Metallurgical Engineering Trades Apprenticeship & Learning), Jobs for the Future (JFF) works with companies to develop work-based learning programs that combine on-the-job training with classroom or online instruction provided by the Forging Industry Association and other training providers. METAL also supports the workforce pipeline through K-12 initiatives, including internships and hands-on workshops. Over the past two years, JFF has worked with more than 50 metal manufacturers, providing technical assistance on developing an apprenticeship program. The Power of Work-Based Learning One company embracing apprenticeship is the ELLWOOD Group, a family-owned metals company based in Pennsylvania. They are one of around 3,000 manufacturers in the U.S. now offering apprenticeship programs, demonstrating the power of this workforce model to help solve recruitment and retention needs. An apprenticeship program offers many benefits to employers, including reduced turnover and increased productivity. In some states, companies with a registered apprenticeship program become eligible for tax credits or special funding. In a recent webinar hosted by JFF, Dena Baptiste, director of talent management for the ELLWOOD Group, said the company struggled with turnover during the pandemic. The company also recognized that many of their most experienced employees were nearing retirement. Those two factors spurred the company to design an apprenticeship program in partnership with local training providers. “Before we started the work-based learning program, we were struggling to find the right candidates who had the skills we needed,” Baptiste said. “We decided if we weren’t able to find the talent, we would have to grow our own talent.”

FIA MAGAZINE | MAY 2025 52