ILMA Compoundings February 2018 - 26

two points above those anticipating
to stay beyond five years (33 percent)
- among those in the least-flexible
organizations, there is an 18-point gap
(45 percent versus 27 percent). The
difference is significant."
New ways of considering working
conditions, work flow and scheduling
can help manufacturing firms better
attract and retain talent in an environment where skills gaps are becoming
increasingly prevalent. Nurturing
loyalty and longevity among workers
is the first step for building bench
strength to address future leadership
needs. But manufacturing leaders must
also be proactive in terms of identifying
potential leaders and providing an environment and culture that helps groom
them to fill future roles.
TAKING A PROACTIVE APPROACH
Lubricant manufacturing is a somewhat of a niche in manufacturing.
But, despite unique needs, lubricant
manufacturers can glean best practices
from those in other industries.
Jignasha Amin Grooms is senior
vice president for human resources
at Austin-based Epicor Software.
Grooming tomorrow's leaders requires
different considerations than the steps
taken to put today's leaders in place,
said Grooms.

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FEBRUARY 2018

| COMPOUNDINGS | ILMA.ORG

"The next generation of leadership
is a reflection of the next generation of
customers. It's important that organizations groom the next generation to
lead in an increasingly complex environment where customers have nearly
limitless choices. The next generation
of leaders needs to be business savvy,
agile, innovative and customer-centric."
John Cummins is vice president
of product technology and an equity
partner with Hydrotex. It's an industry
and business he loves, but "I'm approaching 70 - one of my partners is
approaching 65 and the other 75, so
we're looking at our replacements right
now," he said.
The company is not family-owned
and has a nepotism clause so there are
no sons or daughters in the pipeline
to take over the management of the
company, he said. "We're an ESOP, so
we're bringing in young talent right
now. We've identified some people that
are now in positions as marketing VP,
sales VP and director of research." The
company, he said, is "right in the midst
of grooming younger talent."
Having a long view is important.
"The first thing you have to do is figure
out the timing of those currently in
place," said Ron Powell, president of
Moroil Technologies and an ILMA

Board member. Then, it's just finding
someone who would be a good fit."
Fit, he stressed, is important. "What I
have found over the years is that people
either fit, or they don't - sometimes
that has to do with the culture of the
company and sometimes it has to do
with the tasks they have to perform."
ENGAGING AND NURTURING THE
NEXT GENERATION
At Hydrotex, said Cummins, internships have proven to be a good way to
introduce young talent to the company
- and the company to young talent.
Located near the University of TexasDallas and Arlington, which have very
strong engineering and chemical programs,
"we have just an incredible talent pool."
Hydrotex brings in three or four chemical
engineering students each summer.
"We've been doing this for six or seven
years and have hired three of our summer interns after they graduated. They've
all done fabulous. They've made significant
contributions for our organization."
Different approaches are necessary
for younger generations who are not
only adept with technology - they
expect that their workplaces will be
up-to-date with the latest tools and
options. "The next generation wants
to work at places that are exciting and
innovative, with modern tools and
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