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Industry Talent Needs Assessment

Survey Results

Prepared by MRA – The Management Association

December 2016

Prepared by MRA – The Management Association 2016 FaB Wisconsin Industry Talent Needs Assessment Survey Results

Background

With a strong presence across the state, organizations within the food and beverage industry of Wisconsin are well poised

for growth and innovation. Standing in the way, however, is an imminent nation-wide talent pool shortage of qualified

candidates and increasing food safety training required by the Food Safety Modernization Act (FSMA). Further, this is

augmented by a back drop of a public unaware of the life-long career opportunities the industry has to offer from farm to

factory to fork.

In 2012, the Milwaukee 7, with the leadership of the early forming FaB Wisconsin (then FaB Milwaukee) conducted a food

and beverage manufacturing survey that surfaced an industry demand for food and beverage manufacturing talent with

learned skills in all areas of the industry. Results of the survey eventually led to create curriculum for local technical colleges

to help feed the food and beverage talent pipeline. Ultimately, the plan to align local technical colleges with core food and

beverage training that directly meets the identified technical skills and knowledge needs of manufacturers was unsuccessful.

Forward to 2016, FaB Wisconsin has requested MRA – The Management Association to develop and administer a state-

wide industry talent needs survey asking food and beverage manufacturers to share what they require regarding skill and

talent needs. The surveys focus by design, will qualify industry talent needs that can better inform the strategic effort to

ensure a pipeline of talent is developed and advanced to fill the needs of Wisconsin’s growing food and beverage industry

and support a strong alliance between the manufacturing and educational/training communities.

Objectives of the Industry Talent Needs Survey

MRA is pleased to present this report to FaB Wisconsin and its partners.

2

Learn composition of Wisconsin Food and Beverage Manufacturers

Industry sector, Type of operation, gross sales/revenue, etc.

Workforce information including employee size, education levels, percent retiring, etc.

Learn about manufacturers current hiring and talent concerns and strategies to overcome

Identify types of positions that are in most demand and most difficult to fill

Identify preferred training options for high-demand areas of food, beverage and ingredients processing and

manufacturing

Verify if food safety training is needed and at what levels

Identify current industry specific training sources and preferred delivery options


Methodology

3

Analysis

Approach/Questionnaire Scope

In conjunction with FaB Wisconsin’s Talent Committee, MRA administered an online questionnaire. Survey questions were

drafted collaboratively by MRA and the FaB Wisconsin Talent Committee to ensure that subject matter met the needs of

manufacturing employers.

Target Audience

All food and beverage manufacturing companies within the FaB Wisconsin cluster (160+ members spread throughout 9

regions of the state).

Comprised of food, beverage, ingredient, equipment, packaging manufacturing, distribution, retail (not including

restaurants) with operations in Wisconsin.

Additional participation came from second party affiliates of FaB Wisconsin members.

Deployment/Fieldwork

To encourage participation and to build interest for the survey, FaB Wisconsin members received communication via

many channels (member meetings, newsletters, the FaB Wisconsin Website, etc.) about the survey a few weeks prior

to the launch.

In order to involve as many state-wide manufacturers as possible, the survey was an “open” survey; MRA provided a

link to the survey that FaB Wisconsin could access through a webpage on the FaB Wisconsin Website or forward to

individuals/organizations directing them to participate. This approach was necessary because the emails for potential

participants were not known and allowed FaB Wisconsin to widely promote and invite participants through its many

networks.

Several reminders were dispatched via FaB Wisconsin networks to help increase participation.

The survey opened September 19, 2016 and closed November 2, 2016. A total of 54 food and beverage companies

participated.

Percentages are calculated based on those who responded.

With 54 total participants, the report covers aggregated overall data only and no subgroup breakouts.


Participants

FaB Wisconsin and MRA thank those companies that submitted data, making these survey results possible.

4

Foremost Farms USA

Fred Usinger, Inc.

Fromm Family Foods, LLC

Galloway Company, Inc.

Good Foods Group, LLC

Gorilly Goods

Joseph Campione, Inc.

JOUZGE, A Golden Family Company, Inc.

Kerry Ingredients & Flavours

KHS USA, Inc.

Klement’s Sausage Company, Inc.

Lakefront Brewery, Inc.

Lakeside Foods, Inc.

Maglio Companies

Mighty Fine Food, LLC

Miller Baking Company

Milwaukee Pretzel Company

MobCraft Beer, Inc.

Nikki's Cookies, Inc.

O&H Danish Bakery

Ocean Spray Cranberries, Inc.

PAK Technologies, Inc.

Palermo Villa, Inc.

Salm Partners, LLC

Sargento Foods, Inc.

Schreiber Foods, Inc.

Seda North America, Inc.

Seneca Foods Corporation

Suzy's Cream Cheesecakes

The Anokye Food Company

The Masterson Company, Inc.

The Omanhene Cocoa Bean Company

The Spice House

Troubadour Baking Company

Wixon, Inc

Z.T. Distribution, Inc.

Aljan Packaging

American Foods Group, LLC

Asenzya Inc.

Baker's Quality Pizza Crusts, Inc.

Belmark Inc.

Butter Buds Inc.

Campbell Soup Supply Company, LLC

CannedWater4kids Inc.

Central Standard Craft Distillery

Chr. Hansen, Inc.

City Lights Brewing Co.

Contract Comestibles, LLC

Create-A-Pack Foods, Inc.

Del Monte Foods, Inc.

Denali Ingredients, LLC

Diana and Daughters, LLC

Door County Brewing Co.

East Shore Specialty Foods, Inc.

Prepared by MRA – The Management Association 2016 FaB Wisconsin Industry Talent Needs Assessment Survey Results 5

Overview

Wisconsin food and beverage manufacturers face significant challenges in hiring workforce talent. Obstacles such as lack of

available candidates, lack of technical skills and high market competition all contribute to a shrinking candidate pool. Further,

many companies report high demand and difficulty to hire for many skilled positions especially in the areas of production

operations and mechanical/maintenance. Manufacturers remain determined, however, and look to partnering with educators

for training and developmental needs to build their workforce and enhance skills.

Survey Highlights

Wisconsin Food and Beverage Manufacturers

• A large majority of companies surveyed are food, beverage, or ingredients artisan, processor manufacturers

representing many types of operations from beverage manufacturing to chocolate/confectionery manufacturing to food

service preparation to distilleries.

• While both small and large food and beverage manufacturing companies are represented in this survey, most

manufacturers’ workforce consists of employees who have a high school education, but few have technical college or

college education.

• Interestingly, most food and beverage manufacturers estimate 10% of their workforce will be retiring by the end of 2020.

Hiring Practices

• Remarkably, food and beverage manufacturers are more satisfied with their efforts to retain employees than their efforts

to recruit employees. Further, a large majority find it “more difficult” to hire talent/workforce today than in years past citing

lack of qualified available candidates, lack of technical skills, high market competition, and a general lack of interest to

work for a manufacturing company among younger persons entering the workforce as significant challenges faced when

hiring. This aligns with other market sources, notably MRA’s 2016 Pay Trends & Talent Strategies survey where Midwest

employers reported higher satisfaction with their retention efforts and more difficulty in their recruitment efforts especially

among production and maintenance employees.

• Many food and beverage manufacturing companies report high demand and difficulty to hire for many skilled positions

especially in the areas of production operations and mechanical/maintenance.

• Production line positions are generally high in demand and difficult to fill.

• Equipment/machine mechanics and maintenance technicians are generally high in demand and difficult to fill.

• While Quality/Science/Safety/Regulatory positions are lower in demand, they appear average or slightly difficult to fill.

• Generally, office staff positions are lower in demand and average in ease to fill.

• To overcome food and beverage manufacturing hiring challenges, top strategies used include: increase starting wages

or salaries, provide opportunities for continuing training/development, and filling jobs with existing staff who do not have

the job skills, but have the potential to learn/grow.


Survey Highlights – Continued

Training & Development

• Wisconsin food and beverage manufacturers offer training and development opportunities for growth and advancement;

many offer training in all areas of the company, while some point to specific operations.

• Depending on the size of the company, most companies have training and development budgets. Budgets vary from a

few hundred dollars to over $100,000.

• By and large, food safety training is offered for food, beverage, or ingredients artisan, processor or manufacturing

employees. Basic Food Safety is largely offered by nearly all of these companies while Audit Certification and SQM are

the least offered types.

• Training required by the Food Safety Modernization Act is provided both internally and via outside sources.

• Basic Food Safety, Food Defense and Food Safety Plan training is largely provided internally while FSMA,

HACCP Certificate, Audit Certificate and Supplier Quality training is provided by an industry accredited training

source or by a technical college.

• Industry sources or technical colleges used for FSMA training include: Adrian Food Consulting Inc., GMA, ASTA,

IFT, MATC and UW Madison.

• A 1-2 Day Seminar/Workshop or 1-2 Week Boot Camp offered either in an industry designed facility or on-site during

work hours/day-time hours are the most preferred delivery options for training needs.



7

General Profile

Workforce Composition


13%

2%

2%

2%

4%

4%

4%

4%

7%

7%

7%

9%

11%

11%

11%

15%

15%

15%

15%

15%

24%

26%

Other (Condiments, processed meat, sauces)

Distilleries

Coffee and Tea Manufacturing

Breakfast Cereal Manufacturing

Flavoring Syrup/Concentrate Manufacturing

Dairy Frozen Desserts

Cookie, Cracker, and Pasta Manufacturing

Animal Harvesting/Processing

Sugar/Confectionery Product Manufacturing

Breweries

Animal Food Manufacturing

Food Service Preparation & Manufacturing

Fruit/Vegetable Canning, Pickling, and Drying

Frozen Food Manufacturing (other than ice cream)

Confectionery Manufacturing (non-chocolate)

Snack Food Manufacturing

Seasoning/Dressing Manufacturing

Other Food Ingredients Manufacturing

Chocolate/Confectionery Manufacturing

Bread/Bakery Product Manufacturing

Dairy Product Manufacturing (non-frozen)

Beverage Manufacturing

Q. Among food, beverage, or ingredients artisan, processor or manufacturers, please identify your type(s) of operation: (n=46)

General Profile

• A large majority (85%) of companies surveyed are food, beverage, or ingredients artisan, processor or manufacturers

and represent many types of operations from Beverage Manufacturing to Chocolate/Confectionery Manufacturing to

Food Service Preparation & Manufacturing to Distilleries.


Q. Please select the general food

and beverage business sector

that best describes your

company? (n=54) %

Food, beverage, or ingredients

artisan, processor or manufacturer 85%

Food or beverage industry

equipment or packaging

manufacturer 7%

Food or beverage distributor 6%

Foodservice 2%


• Most food and beverage manufacturing companies surveyed import and export products or ingredients from outside

the United States (59% import, 59% export) and a large majority (93%) sell their products outside of Wisconsin.

• Interestingly, most food and beverage manufacturers surveyed have gross sales/revenue of $25 million or more.

General Profile


Please answer the following: (n=54) Yes No

Q. Does your company import products or ingredients from outside the United States? 59% 41%

Q. Does your company currently export its products outside the United States? 59% 41%

Q. Does your company currently sell its products outside of Wisconsin 93% 7%

Q. Please provide your company’s estimated annual gross sales/revenue. (n=53) %

Less than $100,000 8%

$100,000 - $999,999 17%

$1,000,000 - $4,999,999 11%

$5,000,000 - $24,999,999 11%

$25,000,000 - $99,999,999 19%

$100,000,000 - $499,999,999 21%

$500,000,000 or more 13%


Q. Currently, how many full-time

employees are employed by your

company in Wisconsin? (n=54) %

10 or fewer 22%

11-50 15%

51-100 15%

101-300 22%

301-500 7%

More than 500 19%

Q. How many temporary workers do

you employ on average, annually at

your company in Wisconsin? (n=54) %

0-5 37%

6-10 11%

11-20 15%

21-30 4%

31-50 9%

More than 50 24%

48%

41%

12%

32%

37%

14%

10%

13%

43%

9%

9%

31%

Under 25% 25-50% 51-75% 76-100%

Q. Please provide a rough estimate of the education level o f the talent/workforce your company employs in Wisconsin (n=54)

High school education or less

Skilled

(technical college/apprenticeship)

Bachelor’s degree or higher

Q. Please provide a rough

estimate of the percentage of

your talent base/workforce that

will be retiring by the end of 2020

by your company in Wisconsin.

(n=54) %

0-5% 59%

6-10% 24%

11-20% 11%

21-30% 6%

More than 30% 0%


• Both small and large food and beverage manufacturing companies are represented in this study; about half of

participating companies surveyed have 100 or fewer employees and about half have more than 100 employees.

• Depending on the size of the company, food and beverage manufacturing companies employ temporary workers; most

are employing 5 or fewer.

• Most manufacturers’ workforce consists of employees who have a high school education, but few have technical

college or college education.

• Interestingly, most food and beverage manufacturers (74%) estimate 10% of their workforce will be retiring by the end

of 2020.



9%

17%

18%

20%

26%

26%

36%

38%

40%

48%

4%

9%

6%

4%

11%

2%

6%

4%

4%

6%

4%

4%

6%

11%

6%

4%

10%

4%

15%

8%

57%

48%

54%

42%

39%

83%

70%

70%

68%

65%

Achieved Currently PursuingPlanning to pursue by 2020 Not planning to pursue

Q. For each claim or certification, please identify if your products or facilities have achieved, are currently pursuing, are planning to pursue or are not planning to pursue.

SQF: Safe Quality Food Certification

GMO-Free

Gluten-Free

Organic

Allergen-Free

Dutch HAACP: Hazard Analysis Critical Control Points

FSSC 22000: Food Safety System Certification

Fair Trade

Free-From

BRC: British Retail Consortium


• Most Wisconsin food and beverage manufacturers have not achieved or are not planning to pursue many product or

facility certifications.

• Over half of companies surveyed have achieved or are planning to pursue SQF certification, GMO-Free and Organic

certification by 2020.



Hiring Practices

12

Hiring and Talent Strategies

Industry High-Demand Positions


9%

45%

20%

17%

9%

54%

54% 28%

26%

17%

3%

13

Q. How satisfied are you with your current efforts to recruit and retain employees? (n=54)

26% Very Satisfied

Satisfied

Neither Satisfied nor Dissatisfied

Dissatisfied

Very Dissatisfied

Retain Recruit

26%

20%

More

difficult

70%

No

change

24%

Less difficult

6%

Q. In the last few years, has it become more or less difficult to hire talent/workforce in your industry? (n=54)

71%: Lack of available candidates

68%: Lack of technical skills

61%: Market competition/High demand

53%: Lack of work experience

50%: Candidates want more pay than we will offer

32%: Lack of soft skills

29%: Candidates want more flexibility in work/life balance

24%: Our company’s geographic location

18%: Lack of recruiting resources internally

13%: Candidates want more/different benefits than what we currently offer

3%: Candidate is unwilling to work the job part-time or on-call

5%: Other: Shift not to candidates preference, etc.

Q. Why has it become more difficult to hire talent/workforce in your industry? (n=38)

Hiring Practices

Hiring & Talent Strategies

• Food and beverage manufacturing companies surveyed are more satisfied with their efforts to retain employees (54%

Very Satisfied + Satisfied) than their efforts to recruit employees (26%). In turn, they are more dissatisfied with their

efforts to recruit (54% Very Dissatisfied + Dissatisfied) than their efforts to retain employees (20%).

• Further, a large majority (70%) of food and beverage companies report that it has become “more difficult” to hire

talent/workforce in their industry citing “lack of available candidates,” “lack of technical skills,” and “Market

competition/High demand” as primary challenges they face.


• To meet hiring challenges, top strategies food and beverage manufacturers are implementing include increasing

starting wages or salaries (75%), providing opportunities for continuing training/development (69%), and filling jobs with

existing staff who do not have the job skills but have the potential to learn/grow (57%).

8%

10%

12%

18%

28%

28%

33%

41%

47%

47%

49%

57%

69%

75%

Q. Has your organization implemented any of the following strategies to overcome hiring challenges? (n=51)

Increase starting wages or salaries

Provide opportunities for continuing training/development

Filling jobs with existing staff who do not have the job

skills but have the potential to learn/grow

Improve new hire orientation/on-boarding

Increase emphasis on employee referrals/offer referral bonus

Increase/enhance benefits package or workplace perks

Provide tuition reimbursement

Offer paid-for college internships

Partner with educational institutions to create curriculum

aligned to skill/talent need

Provide apprenticeship programs

Offer a sign-on bonus

Provide paid-for high school internships

Offer scholarships

Other


Hiring Practices


Hiring Practices

• Most difficult positions to fill in the food and beverage industry are sizeable; many companies surveyed point to

maintenance positions and other skilled professions.

This finding aligns with other market sources, notably MRA’s 2016 Pay Trends & Talent Strategies survey where

Midwest employers reported more difficulty in their efforts to recruit production and maintenance employees.


All

All positions

Engineering

Executive Assistance

Executive Level, hourly production workers

Food Scientist (non-entry level but not Sr. Level), Maintenance,

Production Supervisors, Machine Operators

General labor

General production employees

Harvest & Fab

Hourly and supervisory operations, QA technicians

Line Maintenance and Electricians

Line Management

Machine Operators and Skilled Maintenance

Maintenance and skilled machine operators

Maintenance Mechanics

Maintenance Mechanics (due to lack of available candidates who

have the technical skills we need) Production Operators &

Material Handlers (We can find candidates, but the quality of

candidates is poor. We are seeing a lot of people coming in as

temps wo have attendance and performance issues.)

Maintenance Technicians

Q. What are your most difficult positions to fill? (n=34)

Maintenance Technicians and Mechanics

Maintenance Techs and Production Supervisors for off-shift

Maintenance, Entry Level Production Positions

Maintenance, Quality Assurance, Supervisor/Managerial,

Part Time Positions

Mechanic

Pastry and Bread Production

Production

Production workers/laborers

Sales / Technical

Semi skilled operators

Skilled mechanics; engineers; maintenance supervisors;

production supervisors off shifts; batch makers; off shift

sanitations equipment cleaners

Spice grinder/processor

State Indentured Journeyman Machinists, Welders,

Process Engineers, Electrical Engineers

Technical & Marketing

Technical, machine operators, maintenance

Technicians

Truck Drivers


Industry High Demand Positions: Production Operations

• Production line positions are generally high in demand and difficult to fill.

• Even though Sanitation supervisors, managers are low in demand, these positions appear average or slightly difficult to

fill.

• Project managers and Warehouse supervisors, managers are generally positions low in demand but average in ease

to fill.

Very

easy

(5)

Easy

(4)

Average

(3)

Difficult

(2)

Very

difficult

(1)

Production line/machine operators (n=45) 5% 5% 33% 24% 33%

Production line supervisors, managers (n=44) 0% 2% 42% 42% 14%

Sanitation supervisors, managers (n=45) 0% 5% 54% 22% 19%

Project managers (n=45) 3% 6% 60% 23% 8%

Warehouse supervisors, managers (n=45) 5% 5% 64% 18% 8%

Very

high

(5)

High

(4)

Average

(3)

Low

(2)

No

need

(1)

46% 20% 16% 9% 9%

20% 22% 27% 11% 20%

7% 13% 29% 15% 36%

7% 13% 15% 9% 56%

4% 16% 36% 4% 40%

Q. Please answer the following TWO questions pertaining to common positions in food, beverage and ingredients manufacturing related to PRODUCTION OPERATIONS.

1. 1. Please indicate the need you have in hiring these positions (Very high, High, Average, Low, No need):

2. 2. Please indicate the ease you have in hiring for these positions (Very easy, Easy, Average, Difficult, Very difficult):

Hiring Practices


Industry High Demand Positions: Quality/Science/Safety/Regulatory

Overall, Quality/Science/Safety/Regulatory positions are lower in demand and appear average or slightly difficult to fill.

Very

easy

(5)

Easy

(4)

Average

(3)

Difficult

(2)

Very

difficult

(1)

QA/QC supervisors, managers (n=45) 8% 2% 50% 25% 15%

QA/QC technicians (n=45) 5% 5% 56% 24% 10%

Product development specialists (n=44) 8% 6% 50% 28% 8%

Food safety supervisors/managers (n=45) 0% 3% 51% 35% 11%

Raw materials specialist (n=45) 9% 6% 59% 17% 9%

Supplier supervisors, managers (n=45) 8% 3% 57% 23% 9%

Regulatory/compliance supervisors/managers

(n=45) 0% 0% 62% 29% 9%

Very

high

(5)

High

(4)

Average

(3)

Low

(2)

No

need

(1)

16% 16% 24% 11% 33%

11% 22% 31% 14% 22%

9% 16% 16% 18% 41%

4% 22% 27% 18% 29%

4% 13% 14% 18% 51%

4% 11% 11% 23% 51%

2% 16% 22% 16% 44%

Q. Please answer the following TWO questions pertaining to common positions in food, beverage and ingredients manufacturing related to QUALITY/SCIENCE/SAFETY/REGULATORY

Hiring Practices




Industry High Demand Positions: Mechanical/Maintenance

• Equipment/machine mechanics and Maintenance technicians are generally high in demand and difficult to fill.

• Even though Maintenance supervisors, managers are generally low in demand, these positions appear difficult to fill.

• Other Mechanical/Maintenance positions are low in demand and average in ease to fill.

Very

easy

(5)

Easy

(4)

Average

(3)

Difficult

(2)

Very

difficult

(1)

Equipment/machine mechanics, techs (n=45) 3% 0% 16% 32% 49%

Maintenance technicians (n=45) 0% 0% 30% 21% 49%

Maintenance supervisors, managers (n=45) 2% 0% 38% 38% 22%

Mechanical engineers (n=45) 0% 10% 49% 24% 17%

Boiler operators (n=45) 4% 4% 50% 27% 15%

Engineer supervisors, managers (n=45) 7% 7% 67% 8% 11%

Facilities supervisors, managers (n=45) 3% 6% 53% 29% 9%

Welders (n=45) 0% 4% 63% 25% 8%

Very

high

(5)

High

(4)

Average

(3)

Low

(2)

No

need

(1)

29% 20% 13% 13% 25%

27% 18% 17% 18% 20%

11% 22% 29% 18% 20%

7% 11% 11% 20% 51%

2% 11% 20% 7% 60%

2% 7% 20% 7% 64%

0% 13% 31% 20% 36%

0% 7% 16% 4% 73%

Q. Please answer the following TWO questions pertaining to common positions in food, beverage and ingredients manufacturing related to MECHANICAL/MAINTENANCE.



Hiring Practices


Industry High Demand Positions: Office Staff

Very

easy

(5)

Easy

(4)

Average

(3)

Difficult

(2)

Very

difficult

(1)

Sales/Marketing supervisors, managers (n=45) 8% 2% 50% 28% 12%

Sourcing/Procurement supervisors, managers

(n=44) 3% 0% 63% 23% 11%

Human Resources supervisors, managers

(n=45) 3% 3% 77% 11% 6%

Very

high

(5)

High

(4)

Average

(3)

Low

(2)

No

need

(1)

11% 22% 31% 9% 27%

7% 0% 43% 9% 41%

0% 9% 38% 11% 42%

Q. Please answer the following TWO questions pertaining to common positions in food, beverage and ingredients manufacturing related to OFFICE STAFF.



Hiring Practices

Overall, Office Staff positions are lower in demand and average in ease to fill.



20

General Information/Support

Food Safety Training & Education

Delivery Preferences


Administrative, technical and professional positions

All areas

All areas

All areas

All areas

All areas

All areas

All areas

All areas

All areas

All areas

All areas

All areas, all employees

All areas. We meet with all employees regularly to discuss career

path desires and goals.

Bakery, maintenance, hands on training, developmental classes

Baking

BASIC SKILLS GROWTH, ADVANCEMENT

Bread

Brewing

Company wide

Distribution

Experts and mentors speak at board meetings

Food Safety

Food Safety and Financial Controls

Food Technologists

Q. In what areas do you offer training & development opportunities? (n=48)

Yes No

Q. Does advanced training and education equate to higher wages/salaries or promotional opportunities in your organization? (n=54) 87% 13%

Q. Do you offer training & development opportunities for growth and advancement of your talent base? (n=54) 89% 11%

From general labor to skilled labor

Hourly and salaried positions

Job related

Leadership Development

Leadership training for management

Leadership, job-related growth

Leadership, LEAN

Maintenance & QA

Maintenance and Management

Marketing & innovation

Mechanic

Offering English and Spanish classes/management training

Operations leadership

Operators, QA, supervisory roles

Personal and professional growth

Production

Promotion from within, training.

Role specific

Sales and new packaging developments

Sales, Production, R&D, HR

Technical area

Technical skills

We offer a customized Leadership Development Program for our

employees. We also offer many other training opportunities and

support our employees in taking outside courses that can help

with development. We also are in the process of starting a

Toastmasers Club at our company.



Wisconsin food and beverage manufacturers offer training and development opportunities for growth and

advancement; many offer training in all areas of their companies, while some point to specific operations.


Depending on the size of the company, most companies have training and development budgets. Budgets vary from a

few hundred dollars to over $100,000.

With many food and beverage manufacturers in Southeastern Wisconsin surveyed, there’s no surprise that Milwaukee

Area Technical College and Waukesha County Technical College are Technical Colleges closest to their operations.

Q. For your organization, how much is currently budgeted annually (in $) for training and development? (n=37) %

$0 19%

$1 - $10,000 19%

$10,001 - $20,000 14%

$20,001 - $100,000 19%

More than $100,000 8%

As needed, varies, unknown 22%

Q. Which of the following Wisconsin Technical Colleges are found in your areas of operations? (n=52) %

Milwaukee Area Technical College, Milwaukee 77%

Waukesha County Technical College, Waukesha 44%

Gateway Technical College, Kenosha 17%

Fox Valley Technical College, Appleton 15%

Moraine Park Technical College, Fond du Lac 15%

Northeast WI Technical College, Green Bay 15%

Lakeshore Technical College, Cleveland 14%

Madison Area Technical College, Madison 14%

Blackhawk Technical College, Janesville 6%

Chippewa Valley Technical College, Eau Claire 6%

Mid-State Technical College, Wisconsin Rapids 6%

Nicolet Area Technical College, Rhinelander 4%

Northcentral Technical College, Wausau 4%

Southwest WI Technical College, Fennimore 4%

Wisconsin Indianhead Technical College, Shell Lake 4%

Western Technical College, LaCrosse 2%





• By and large, food safety training is offered for food, beverage, or ingredients artisan, processor or manufacturing

employees.

• Basic Food Safety is largely offered by nearly all of these companies (nearly 90% or more) while Audit Certification and

SQM are the least offered types (generally 50% or fewer companies are offering training on these).


Q. Help us understand your food safety training & education needs. Please identify the training you are offering for these positions*.

* % indicating Yes

Production Positions

Basic Food

Safety

Food

Defense

Food

Safety FSMA

HACCP

Certification

Audit

Certification SQM

Production: processing, packing (n=43) 95% 65% 77% 61% 54% 23% 14%

Warehouse: receiving, shipping (n=41) 95% 71% 78% 59% 49% 20% 17%

Maintenance/Engineering (n=39) 95% 69% 77% 64% 59% 21% 10%

Product and App Development (n=32) 91% 56% 72% 59% 53% 28% 19%

Food Safety Positions

QA Manager, QC Manager (n=34) 94% 77% 85% 68% 79% 50% 41%

HACCP Team (n=31) 94% 74% 87% 58% 84% 36% 29%

HACCP Manager (n=28) 93% 79% 89% 71% 86% 43% 39%

QA/QC Employees (n=34) 91% 77% 85% 62% 79% 29% 27%

Supplier Quality Manager (n=25) 88% 68% 72% 60% 64% 36% 32%

Regulatory (n=28) 86% 75% 82% 71% 71% 39% 29%

Raw Material Specialist (n=22) 86% 64% 73% 64% 55% 36% 32%

All Other Employees

Operations, Management & Professionals

(n=36) 92% 67% 72% 56% 56% 33% 33%

Business Management & Professionals

(n=32) 91% 59% 59% 44% 28% 13% 16%

Sales, Sourcing, Procurement & Others

(n=32) 91% 53% 59% 47% 28% 13% 16%



Training required by the Food Safety Modernization Act is provided both internally and via outside sources.

• Basic Food Safety, Food Defense and Food Safety Plan training is largely provided internally while FSMA, HACCP

Certificate, Audit Certificate, and Supplier Quality training is provided by an industry accredited training source or by a

technical college.

• Industry sources or technical colleges used for FSMA training include: Adrian Food Consulting Inc., GMA, ASTA, IFT,

MATC, and UW Madison.


Q. For the following areas of training required by the Food Safety Modernization Act:

1. 1. Please check if training is provided internally by your organization and/or

2. 2. Please check if training is provided by an industry accredited training source and/or

3. 3. Please check if training is provided by a technical college.

4. 4. If training is provided by an industry accredited training source or by a technical college, please share who that provider is you are using.

Provided

Internally

(n=39)

Provided by

industry

source

(n=21)

Provided by

technical

college

(n=8) Name of industry source or technical college

Basic Food Safety Training 97% 10% 13% Adrian Food Consulting Inc., LTC, WRA/WGA

Food Defense Training 77% 19% 0% Adrian Food Consulting Inc., GMA, ASTA, IFT

Food Safety Plan Training 72% 43% 13% Adrian Food Consulting Inc., GMA, ASTA, IFT,

UW Madison

FSMA Training 44% 71% 13% Adrian Food Consulting Inc., AIB, GMA, ASTA,

IFT, UW Madison

HACCP Certification Training 36% 86% 75% Adrian Food Consulting Inc., AIB, GMA, ASTA,

IFT, MATC, UW Madison, Safe Food Resources

Audit Certification Training 33% 43% 50% Adrian Food Consulting Inc., GMA, ASTA, IFT,

UW Madison

Supplier Quality Training 44% 38% 13% Adrian Food Consulting Inc., GMA, ASTA, IFT,

UW Madison


A 1-2 Day Seminar/Workshop or 1-2 Week Boot Camp offered either in an industry designed facility or on-site during

work hours/day-time hours are the most preferred delivery options for training needs.

Delivery Preferences

Q. If Wisconsin State Technical Colleges were offering industry training & education to

specifically meet the needs of food and beverage manufacturers, please indicate the duration

of training & education most suitable for your current employee base. (n=42) %

1-2 Day Seminar or Workshop 86%

1-2 Week Boot Camp 52%

1-3 Month Certificate 38%

1-Year Diploma 29%

2-Year Associate Degree 21%

Other

• Varies depending on the particular job

2%

Q. Which of the following options for training

& education delivery would be most valuable

for supporting your employee training? (n=43) %

In an industry designed training facility 70%

On-site – At your company 65%

Online 61%

Other

• Local technical college/school

5%

Day-Time

40%

During Work

Hours

37%

Weekends

9%

Q. Which of the following times would be most valuable for you to provide training & education for your employee base? (n=54)

Evenings

14% Q. Would you be interested in working with a

Technical College to provide your employees

customized training/ (n=54) %

Yes 81%

No 19%



Final Thoughts

26


Q. Please use the space below for any comments you have regarding any talent needs your organization has that

were not addressed in this survey.

Lack of technical skills is the top issue manufacturing companies will have to deal with. Young generation is more into soft, no

dirty hands type of jobs.

Need grant writer to hire human resources to expand charity

Our company is currently in discussion with the Green Bay Chamber on ways to make Brown Country more attractive for

workers and families. Green Bay suffers from losing educated and talented individuals to other metropolitan areas.

There is a need for qualified Food Plant employees that have been trained and understand the knowledge needed to be part

of a Food Manufacturing Team

We are a pre-revenue start up. Answered the questions we could. Some are not applicable at this time with us utilizing co-

manufacturers. Our advisory board had provided critical insights as to valuing time and experience and creating a model of

incentive which both allows for compensation with success as well as continuing education for board members. Thank you.

Final Thoughts

Next Steps

Consider more in-depth research to explore specific hiring strategies/tactics of the high demand/difficult to fill food and

beverage positions through roundtables or focus groups.

Organizations need to find the right training programs that fit their organization. Because many organizations are close in

proximity to Technical Colleges, training lends to more traditional means via classroom or on-site. However, many

manufacturers also have a high preference for non-traditional training as well via online/E-learning, webinars, etc. Topics to

consider:

Food Safety Training (Audit Certification, SQM)

Leadership Training

Growth and development planning

Coaching/mentoring

Finally, a strong workforce is built on continuous employee development that enhances knowledge, skills, engagement, and

ultimately, retention. Yet, finding the right people is no easy matter. To meet hiring challenges, organizations are increasing

starting wages or salaries, providing opportunities for continuing training/development, filling jobs with existing staff who do

not have the job skills but have the potential to learn/grow and partnering with educational institutions to create curriculum

aligned to skill/talent needs. All are good places to start.


About MRA – The Management Association

Founded in 1901, MRA is one of the largest employers association in the country and serves 4,400 employers. Our members range in

size from small entrepreneurs to Fortune 50 companies and reflect the diversity of the industries in Illinois, Iowa, Minnesota, and

Wisconsin.

Headquartered in Waukesha County, our cutting edge team of 200+ human resource and business professionals has the expertise to

guide organizations to create powerful teams and a safe, successful workplace through talent, tools, technology, and training.

MRA members can address their unique needs by selecting from over two dozen services ranging from compensation to reference

checking to training in HR topics, business skills, and management and leadership effectiveness.

To find out more about the services MRA offers, or to speak with a specialist about your specific needs, contact MRA at:

1.800.488.4845 or visit www.mranet.org.

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