Bachelor Thesis 2015 Professional World of the

Transcription

Bachelor Thesis 2015
Professional World of the Plastic Industry in Switzerland
Reducing the Skills Shortage through Vocational Training Program
Petra Hauser
4 August 2015
Supervisor
Christoph Minnig
BSc. Business Administration (International Management)
Class 3.31
I.
Abstract
In order to advance the development of the Swiss plastics industry, the industry and its partners
need more qualified personnel. Currently, the industry is facing a skills shortage; in order to reduce
the skills shortage, companies are recruiting qualified professionals from abroad. However, there
are two possible approaches to reducing skills shortage. The first one, which is used currently, is to
recruit qualified professionals from abroad. The second one is to offer vocational training programs
domestically.
However, since the vocational training programs in the Swiss plastics industry are not well-known,
a concept of employer branding is needed to attract potential trainees.
In order to ensure a successful outcome to the proposed solution, this paper analyzes studies of
the vocational training program system, discusses career prospects of polymer processors and
plastics technologists, and uses company interviews conducted by the author. The last part of the
paper outlines a concept for increasing the awareness and interest in the vocational training
programs created by the author.
The last part of the bachelor thesis details a marketing concept and plan for increasing the
awareness of and interest in the vocational training programs in the Swiss plastics industry.
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II.
Statement of Authenticity
I the undersigned declare that all material presented in this paper is my own work or fully and
specifically acknowledged wherever adapted from other sources.
I understand that if at any time it is shown that I have significantly misrepresented material
presented here, any degree or credits awarded to me on the basis of that material may be revoked.
I declare that all statements and information contained here are true, correct and accurate to the
best of my knowledge and belief.
Petra Hauser
..............................................
Date
August 4, 2015
Petra Hauser
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III.
Acknowledgment
Immense gratitude and deepest gratitude for the aid and support are extensive to the following
persons who in one way or another have contributed to making this bachelor thesis possible.
Mr. Christoph Minnig, supervisor, for his support, advice, recommendations, and valuable
comments that contributed so much to the completion of this bachelor thesis.
Prof. Dr. Jürg de Pietro, client, for his support, instructions and opportunity of writing the bachelor
thesis.
To Anastasia Tapsieva, proof reading, for her effort and patience in correcting this bachelor thesis.
To my parents, for their patience, encouragement, and financial support during my studies.
To everyone who has contributed in any way to making this bachelor thesis possible.
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IV.
Table of Contents
I.
Abstract ....................................................................................................................................2
II.
Statement of Authenticity..........................................................................................................3
III.
Acknowledgment ..................................................................................................................4
V.
Table of Figures .......................................................................................................................8
VI.
Glossary / Translations .........................................................................................................9
1
2
INTRODUCTION ....................................................................................................................10
1.1
Problem Definition ...........................................................................................................11
1.2
Objectives .......................................................................................................................11
1.3
Limitations of the Research .............................................................................................11
1.4
Methodology ...................................................................................................................11
THE SWISS PLASTICS INDUSTRY ......................................................................................12
2.1
2.1.1
Introduction ..............................................................................................................13
2.1.2
The Value Chain in the Plastics Industry ..................................................................13
2.1.3
Aggregate Importance ..............................................................................................14
2.1.4
Challenges in the Swiss Plastics Industry.................................................................14
2.2
3
Overview of the Swiss Plastics Industry ..........................................................................13
Conclusion ......................................................................................................................16
ISSUES IN THE VOCATIONAL TRAINING SYSTEM ............................................................18
3.1
Vocational Training - a Competitive Advantage ...............................................................19
3.1.1
Introduction ..............................................................................................................19
3.1.2
Vocational training and Qualified Professionals are Important Location and
Competitive Factors ...............................................................................................................19
3.1.3
The Analysis of various Aspects has shown the Vocational Training include Strengths
and Weaknesses on a national and international level ...........................................................20
3.1.4
The Future Development Faces Switzerland, its Companies and International
Cooperation a challenge in the Field of Vocational Training ...................................................21
3.1.5
3.2
Conclusion ...............................................................................................................22
Influence Factors on Vocational Training Program Choice ..............................................22
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4
5
VOCATIONAL TRAINING IN SWITZERLAND .......................................................................23
4.1
Introduction .....................................................................................................................24
4.2
The Swiss Vocational Training Program in the Swiss Plastics Industry ...........................26
4.2.1
Introduction ..............................................................................................................26
4.2.2
Federal VET Certificate in polymer processing .........................................................27
4.2.3
Federal VET Diploma in Plastics Technology ...........................................................28
4.2.4
Conclusion ...............................................................................................................29
EXPERIENCES OF COMPANIES ..........................................................................................30
5.1
5.1.1
Interview with Colasit AG .........................................................................................31
5.1.2
Interview with Fischer Söhne AG .............................................................................32
5.1.3
Interview with Semadeni Plastics Group...................................................................33
5.1.4
Interview with Pilatus Flugzeugwerke AG .................................................................34
5.1.5
Interview with wez Kunststoffwerk AG ......................................................................35
5.1.6
Interview with GF Rohrleitungssysteme AG .............................................................36
5.1.7
Interview with Marcel Bützer AG ..............................................................................37
5.1.8
Interview with Ebnat AG ...........................................................................................38
5.1.9
Interview with Kunststoff Schwanden AG .................................................................39
5.1.10
Interview with KBS-Spritztechnik CH GmbH .............................................................40
5.2
6
7
Interviews ........................................................................................................................31
Conclusion ......................................................................................................................41
MARKETING CONCEPT........................................................................................................43
6.1
Definition of Marketing Concept ......................................................................................44
6.2
Employer Branding ..........................................................................................................44
6.2.1
Definition of Employer Branding ...............................................................................44
6.2.2
Employer Branding Model ........................................................................................44
6.2.3
Implementation of the Employer Branding Model in the Plastics Industry .................45
MARKETING PLAN................................................................................................................56
7.1
Definition .........................................................................................................................57
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7.2
8
The Strategic Marketing Process.....................................................................................57
7.2.1
Situation Assessment ...............................................................................................58
7.2.2
Strategy Formation ...................................................................................................61
7.2.3
Implementation: Positioning and the Marketing Mix ..................................................61
CONCLUSION .......................................................................................................................64
8.1
The Swiss Plastics Industry .............................................................................................65
8.2
Issues in the Vocational Training Program ......................................................................65
8.3
Vocational Training Program in Switzerland ....................................................................65
8.4
Experiences of Companies..............................................................................................65
8.5
Marketing Concept ..........................................................................................................66
8.6
Marketing Plan ................................................................................................................66
8.7
Recommendation ............................................................................................................66
8.8
Further Steps ..................................................................................................................66
8.9
Closing Statement ...........................................................................................................67
9
Bibliography ...........................................................................................................................68
10
Appendices .........................................................................................................................74
10.1
Appendix A: Email Colasit AG .........................................................................................75
10.2
Appendix B: Email Fischer Söhne AG .............................................................................78
10.3
Appendix C. Email Semadeni Plastics Group ..................................................................81
10.4
Appendix D: Email Pilatus Flugzeugwerke AG ................................................................84
10.5
Appendix E: Email wez Kunststoffwerk AG .....................................................................88
10.6
Appendix F: Email Ebnat AG ...........................................................................................91
10.7
Appendix G: Email Marcel Bützer AG ..............................................................................93
10.8
Appendix H: Georg Fischer Rohrleitungssysteme AG .....................................................96
10.9
Appendix I: Email Kunststoff Schwanden AG ..................................................................99
10.10
Appendix I: Email KBS-Spritztechnik CH GmbH ........................................................ 102
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V.
Table of Figures
Figure 1: SWOT Analysis of the Competitiveness of the Swiss Plastics Industry ...........................16
Figure 2: Strengths and Weaknesses of the Vocational Training System ......................................20
Figure 3: Overview of the Career Prospects in the Swiss Plastics Industry....................................26
Figure 4: Findings of Interviews .....................................................................................................41
Figure 5: Employer Branding Model ..............................................................................................44
Figure 6: The Communications Management Process ..................................................................45
Figure 7: SMART Objectives Setting .............................................................................................46
Figure 8: Advertising Concept for Parents .....................................................................................47
Figure 9: Advertising Concept for Secondary Education Graduates ..............................................49
Figure 10: Impression Creation Process for Parents .....................................................................52
Figure 11: Impression Creation for Secondary Education Process ................................................54
Figure 12: The Strategic Marketing Analysis and Planning Process ..............................................57
Figure 13: Target Group Characteristics ........................................................................................58
Figure 14: Five Forces Industry Analysis .......................................................................................59
Figure 15: SWOT Analysis of the Competitiveness of the Swiss Plastics Industry .........................60
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VI.
Glossary / Translations
Eidgenössisches Berufsattestat EBA
Federal Certificate of Vocational Education
and Training / Federal VET Certificate
Eidgenössisches Fähigkeitszeugnis EFZ
Federal Diploma of Vocational Education and
Training / Federal VET Diploma
Eidgenössische Berufsprüfung (BP)
Federal Diploma of Professional Education
Fachausweis
and Training
Eidgenössische höhere Fachprüfung (HFP)
Advanced Federal Diploma of Professional
Diplom
Education and Training
Eidgenössisch anerkannte Bildungsgänge der
College of Professional Education and Training
höheren Fachschulen Diplom Höhere
(PET) Degree in
Fachschule (HF)
Kunststoffverarbeiterin EBA /
Federal VET Certificate in Polymer Processing
Kunststoffverarbeiter EBA
Kunststofftechnologin EFZ /
Federal VET Diploma in Plastics Technology
Kunststofftechnologe EFZ
Berufsschule
Vocational School
Berufslehre
Vocational Training Program
Lehrabgänger
Apprenticeship Graduate
Schnupperlehre
Trial Vocational Training Program
Source: Author, based on (Staatssekretariat für Bildung, Forschung und Innovatin SBFI, 2015:13)
1
1
the SBFI recommends to change the term for professional training, as those are recommendations the author has choosen to use the
current terms for professional training
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1
INTRODUCTION
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1.1 Problem Definition
The Swiss plastics industry is facing two major obstacles; a skills shortage and anonymity within
the domestic market. Although the Swiss plastics industry is responsible for 0.5% of the national
economy and employs around 30,000 workers (Swiss Plastics, 2014:26), the industry lacks
recognition among the Swiss population.
The second issue is the skills shortage in the Swiss plastics industry. Currently the industry tries to
minimize the skills shortage by recruiting qualified professionals from abroad. The changing
demographics further complicate this issue. Already today the number of qualified professional that
leave the labor market exceeds the number of young professionals that are entering the labor
market.
Due to the fact the Swiss dual educational system has a high reputation and is well established,
the advantages of vocational training programs in the Swiss plastics industry are not exploited to
their full extent. However, the vocational training program is a good opportunity for experiential
learning. Vocational training also offer an efficient way of knowledge transfer from experienced
professionals to trainees.
1.2 Objectives
The objectives of this bachelor thesis are to creating a concept, which will lead to an increase in
awareness of and, interest in the vocational training program of polymer processors and plastics
technologists. This strategy should produce an increase in number of apprenticeship graduates in
polymer processing and plastics technologies.
1.3 Limitations of the Research
As mentioned above, the Swiss plastics industry is facing two major obstacles the skills shortage
and the anonymity in the marketplace. There are two possible approaches to solving these
obstacles; either by rising public the awareness of the Swiss plastics industry or by increasing the
awareness of and interest in the vocational training programs in the industry.
This paper will focus the approach of increasing the awareness, interest, and number of
apprentices in the vocational programs in the Swiss plastics industry. The issue of anonymity of the
Swiss plastics industry will not be discussed in this bachelor thesis.
1.4 Methodology
The concept for increasing the awareness, interest and number of apprentices in the Swiss plastics
industry will be based on secondary literature, such as studies and reports. Additionally, short
interviews with companies in the industry will be conducted.
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2
THE SWISS PLASTICS INDUSTRY
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2.1 Overview of the Swiss Plastics Industry
2.1.1
Introduction
The Swiss Plastics Industry consists of around 1,124 companies that produce plastics, machines
for plastics production and processing, plastics goods, packaging, construction material, and other
goods made of plastics (Swiss Plastics, 2014:11). Currently, the plastics industry employs around
30,000 employees (Swiss Plastics, 2014:11). Approximately 580,000 tons of the produced finished
and semifinished plastic products were exported (Swiss Plastics, 2014:11). Moreover the industry
generated a value added of 4.1 billion Swiss Francs (Swiss Plastics, 2014:11).
2.1.2
The Value Chain in the Plastics Industry
2.1.2.1 Product Development
Product development consists of research and development by private and public organizations,
as well as engineering and design (Swiss Plastics, 2014:14). Product development is the most
important driver for innovation and progress (Swiss Plastics, 2014:14).
2.1.2.2 Preliminary Work for Plastics Processing
The most important preliminary work for plastics processing is the production of plastics (Swiss
Plastics, 2014:14). The process starts with the aquisition of raw materials such as petroleum,
natural gas, and plant components, which are processed to basic chemicals (Swiss Plastics,
2014:14). Thermoplast, duroplast and elastomere are produced out of these basic chemicals and
are delivered to polymer processors (Swiss Plastics, 2014:14). As the polymer processing
demands machines and tools, engineering is an important part of the preliminary work as well
(Swiss Plastics, 2014:14).
2.1.2.3 Polymer Processing
In this section of the value chain, the plastic in its primary form will be processed into finished and
semifinished products, such as pipes, couplers, or tubes (Swiss Plastics, 2014:14).
2.1.2.4 Distribution of the Polymer Processing Industry
In the last step of the value chain, production / final assembly of the finished products take place
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2.1.3
Aggregate Importance
2.1.3.1 Workforce
The sector group chemistry, pharmaceuticals and plastics is part of the processing industry and
employs around 115, 000 personnel (Swiss Plastics, 2014:26). About one fifth of those employees
are employed in the plastics processing industry (Swiss Plastics, 2014:26). Hence, the plastics
processing industry plays a key role in the sector group chemistry, pharmaceuticals and plastics
The plastics processing sector holds around 3.5% of the processing industry and 0.5% of the
national economy (Swiss Plastics, 2014:26). This industry employs more people than the metal
production or the automobile industry (Swiss Plastics, 2014:26).
2.1.3.2 Value Added in the Plastics Industry
The plastics processing generated a gross value added of 2,967 million CHF in 2014 (Swiss
Plastics, 2014:32). This corresponds to 10% of the sector chemistry, pharmaceuticals, plastics, 2.7%
of the entire processing industry and around 0.5% of the national value added (Swiss Plastics,
2014:32).
2.1.3.3 Productivity per working hour
The productivity of polymer processor has decreased by 0.4% p.a. on average over the last 20
years (Swiss Plastics, 2014:38). For this reason, productivity was around 7% lower in 2014 than in
1995 (Swiss Plastics, 2014:38). Nevertheless, while the national economy has increased its
productivity by 1% p.a over the same period, the entire processing industry has increased its
productivity by 2.5% p.a (Swiss Plastics, 2014:38).
2.1.4
Challenges in the Swiss Plastics Industry
2.1.4.1 Competitiveness
The competiveness of individual companies is linked to location, geo-economy and institutional
parameters outside the companies’ sphere of influence (Swiss Plastics, 2014:42). Furthermore, it
is related to competitors and their competencies in innovativation and productivity (Swiss Plastics,
2014:42).
The location is not only an important factor for the plastics industry but for the national economy as
well (Swiss Plastics, 2014:42). There is evidence that international competition has increased over
the past years (Swiss Plastics, 2014:42).
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2.1.4.1.1 Global Manufacturing Competitiveness Index
In terms of competitiveness, the surveyed CEOs expect that European countries will not be able to
keep up (Swiss Plastics, 2014:43). Moreover, a shift to Asia is expected to take place (Swiss
Plastics, 2014:43).
In order to determine the Global Manufacturing Competitiveness Index, a framework was designed,
which includes the most important determinants of the international competitiveness (Swiss
Plastics, 2014:43). Those determinants were ranked according to their relevance by the survey
participants (Swiss Plastics, 2014:43). According to the participants, the most important
determinant is talent innovation (Swiss Plastics, 2014:43). This determinant consists of availabilty
and quality of engineers and researchers, educated production personnel, the educational system,
junior staff in engineering and sciences, quality of innovation partnerships with universities, and an
effective immigration policy (Swiss Plastics, 2014:43).
The evaluation shows that developed countries receive low scores for labor and material costs, as
well as energy policies (Swiss Plastics, 2014:43). On the other hand, innovation, productivity, trade,
tax and financial system, infrastructure, and the health system are rated highly (Swiss Plastics,
2014:43).
2.1.4.2 Education and Availability of Qualified Professionals
The expert workshop identified the educational system / offer in the plastics industry as insufficient
(Swiss Plastics, 2014:45). Even though the University of Appplied Sciences and Arts Northwestern
Switzerland offers the study program polymer technology, the interest is low (Swiss Plastics,
2014:45). In order to compensate for the skills shortage, most qualified professionals are recruitied
from aboard, especially from Germany (Swiss Plastics, 2014:45).
Furthermore it is challenging to find talented apprentices and retain them after completing the
vocational training program (Swiss Plastics, 2014:45). Due to the fact that the machines and
techniques used in plastics production are becoming more complex, the expectations for the level
of employee professional competence have increased as well (Swiss Plastics, 2014:45). In this
regard, the plastics industry is missing at important job fairs as Swiss skills (Swiss Plastics,
2014:45).
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2.2 Conclusion
Strengths
-
Weaknesses
Tailor-made products and just-in-time
-
Training system, lack of junior staff
production
-
Image, lack of awareness
-
High degree of automation
-
Diversification of markets
-
Quality
-
Little diversification compared to
-
Customer orientation
-
Innovation
-
Cluster effect
-
Experienced personnel
-
Productivity
competition
Opportunities
Threats
-
Well established infrastructure
-
Regulations
-
Flexible labor market
-
Insecure development of euro area
-
Stable legal and financial system
-
Availability and price of raw materials
-
Dual educational system
-
Tightening of skills shortage
-
Swissness
o
Demographic change
-
Free trade agreements
o
Political decisions
-
High wage level attracts qualified
o
Lack of technical aptitude
-
professionals
-
Currency
New markets
-
International Sourcing
-
High labor and material costs
Figure 1: SWOT Analysis of the Competitiveness of the Swiss Plastics Industry
Source: Author based on Innovation Report 2015
Strengths
In the Global Manufacturing Competitiveness Index, developed countries like Switzerland receive
high ranking in innovation, productivity, infrastructure and trade (Swiss Plastics, 2014:43). Many
qualified professionals are employed in the Swiss plastics industry (Swiss Plastics, 2014:45).
Weaknesses
As mentioned above, the Swiss plastics industry is facing a skills shortage, as there are more
qualified professionals leaving the labor market than young professional entering it. In addition to
this obstacle, the industry is anonymous in the Swiss market.
Over the last years, the Swiss plastics industry has seen a decline in productivity (Swiss Plastics,
2014:38).
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Opportunities
Even though the industry is facing a skills shortage, the dual education system in Switzerland is an
effective approach to reduce it. Furthermore the high wage level attracts many qualified
professionals, which may alleviate the skills shortage to a certain extent.
Threats
In the future, the skills shortage is expected to worsen to the demographic changes, political
decisions, and lack of technical aptitude of young people (Swiss Plastics, 2014:49). Recently, the
Swiss Franc has become a threat as well, since it is becoming stronger to other currencies.
Related to this fact, labor and material costs in Switzerland are higher than in other economies.
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3
ISSUES IN THE VOCATIONAL TRAINING SYSTEM
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3.1 Vocational Training - a Competitive Advantage
3.1.1
Introduction
Currently there is increasing competition among countries and regions (Schwarz, 2011:4). For
Switzerland, the economic importance of international mobility of companies is a key factor. There
are two different key factors: on one hand Switzerland is a preferred location, and on the other
hand Swiss companies are focused internationally (Schwarz, 2011:4).
In order to maintain the competitive advantage, Switzerland has to ensure that there are qualified
professionals on the domestic and foreign levels (Schwarz, 2011:4). However, for long-term
international success of Swiss companies, qualified professionals have to be trained locally
(Schwarz, 2011:4).
The internationalization of education has gained in importance (Schwarz, 2011:4). While there is
international clarity in academic education, that aspect is missing in vocational training (Schwarz,
2011:4).
The high standard of vocational training in Switzerland may be used as a profiling and positioning
approach (Schwarz, 2011:5). The positioning of the Swiss economy in international competition
can be strengthened further by using the vocational training (Schwarz, 2011.5).
3.1.2
Vocational training and Qualified Professionals are Important Location and
Competitive Factors
Over the past years, competition among countries has intensified and the differences among the
leading economies have been lowered (Schwarz, 2011:7). On the strength of the quality of
education and research or efficiency of the labor market, Switzerland can maintain its leading
position (Schwarz, 2011:7). Today Switzerland is acknowlegded as an educational and research
location worldwide (Schwarz, 2011:7).
3.1.2.1 Conclusion and Measures
Conclusion

The vocational training is of a high importance for the competitive advantage of a country
(Schwarz, 2011:10).

The vocational qualification is an important decision factor for companies willing to be
based in Switzerland (Schwarz, 2011:10).

The lack of acknowledgment of the vocational training is criticized (Schwarz, 2011:10).
Measures
The image of the vocational training has to be strengthened (Schwarz, 2011:11). Moreover, the
importance and quality of the vocational training has to be acknowledged by companies, partners,
and the general public (Schwarz, 2011:11).
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3.1.3
The Analysis of various Aspects has shown the Vocational Training include
Strengths and Weaknesses on a national and international level
Figure 2: Strengths and Weaknesses of the Vocational Training System
Strengths
Weaknesses

Dual vocational training

Vocational Training regulations

Skill Grade Mix

Basic education of the adolescents at

Further Education

Social acceptance of the Vocational

Lack of soft skills
Training

Cooperation among corporate sector,
the beginning of the vocational training

Duration of the Vocational Training
associations and government

Job-related knowledge after completing
concerning the content of the
the vocational training
vocational training

Flexibility of the vocational training

Knowledge of foreign languages
Source: Author based on Berufsbildung – Ein Schweizer Standort- und Wettbewerbsfaktor
Conclusion
According to Swiss experts the cooperation between government, cantons and organizations of the
working environment is satisfactoyied (Schwarz, 2011:27).
Improvement of the vocational training is claimed in further education which should be reevaluated
in comparision to the academic education (Schwarz, 2011:27). Moreover the transition from the
secondary education to the vocational training should be improved (Schwarz, 2011:27). The
difference between the requirement profile and the needed competencies for the vocational
training is mentioned as a weakness as well (Schwarz, 2011:27). Lastly there is a higher focus on
school grades rather than on needed competencies, which exacerbate the problem of apprentice
integration into professional life (Schwarz, 2011:27).
Measures
For the purpose of strengthening the vocational training in Switzerland, issues have to be
addressed (Schwarz, 2011:27):

The basic training of the adolescents before the entry into the vocational world (Schwarz,
2011:27).

International comparability of the vocational training diplomas (Schwarz, 2011:27).

Improvement of foreign language knowledge of graduate apprentices (Schwarz, 2011:27).

Cooperation among corporate sector, associations and the government regarding the
content of the vocational training (Schwarz, 2011:27).
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
Eligibility of graduate apprentices for vacancies (Schwarz, 2011:27).

Acquisition of soft skills during vocational training (Schwarz, 2011:27).

Improvement of companies’ own image when offering vocational training (Schwarz,
2011:27).

Qualification of teaching staff in vocational colleges (Schwarz, 2011:27).

Vocational training politics in Switzerland (Schwarz, 2011:27).

Adaptability of the vocational training to the companies’ needs (Schwarz, 2011:27).

Social acceptability of the vocational training (Schwarz, 2011:27).
3.1.4
The Future Development Faces Switzerland, its Companies and International
Cooperation a challenge in the Field of Vocational Training
Demographic shifts, structural change within the industries, globalization, as well as the
international mobility present new challenges to the economy (Schwarz, 2011:30).
Current, demographic changes lead to more labor force leaving than young qualified labor force
entering the professional world (Schwarz, 2011:30).
3.1.4.1 Skills Shortage
As more labor force resigns than young qualified labor force enters the professional world, Swiss
industries are facing a skills shortage (Schwarz, 2011:30).
In the opinion of Swiss companies, the best way to counteract the skills shortage is to recruit
foreign professionals rather than training them in the domestic labor market (Schwarz, 2011:32).
Conclusion
As mentioned above, international comparability of the vocational training diplomas is demanded;
however, the vocational training should not lose its practical orientation (Schwarz, 2011:33). In
order to prevent the skills shortage, there are two possible approaches; one approach may be the
training of professionals in the domestic market, while the second approach is recruiting
professionals from abroad (Schwarz, 2011:33).
According to experts, there are two perspectives concerning transporting the vocational training
(Schwarz, 2011:32). Firstly, if the vocational training system were be transferred to subsidiaries
outside of Switzerland, local conditions may be satisfied (Schwarz, 2011:32). The second
perspective is vocational training can be a competitive advantage, therefore, if transferring the
vocational training to other countries the Swiss economy may be weakened (Schwarz, 2011:32).
However, experts appreciate if the vocational training diplomas are recognized on an international
level, facilitating the exchange of professionals (Schwarz, 2011:32). Changing the dual educational
system is not an approach to solve the issues (Schwarz, 2011:32).
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Measures
Due to the changing demographic, it is necessary to establish measures in order to prevent the
skills shortage (Schwarz, 2011:33). By exhausting the national human resources as well as the
national vocational training the skills shortage may be reduced (Schwarz, 2011:33). Further
qualified professionals may be recruited from abroad (Schwarz, 2011:33).
3.1.5
Conclusion
The vocational training programs is an important factor for competitiveness of local companies
(Schwarz, 2011:10). However, the lack of acknowlegment is criticized (Schwarz, 2011:10).
Another point of criticism is the fact that further education in the vocational training program is not
valued equally compared to the academic education (Schwarz, 2011:27).
Furthermore the transition from secondary education to the vocational training program has to be
reformed (Schwarz, 2011:27).
Due to the increased globalization, the vocational training program diplomas have to be adapted to
the international market, meaning the comparability with foreign diplomas should be improved
(Schwarz, 2011:33).
3.2 Influence Factors on Vocational Training Program Choice
According to the study Entscheidungskriterien Schweizer Jugendlicher bei der Berufswahl, parents
and friends exert the highest influence on the vocational choice of adolescents (Bietenhard, et al.,
2011:2). This influence is particularly notable when it come to fundamental decisions , issues of
personality, and application (Bietenhard, et al., 2011:2). Adolescents are more likely to consult
teachers and vocational counselling concerning content issues of vocational training (Bietenhard,
et al., 2011:2). A trial vocational training is an important source of guidance and an opportunity for
adolescents to inform themselves in-depth about their desired vocational field (Bietenhard, et al.,
2011:2). Futhermore, the study showed the motivation to find an apprenticeship to be high
(Bietenhard, et al., 2011:2).
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4
VOCATIONAL TRAINING IN SWITZERLAND
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4.1 Introduction
The vocational training program in Switzerland empowers adolescents to enter the labor market
and ensures that there are abundant qualified employees and managers in the future (State
Secretariat for Education, 2015:4). The vocational training programs closely correspond with the
larbor market and are an essential part of the education system (State Secretariat for Education,
2015:4).
The vocational trainning scheme is devided into two distinct levels: upper-secondary level
vocational training and teritary-level professional training (State Secretariat for Education, 2015:4).
Two thirds of all adolescents completing basic education are enlisted in a vocational training
program (State Secretariat for Education, 2015:4).
Employment prospects
The upper vocational training builds on the basic vocational training (State Secretariat for
Education, 2015:4). It imparts professionals with specialized compentences and qualify them for
managerial and specialist role (State Secretariat for Education, 2015:4).
The Federal Vocational Baccalaureate pave the way to universities of applied sciences (State
Secretariat for Education, 2015:4). Furthermore, enrolling at a university or federal institute of
technology is possible as well, if the candidate has passed the university aptitude exam (State
Secretariat for Education, 2015:4).
Dual Vocational Training System
The vocational training is characterized by a dual system consisting of, a theoretical and a practical
part during the apprenticeship (State Secretariat for Education, 2015:4). There also exists
vocational training programs with no practical part, meaning the apprentices attend school on a
full-time basis: however, this form of vocational training is less common (State Secretariat for
Education, 2015:4). The upper vocational training is characterized by a dual system as well (State
Secretariat for Education, 2015:4).
Permeability
The vocational training system is based on clearly specified educational offers along with the
national qualifications procedures (State Secretariat for Education, 2015:4). Mostly, the vocational
training system is flexible, meaning that further education, enrollment at a university, or a job
rotation are all possible (State Secretariat for Education, 2015:4).
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Labor market focused
The apprenticeships are orientated towards the demanded vocational qualifications and available
vacancies (State Secretariat for Education, 2015:4). This direct interaction between the vocational
training and the professional environment leads to the fact that Switzerland has one of the lowest
youth unemployment in Europe (State Secretariat for Education, 2015:4).
Joint partnership
The vocational training is a cooperation among the government, cantons and the working
environment (State Secretariat for Education, 2015:4). Together the partners are responsible for a
high standard of the vocational training programs and their offerings (State Secretariat for
Education, 2015:4).
Quality
As mentioned above, the responsibilty is carried jointly by the partners, which leads to a high
standard of the vocational training programs in Switzerland (State Secretariat for Education,
2015:5). Furthermore, the apprenticing companies are responsible for the quality development of
the vocational training program (State Secretariat for Education, 2015:5). The responsibilites of the
individual partners depend on their tasks within the partnership (State Secretariat for Education,
2015:5).
Efficiency
Since the vocational training system is aligned with the working environment it is an effective and
efficient approach. Moreover, the productivity of apprentices is higher than the gross expenditures
on their vocational training (State Secretariat for Education, 2015:5).
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4.2 The Swiss Vocational Training Program in the Swiss Plastics Industry
4.2.1
Introduction
Figure 3: Overview of the Career Prospects in the Swiss Plastics Industry
Production Manager
Plastics Engineering
with Advanced Federal
Diploma of Professional Education and
Training
College of Professional
Education and Training
PET Degree in Plastics
Engineering
Bachelor Degree
SwissMem
Specialist Training
Swiss Federal Institute
of Technology Zurich
Source: Author, based on (Kunststoff Verband Schweiz, n.d.)
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4.2.2
Federal VET Certificate in polymer processing
4.2.2.1 Requirements
In order to begin the vocational training program as a polymer processor, the applicants have to
have completed the secondary educational level (berufsberatung.ch, 2015). Furthermore the
applicants should have a certain degree of technical understanding, manual dexterity, and enjoy at
setting up and operating machines (berufsberatung.ch, 2015). Besides the mentioned technical
requirements, the aspirant should be flexible concerning the working hours and be in excellent
health (berufsberatung.ch, 2015).
4.2.2.2 Job Description
After completing the vocational training as polymer processors EBA, they are able to do the
following work

Operate machines, facilities, peripherals for plastics production

Set up machines and facilities

Maintenance of machines, production materials and peripherals

Handle manufacturing orders according to the quality standards

Comply with security and environmental policies (Renold, 2008:1-2).
Within the profession of polymer processors there are five possible majors: injection moulding /
pressing, extrusion, production of fabric, production of composite parts, and processing of
semifinished goods / thermoforming (Renold, 2008:2).
4.2.2.3 Working Environment
Polymer processors work in various industrial companies in plastics, engineering, electronics,
watches, automobile, or packaging department (SDBB Bern, 2008:2). Due to the fact the
production equipment is operating day and night, shift-work is required by polymer processors
(SDBB Bern, 2008:2). The number of vacancies in the plastics industry is expected to increase in
the future (SDBB Bern, 2008:2).
4.2.2.4 Further Education
For polymer processors there are two options for further education. The first option is the courses
offered by professional associations and technical colleges (SDBB Bern, 2008:2). The second
option is to obtain federal VET diploma in plastics professional (SDBB Bern, 2008:2).
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4.2.3
Federal VET Diploma in Plastics Technology
4.2.3.1 Requirements
Before beginning the vocational training program of plastics professional, the applicants have to
have completed their secondary education with good to very good grades (berufsberatung.ch,
2015). Additionally, the applicant should have high grades in mathematical and scientific subjects
(berufsberatung.ch, 2015).
Further requirements include an interest in machines and a certain degree of technical
understanding, enjoyment in setting up and operating manufacturing machines, well developed
spatial perception, manual dexterity, precise working methods, independence, and flexibility
regarding working hours (berufsberatung.ch, 2015).
4.2.3.2 Job Description
After completing the vocational training program as plastics professionals EFZ, they are able to do
the following work:

Process polymeric materials into semifinished and finished products

Setting up of machines and product lines, optimization of production, maintenance of
equipment, machines, and tools

In cooperation with other professionals, process orders, projects and trials

Collaborate in planning, controlling of production processes, and development of
customized applications

Independent, qualified, energy- and resources-saving implementation of orders

Practical technical skills, interest in organizational and planning duties, and appropriate
flexibility (Renold, 2007:1-2).
Similar to the vocational training program of polymer processor EBA, the plastics professionals
EFZ specialize in one of the following majors: injection moulding / pressing, extrusion, production
of fabric, production of composite parts, and processing of semifinished goods / thermoforming
(Renold, 2007:2).
4.2.3.3 Working Environment
Plastics professional with a federal VET diploma work in various industrial companies in plastics,
engineering, electronics, watches, automobile, or packaging departments (SDBB Bern, 2014:2). As
qualified professionals, plastics professionals are in demand in the labor market; however there are
regional differences (SDBB Bern, 2014:2).
4.2.3.4 Further Education
Figure 3 illustrates the possibilities of further education..
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4.2.4
Conclusion
According to a survey conducted by Kunststoffverband Schweiz a large number of participants
agree that the job title plastics technologist is meaningful (Kunststoffverband Schweiz, n.d.:2).
However, there is criticism that non-professionals do not know what a plastics technologist actually
does (Kunststoffverband Schweiz, n.d.:2). Due to the fact that plastics technologists continue their
educational path, the vocational training program of polymer processors has to be extended to
three years in order to meet the requirements of the economy (Kunststoffverband Schweiz, n.d.:2).
Additonally some participants are critical of the focus on theory is too high (Kunststoffverband
Schweiz, n.d.:32). For the the vocational school, the secondary education graduates have to have
good to very good grades; however, for the practice lower grades are sufficient (Kunststoffverband
Schweiz, n.d.:32). The difference between the federal VET diploma and the federal VET certificate
is a further criticsm (Kunststoffverband Schweiz, n.d.:32).
Most of the survey participants answered positively the question whether the qualifications of the
job correspond to the requirements of the labor market (Kunststoffverband Schweiz, n.d.:32).
Nevertheless some participants have some concerns (Kunststoffverband Schweiz, n.d.:32).
Generally graduates with a federal VET diploma upgrade their education; this gap cannot by
closed by federal VET certificate graduates (Kunststoffverband Schweiz, n.d.:32). Furthermore the
variety in the vocational training program of plastics technologists is not demanded by a
professional (Kunststoffverband Schweiz, n.d.:32).
As mentioned above, many federal VET diploma graduates continue their education. This leads to
the question what are the benefits of the vocational training programs to the training company
(Kunststoffverband Schweiz, n.d.:33).
Due to the fact that vocational training programs require more effort and are becoming more
expensive, the query came up whether they are still benefitcial to the companies
(Kunststoffverband Schweiz, n.d.:39.).
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5
EXPERIENCES OF COMPANIES
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5.1 Interviews
In order to gain an insight into the skills shortage and the vocational training program in the Swiss
plastics industry, short interviews have been conducted.
5.1.1
Interview with Colasit AG
5.1.1.1 Short Company Profile
The company has three core businesses: ventilation engineering for industry, container and
pipeline engineering for liquids, and special components for individual solutions (Colasit AG, 2015).
In the division of ventilation engineering for industry, Colasit AG offers ventilation systems,
environmental engineering, and vents (Colasit AG, 2015). Furthermore the company offers
apparatus engineering, polyester parts, and vacuum-moulded components (Colasit AG, 2015).
According to Mr. Kneubühl, the company is facing a skills shortage (Kneubühl, 2015). The
company has difficulties recruiting a qualified project manager in ventilation systems, a projects
manager in apparatus engineering, and a site supervisor (Kneubühl, 2015). Moreover, since Swiss
employees for manufacturing are nearly impossible to hire, the company is hiring professionals
from Germany, Poland, and Hungary (Kneubühl, 2015).
5.1.1.3 Reasons for Skills Shortage
In Switzerland the plastics industry consists of only a few companies (Kneubühl, 2015).
Consequently there are not enough qualified professionals (Kneubühl, 2015). Furthermore the
requirements for the vocational training program in plastics technology are high, especially in the
field of physics and mathematics (Kneubühl, 2015). Finally, the wages in the plastics industry are
not very (Kneubühl, 2015). Qualified personnel leave the plastics industry to enroll at a university,
choosing to pursue a career in another industry with a higher earning potential (Kneubühl, 2015).
5.1.1.4 Measures for reducing Skills Shortage
In order to reduce the skills shortage, the company offers vocational training program in the field of
plastics, recruits qualified professionals abroad, and headhunts possible employees (Kneubühl,
2015).
5.1.1.5 Human Resource Marketing
Colasit AG does not attend any job fairs since the expenditures and returns of those events do not
match (Kneubühl, 2015). However, the company does publications at schools (Kneubühl, 2015).
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5.1.1.6 Advantages of the Vocational Training Program in Plastics Technology
Plastics Technology offers quality vocational training (Kneubühl, 2015). Those who are possess
manual skills and motivation, can develop themselves tremendously (Kneubühl, 2015).
5.1.1.7 Disadvantages of the Vocational Training Program in Plastics Technology
The requirements are relatively high (Kneubühl, 2015). The educational level of the candidate must
be high, which leads to difficulties for a simple craftsman (Kneubühl, 2015). Lastly, Federal VET
Diploma in Plastics Technology limits the employees because there are not many alternatives, and
there are not many plastics companies in Switzerland (Kneubühl, 2015).
5.1.2
Interview with Fischer Söhne AG
Fischer Söhne AG has three core business units, packaging, medicine / pharma, and industry /
automobile (Fischer Söhne AG, 2015). Within the business unit of packaging the company offers
standardized and customized packaging (Fischer Söhne AG, 2015). In the business unit medicine /
pharma Fischer Söhne AG develops and produces inter alia containers for medical apparatus and
hospitals (Fischer Söhne AG, 2015). The business unit industry / automobile looks for innovative
solutions for various applications in collaboration with their customers (Fischer Söhne AG, 2015).
Fischer Söhne AG is not facing a skills shortage in the field of plastics (Fischlin, 2015).
In the opinion of Mr. Fischlin, the reason for skills shortage is the low salary of qualified
professionals (Fischlin, 2015).
5.1.2.4 Measures for Reducing Skills Shortage
The company offers the vocational training program in plastics technology (Fischlin, 2015).
Due to the fact that Fischer Söhne AG has enough interested people, they do not do any human
resources marketing. Furthermore, they do not attend any job fairs (Fischlin, 2015).
The profession of a plastics technologists is multifaceted. Moreover the naming of the profession is
adequate (Fischlin, 2015).
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After obtaining the Federal VET Diploma in Plastics Technology, many graduates pursue further
education and no longer work in manufacturing, away from the value added source (Fischlin, 2015).
The vocational college is demanding, and weaker pupils can only obtain the Federal VET
Certificate (Fischlin, 2015). The difference between the Federal VET Diploma and Federal VET
Certificate is too large (Fischlin, 2015).
5.1.3
Interview with Semadeni Plastics Group
The Semadeni Plastics Group was established in 1952. It currently employs more than 160 people
and has achieved a turnover of 40 million CHF (Semadeni Plastics Group, 2014).
The company operates in development, construction, production and distribution of plastic
products and plastics related services (Semadeni Plastics Group, 2014). Those products are used
in the fields of sciences and laboratory, food and gastronomy, health care, industry and logistics,
construction and building maintenance (Semadeni Plastics Group, 2014).
Currently the Semadeni Plastics Group is not facing a severe skills shortage (Wittwer, 2015).
However, the company has had to recruit from the neighboring foreign countries to satisfy some of
their demand for labor (Wittwer, 2015).
The profession of plastics technologist is not well known (Wittwer, 2015). Furthermore there are
not enough plastics technologists being trained (Wittwer, 2015).
As far as possible, the company trains at least one apprentice per year who will continue to be
employed at Semadeni Plastics Group (Wittwer, 2015).
Semadeni Plastics Group offers site visits and trial apprenticeship trainings (Wittwer, 2015). The
company does not attend any job fairs themselves, but in cooperation with the plastics association
(Wittwer, 2015). This effort, however, has not been very successfully (Wittwer, 2015).
The vocational training program is good and diversified, and is based on advanced and
multifaceted material (Wittwer, 2015).
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The educational requirements are (too) high, especially in the field of physics and mathematics
(Wittwer, 2015).
5.1.4
Interview with Pilatus Flugzeugwerke AG
Pilatus Flugzeugwerke AG was established in 1939 (Pilatus Flugzeugwerke AG, 2015). The
company is the only aircraft designer and manufacturer in Switzerland (Pilatus Flugzeugwerke AG,
2015).
The company has two subsidiaries in the United States and Australia, and a joint venture company
in China (Pilatus Flugzeugwerke AG, 2015).
Pilatus Flugzeugwerke AG does only need a few qualified professionals for plastics (Huber, 2015).
In most cases, the employees can be trained on site (Huber, 2015).
Many companies rely on the labor market to recruit the qualified professionals (Huber, 2015).
Pilatus Flugzeuge AG train the professionals by themselves (Huber, 2015).
Currently Pilatus Flugzeugwerke AG employs around 100 apprentices most of whom continue their
employment after completing the vocational training program (Huber, 2015).
Yearly, the company organizes an event where the potential apprentices can gain insight into the
professional world (Huber, 2015).
Lastly, Pilatus Flugzeugwerke AG attends the ZEBI job fair (Huber, 2015).
The Federal VET Diploma in Plastics Technology is a rather new apprenticeship, therefore there
are not many plastics technologists in the labor market (Huber, 2015). This field has future
potential, which means there is job security (Huber, 2015).
At an early stage the apprentices are focusing on plastics, which makes it difficult to transition to
other departments later (Huber, 2015).
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5.1.5
Interview with wez Kunststoffwerk AG
Wez Kunststoffwerke AG manufactures containers for logistical solutions (Wez Kunststoffwerk AG,
2015:5). Those containers are used for various applications, such as packaging, warehousing, or
transportation. (Wez Kunststoffwerk AG, 2015:5). Engineering, laboratory, or gastronomy field are
also using those container for their individual needs (Wez Kunststoffwerk AG, 2015:6-7).
Depending on the level of education, Mr. Meyer (2015) can confirm the skills shortage. While it is
not very difficult to recruit highly qualified professionals for project manager or construction
positions, mid-level qualified professional like fitters, quality managers, or lean managers, are very
difficult to recruit (Meyer, 2015).
Usually the vocational training program of plastics technologists is used by young people who,
after obtaining the federal VET diploma in plastics technology, upgrade their education towards
higher qualified fields (Meyer, 2015). While this is beneficial in some ways, those departures also
leave a gap in the company (Meyer, 2015).
In order to reduce the skills shortage, one approach may be strengthening the connection with lean
management or with process engineering during the vocational training program (Meyer, 2015).
The qualified professionals may serve important functions in the field of process management or
quality management (Meyer, 2015).
Furthermore the job description of plastics technologists should focus more on sustainable
handling with plastics. Especially in the field of plastics, urban mining and green business would be
a very interesting topic (Meyer, 2015).
Due to the fact that wez Kunststoffwerk AG ownership has changed and has repositioned, the
company is not offering any vocational training programs at the moment. However, the company
does not exclude the possibility of offering vocational training programs in the future again (Meyer,
2015).
At the time when the company offered vocational training programs, they did not have any
difficulties of finding apprentices (Meyer, 2015).
Wez Kunststoffwerk AG does not attend any job fairs, but they may do sin the future (Meyer, 2015).
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The vocational training program of plastics technologists should not aim at training machine fitters
(Meyer, 2015). This job description should be combined with training program of plastics technician;
lower to middle professionals can be trained and developed further within the company (Meyer,
2015).
Usually the vocational training program of plastics technologists is used by young people who,
after obtaining the federal VET diploma in plastics technology, upgrade their education towards
higher qualified fields (Meyer, 2015).
5.1.6
Interview with GF Rohrleitungssysteme AG
GF Rohrleitungssysteme AG offers plastic pipelines for the distribution of water, liquids and gas
(GF Rohrleitungssysteme AG, n.d.). The innovative pipelines are used in various industries such
as energy, food and beverage, and water treatment (GF Rohrleitungssysteme AG, n.d.).
There is a skills shortage at GF Rohrleitungssysteme AG; therefore the company offers vocational
training programs (Stoffregen, 2015).
The level of awareness of the industry / occupation is low (Stoffregen, 2015). Furthermore, there
are too few training companies to supply the labor market with professionals (Stoffregen, 2015).
GF Rohrleitungssysteme AG offers the vocational training program of polymer processors and
plastics technologists (Stoffregen, 2015). After the completion of the vocational programs the
company offers a regular job (Stoffregen, 2015).
The company targets schools in order to attract young people to do its apprenticeship program in
this industry (Stoffregen, 2015).
GF Rohrleitungssysteme AG is represented at the EMAX (job fair at EMS Chemie). Additionally, a
MINT day will be held this year, where children are introduced to technical jobs at an early age
(Stoffregen, 2015).
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The vocational training program is diversified and offers an insight in various fields (basic
mechanical skills, plastics processing, and production material) (Stoffregen, 2015).
Due to the fact the vocational training program is diversified, it is not possible to provide in-depth
training as before the program revision in 2007 (Stoffregen, 2015). The goal of the revision was to
train more all-round specialists. However, it is not clear if this has been achieved (Stoffregen,
2015).
5.1.7
Interview with Marcel Bützer AG
Marcel Bützer AG produces plastic spare parts and tools. The company has specialized in
consulting and development, toolmaking, and serial production (Marcel Bützer AG, n.d.).
The company is not facing a skills shortage, as Marcel Bützer AG is a rather small company
(Schweingruber, 2015). Out of four fitters, two are plastics technologists and one is a toolmaker
(Schweingruber, 2015). A third plastics technologists will follow soon (Schweingruber, 2015).
There are fewer apprentices trained than in other professions: additionally, there are many ares of
specialization in the plastics industry (Schweingruber, 2015).
Not many plastics technologists remain in this profession, or they choose to pursue further
education (Schweingruber, 2015).
Every other year Marcel Bützer AG trains a plastic technologist. If possible, they try to keep them
for a while (Schweingruber, 2015). However, this is not very easy as military training school loms
(Schweingruber, 2015).
Today, it is not easy to profile themselves as an attractive training company. Although Marcel
Bützer AG is represented on various Internet platforms as yousty.ch, the company does not
receive many job applications (Schweingruber, 2015). According to Mr. Patric Schweingruber
(2015), this seems to be an overall trend.
The company offers job order production tool making; therefore the company can offer a diversified
vocational training program (Schweingruber, 2015). As Marcel Bützer AG has a mould-making
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concept, the apprentices are able to produce many tools by themselves, before they set them up
and test them (Schweingruber, 2015).
The company does not attend any job fairs (Schweingruber, 2015).
The vocational training program is very diversified: inter alia, an apprentice receives extensive
insight into the profession of a poly mechanic (Schweingruber, 2015).
According to Mr. Schweingruber (2015) there are no disadvantages of the federal VET diploma in
plastics technology. The only pint of criticism is that the apprentice in the first year attends the
federal baccalaureate school, which means that he / she spends three days a week at school,
which is not ideal for the beginning of the apprenticeship (Schweingruber, 2015).
5.1.8
Interview with Ebnat AG
Ebnat AG specializes in the production of various types of brushes (Ebnat AG, 2014). The
company has two product types: oral care and household. Additionally, they offer customized
brushes for different uses (Ebnat AG, 2014).
The company is not facing a skills shortage (Brunner, 2015).
Generally speaking, the labor market demands qualified professionals (Brunner, 2015).
Ebat AG tries to reduce the skills shortage by providing good labor conditions, good atmosphere
within the team, proper remuneration, and showing perspectives for professional development
(Brunner, 2015).
In order to increase the number of apprentices it attracts, Ebnat AG attends vocational training
program panels, invites school classes, and does employer branding (Brunner, 2015).
The vocational training program is an interesting, diversified profession. Additionally, it is a
mechanics basic education (Brunner, 2015).
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The lack of marketing is a drawback; the profession has to increase its level of awareness
(Brunner, 2015).
5.1.9
Interview with Kunststoff Schwanden AG
Kunststoff Schwanden AG specializes in injection moulding technology. The company
manufactures components for hybrid technology (Kunststoff Schwanden AG, n.d.). Furthermore,
they offer solutions in packaging and assemblies (Kunststoff Schwanden AG, n.d.). Besides the
manufacturing part, the company offers various services for tool manufacturing, logistics, or
hygienics (Kunststoff Schwanden AG, n.d.).
The company is facing a skills shortage (Gross, 2015).
According to Mrs. Sandra Gross (2015), vocational training programs are not very attractive to
adolescents (dirt, manufacturing environment in Switzerland, career prospects). Furthermore,
graduates of vocational training programs tend to pursue further education and want to change to
an office job (Gross, 2015).
In order to reduce the skills shortage, Kunststoff Schwanden AG offers further vocational training
programs in the field of plastics (Gross, 2015). Moreover the company offers an attractive work
place with stimulating challenges in the production environment (Gross, 2015). Additionally, job
expansion for unskilled workers is offered (Gross, 2015).
Kunststoff Schwanden AG also recruits professional from abroad (Gross, 2015).
Due to the fact that the company is one of the last producing companies in the canton of Berne, it
operates under special circumstances (Gross, 2015).
In order to attract more potential apprentices to the field of plastics, the company attends schools,
offers informational events, and cultivates an online presence (Gross, 2015).
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5.1.10 Interview with KBS-Spritztechnik CH GmbH
KBS Spritztechnik CH GmbH is a subcontractor in the precision engineering industry, which
develops and produces drive engineering (KBS-Spritztechnik CH GmbH, n.d.).
KBS-Spritztechnik CH GmbH is facing a skills shortage (Waeber, 2015).
According to Mr. Waeber (2015) the job description and higher education opportunities are
unknown to parents and teachers. The fact that plastics has a negative image exacerbates the
issue.
Parents want to see their children in academic professions (Waeber, 2015).
Teachers and career consultants are not interested in technical and industrial professions (Waeber,
2015).
In Freiburg, as well as in other cities, START events for children in the second year of the
secondary education are organized every year (Waeber, 2015).
The company also organizes events for children and their parents in cooperation with other
companies (Waeber, 2015).
KBS-Spritztechnik GmbH attends the START event, provides information sessions, and organizes
an open house day (Waeber, 2015). Furthermore the company started to work together with career
consultants: this collaboration, however, is difficult and tedious (Waeber, 2015).
According to Mr. Waeber (2015), the advantages of the vocational training program are diversity,
and orientation towards the future.
The four-year vocational training program is too long for those who will not continue their education,
because it is too in-depth. On the other hand, the vocational training program for polymer
processors is not intensive enough (Waeber, 2015).
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5.2 Conclusion
The following table illustrates the most important findings of the conducted interviews.
Figure 4: Findings of Interviews
Reasons for Skills Shortage

Not enough qualified professionals

Requirements of the vocational training program are high,
especially in the fields of physics and mathematics.

Many graduates in plastics technology leave the industry –
to pursue further education

The salary is not very high

Not many plastics technologists are trained

The profession of plastics technology is not well-known

Companies rely on the labor market for recruitment rather
than training apprentices themselves

The vocational training program in this industry is not very
attractive due to career prospects, dirt, and the
manufacturing environment in Switzerland

The negative image of plastics

Parents and teachers are not aware of the job description
and further education opportunities

Parents want their children to pursue academic
professions

Teachers and career consultants are not interested in
technical and industrial professions
Measures for Reducing

Offering vocational training programs in the field of plastics
Skills Shortage

Recruiting from abroad

Headhunting

Continued employment after earning the federal VET
diploma

Strengthening the relationship with lean management or
with process engineering

Integrating into process or quality management

Improving labor conditions, providing good team
atmosphere, and proper remuneration
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Human Resource Marketing

Job expansion for unskilled workers

Event START for second year secondary education pupils

Advertising at schools

Onsite visits

Trial vocational training programs

Job fairs in cooperation with the Swiss plastics association
(not very successful)

Job fairs

MINT day, where children are introduced to technical jobs

Internet platform

Diversified vocational training program

Employer branding

Open house day
Advantages of the

Suitable for those have manual skills
Vocational Training

High potential for development
Program in Plastics

A diversified vocational training program
Technology

The vocational training program is rather new, meaning
there are not many graduating trainees competing in the
labor market, which results in job security

Insight into various fields
Disadvantages of the

Requirements are relatively high
Vocational Training

Not many alternatives when plastics technologists want to
Program in Plastics
Technology
change occupations

Not many plastics companies in Switzerland

Not many federal VET diploma graduates stay in the
company: they pursue further education

The gap between the federal VET certificate and the
federal VET diploma is too large

Focusing on one material

The vocational training program is too diversified

Lack of awareness of the vocational training programs in
the Swiss plastics industry

The vocational training program is too long for those who
will not pursue any further education.
Source: Author, based on conducted interviews
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6
MARKETING CONCEPT
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6.1 Definition of Marketing Concept
“Marketing concepts serve as the foundation for the development of specific strategies
and tactics that will be part of the marketing plan. There are a virtually unlimited
number of potential marketing concepts that might be applied to the development of a
marketing plan. Those developing the plan, though, don’t just grab these ideas out of
the air. They are ultimately based on a careful analysis of the internal and external
factors that impact consumer behavior and drive sales success.” (Richards, 2015).
6.2 Employer Branding
6.2.1
Definition of Employer Branding
Whomever and wherever a company is hiring, it desires to be the preferred employer to appeal to
and hire top applicants before the competition does (Bohlander & Snell, 2013:172). Employer
branding can help institutions to achieve that (Bohlander & Snell, 2013:172). Branding invokes a
company’s endeavor to support current and potential employees in their appreciating for working at
this particular company (Bohlander & Snell, 2013:172).
6.2.2
Employer Branding Model
Figure 5: Employer Branding Model
Awareness
Recognition
Impression
Source: Author based on lecture notes of Joachim Tillessen
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6.2.3
Implementation of the Employer Branding Model in the Plastics Industry
6.2.3.1 Awareness
Since the Swiss plastics industry is facing a skills shortage, there are two possible approaches to
solve this issue. The first approach is to recruit more qualified personnel from abroad. The second
approach is for the industry to train the needed personnel through vocational training programs.
The following section will show how to promote the interest in the vocational training programs of
polymer processors and plastics technologists. Furthermore it will detail the processes which will
facilitate this issue.
As building awareness is a process, the following 4-step process will be used as a support tool.
Figure 6: The Communications Management Process
Specifying the Target Market and
Segments
Determining Customers' Current
Relationship with the Vocational
Training Programs
Setting Objectives
Implementing the Program
Source: Author based on (Mooradian, et al., 2014:379-382)
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6.2.3.1.1 Specifiying the Target Market and Segment
First of all, the target market and segment has to be specified. As the brand building process is
focusing on the vocational training program in the Swiss plastics industry, the target segment is the
pupils who will graduate from the secondary education institutions. Additionally, their parents
should be included in the target group, as elaborated in the findings in section 3.2, the parents
exert a high level of influence on the decision-making process for vocational training programs.
6.2.3.1.2 Determining Customers’ Current Relationship with the Vocational Training Programs
Currently the vocational training programs of polymer processors and plastics technologists are not
very well-known. Furthermore, plastics industry does not have a positive image in Switzerland.
6.2.3.1.3 Setting Objectives
Figure 7: SMART Objectives Setting
Specific
The number of apprenticeship graduates with a federal certificate of vocational
education and training in polymer processing has to be increased. Additionally,
the number of apprenticeship graduates with a federal diploma of vocational
educational and training in plastics technology has to be increased as well.
Measurable
The number of apprenticeship graduates in both programs will be increased by
15%.
Achievable
Various campaigns and strategies will support to achieve this goal.
Relevant
Due to the skills shortage, the industry cannot grow very fast.
Time
Over the next 5 years
Source: Author based on analysis in previous sections
6.2.3.1.4 Implementing the Program
Building awareness of the vocational training programs in the Swiss plastics industry may follow
the s two processes described below.
Process one: Building Awareness of the Vocational Training Programs by parents
As mentioned above, the vocational training programs in the Swiss plastics industry are not wellknown. In order to build awareness, two different approaches may be used.
The first approach is to increase awareness of the vocational training programs in the Swiss
plastics industry, namely the vocational training programs of polymer processors and plastics
technologists.
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As discussed in section 3.2, parents exert a high level of influence on the vocational training
program decisions of their children. Therefore the parents have to be aware of the vocational
training program in the Swiss plastics industry.
The author recommends the following process for raising the awareness of the vocational training
programs.
Figure 8: Advertising Concept for Parents
Who?
What?
Where?
How?
When?
By
What?
Source: Author based on (Tillessen, 2015:19)
Who?
The defined target group are the parents of secondary school graduates.
Where?
In the German-speaking part of Switzerland.
When?
During the search for vocational training programs. Usually this period starts in late October and
ends in the spring.
By What?
Media advertising, incentives, social media advertisements, google advertisements, onsite visits.
How?

Media advertising: the parents have to be convinced by a media advertising spot ,which
highlights the advantages of the vocational training program. Since the vocational training
program is an intangible service, the media spot should add a tangible incentive to it. The
author would recommend to show the career prospects of apprenticeship graduates.
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
Incentives: Due to the fact that the vocational training programs of the Swiss plastics
industry are not well-known, incentives may raise awareness. Since plastics is omnipresent,
either as a spare part or an entire good. It is possible to add small adverting messages
about the vocational training programs in the Swiss plastics industry to the products and
services used by the parents on a daily basis. The author would suggest putting hints on
invoices; packaging of toothbrushes, or other packaging of accompanying materials.

Social media advertisements / Google advertisement: Social media usage has increased
among adults/parents as well. Personalized advertising can be used to target those groups.

Onsite visits: due to the fact many people do not know the Swiss plastics industry or the
activities of polymer processors and plastics technologists, onsite visit would support the
parents in forming an opinion and increasing the interest in the industry.
What?
The What? should demonstrate the reason to seek an apprenticeship in the Swiss Plastics Industry.
The author would recommend to describing the career prospects of the apprenticeship graduates.
Furthermore, emphasizing the possibility of enrolling at a university has the potential to increase
the interest of parents who are currently suspicious of the vocational training program in
Switzerland.
Process two: Building Awareness of the Vocational Training Programs by secondary education
graduates
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As the vocational training programs of polymer processor and plastics technologists are not wellknown by secondary education graduates. The following process will show how to change this fact.
Figure 9: Advertising Concept for Secondary Education Graduates
Who?
What?
Where?
How?
When?
By
What?
Who?
The defined target group is secondary education graduates.
Where?
In the German-speaking part of Switzerland
When?
During the search of vocational training programs. Usually this period starts in late October and
ends in the spring.
By What?
Social media advertising, school advertising, onsite visits, job fairs,
How?

Social media advertising: social media has gained in importance concerning job postings,
job information, or company’s profiles. Nowadays, the customized advertising on social
media allows the companies to target the right group at the right moment. The author
recommends a carreer site on social media like Facebook by the Swiss plastics association,
where, information about the vocational training programs, such as trial vocational training
programs or their requirements, may be posted.

School advertising: as mentioned several time above, the vocational training programs in
the Swiss plastics industry are not well known. Furthermore the job title plastics
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technologist is not very meaningful to non-profressionals. Via work-shops, presentations,
and exchange with apprentices, vocational training programs in the plastics industry may
become more interesting. However, the success of school advertising depends very much
on the cooperation with school directors.

Onsite visits: similar to the trial vocational training programs, an onsite visit gives an insight
into the working environment. Besides increasing the awareness of the vocational training
programs in the Swiss plastics industry, this attempt may increase the awareness of the
industry and the vastness of the field of plastics. Nevertheless onsite visits have to be
organized in cooperation with different companies, as some may be too small nor the costs
for such an event may be too high.

Job fairs: due to the fact that many secondary schools attend job fairs, this is a good way to
reach potential apprentices directly.

Work-shops: can be done either during the school advertising event or during the onsite
visit. The work-shop may show to young people the vastness in the field of plastics. It would
also be a great opportunity to demonstrate a day in the life of an apprentice of polymer
processing or plastics technology. Furthermore, these work-shops may convince young
people to pursue a vocational training program in the plastics industry rather than in the
engineering industry if their individual ablities are a better fit for the plastics industry.
What?
Why should a secondary education graduate choose pursue an apprentiship? Due to the
increasingly globalized world and the strong international competition on the labor market, young
people need a profound vocational training. As mentioned above, companies have to recruit in the
neighboring counties, as there are not many federal VET diploma in plastics technology graduates,
holders of this diploma have a certain job security for the future. Addionally the federal VET
diploma offers a wide range of opportunities for further education.
6.2.3.2 Recognition
6.2.3.2.1 Definition of Branding
“A brand is a name, term, sign, symbol, or design, or a combination of these, that
identifies the maker or seller of a product or service. Consumers view a brand as an
important part of a product, and branding can add value to a product. Customers attach
meanings to brands and develop brand relationships. Brand have meaning well beyond
a product’s physical attributes.” (Armstrong & Kottler, 2012)
In order to carry a successful branding of the vocational training program, the author recommends
that the branding should be done on the level of the Swiss Plastics association, as a uniform
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campaign is necessary. However, this step in the process should be performed together with a
marketing campaign for increasing the awareness of the Swiss plastics industry as a whole.
A uniform sign/symbol on a company’s specific documents, materials or products may increase the
interest in the vocational training programs of polymer processor and plastics technologists. It
should denote that this company offers vocational training programs. The sign/symbol may be
placed on invoices; on the product, where possible; on the company website; or in case of
sponsoring on the flyers / desks.
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6.2.3.3 Impression
In this section the impression of the vocational training programs in the Swiss plastics industry will
be improved.
The impression has to be improved by using two different approaches. The first one is improving
the impression of the plastics industry; however, this approach will not be discussed in this paper.
The second approach is to improve the impression of the vocational training program.
6.2.3.3.1 Definition
“A person responds differently to company and brand images. Identity comprises the
ways that a company aims to identify or position itself or its product/service, whereas
image is the way the public perceives the company or its products/services. Image is
affected by many factors beyond the company’s control.” (Bhasin, 2015).
6.2.3.3.2 Impression Creation
In section 6.1.3.1.4 the process of awareness creation was discussed. In this section the
impression creation of the vocational training programs in the Swiss Plastics Industry will be
explained.
In this section the two target groups will be the same as in the preceding section: parents and
secondary education graduates. Therefore there are again two different processes for creating a
positive impression of the vocational training program in the Swiss plastics industry.
Process one: Creating a positive impression of the vocational training programs on the parents
Figure 10: Impression Creation Process for Parents
Who?
How?
By
What?
Where?
When?
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Who?
The defined target group is parents of secondary education graduates.
Where?
When?
During the search for vocational training programs. Usually this period starts in late October and
ends in the spring.
By What?

Catchy name: the job title should not be changed. However, the general public has no
understanding of what polymer processors or plastics technologists do. Therefore, to help
people understand what is involved in the job of a polymer processor or plastics
technologist is, a self-explanatory supplement should be added.

Slogan: creating a unique slogan that connects the perception of the parents and the
vocational training program.

Connection: parents should have an emotional response to the vocational training program.

Differentiation: how is it different from other vocational training programs? What is unique
about this vocational training program? What are the advantages of the vocational training?
A parent has to be able to answer these and other similar questions by himself / herself in a
positive manner.
How?

Catchy name: the supplement should explain what a polymer processor or a plastics
technologist does. Furthermore, it should increase the parents’ interest in the vocational
training program in the Swiss plastics industry.

Slogan: as education and its career prospects are gaining in importance, the slogan should
demonstrate what children can achieve by participating in this vocational training program.

Connection: portrait of an apprentice of plastics technology. What does his/her workday
look like?

Differentiation: how can the industry differentiate its vocational training program compared
to the vocational training program in engineering? Here, a portrait of a plastics technologist
and a description of his/her workday would be appropriate as well.
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Process two: Creating a positive impression of the vocational training programs on the secondary
education graduates
Figure 11: Impression Creation for Secondary Education Process
Who?
How?
Where?
By
What?
When?
Who?
The defined target group is secondary education graduates.
Where?
When?
During the search of vocational training programs. Usually this period starts in late October and
ends in the spring.
By What?

Catchy name: the job title should not be changed. However, the general public has no
understanding of what polymer processors or plastics technologists do. Therefore, to help
people understand what is involved in the job a polymer processor or a plastics technologist,
a self-explanatory supplement should be added.

Slogan: creating a unique slogan that connects the perception of the secondary education
graduates and the vocational training program.

Connection: create an emotional response to the vocational training program.

Differentiation: how is it different from the other vocational training programs? What is
unique about this vocational training program? What are the advantages of vocational
training?
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How?

Catchy name: the supplement should explain what a polymer processor or a plastics
technologist does. Furthermore, it should increase the interest in the vocational training
program in the Swiss plastics industry of the secondary education graduates.

Slogan: as education and its career prospects are gaining in importance, the slogan should
demonstrate what a plastics technologist can achieve by participating in this vocational
training program.

Connection: portrait of an apprentice of plastics technology; what does his / her workday
look like? This portrait should highlight the advantages of plastics and the breadth of its
applications. The adolescents may see the importance of plastics and their extensive
application in everyday life.

Differentiation: how can the industry differentiate its vocational training program from the
vocational training program in engineering? Here, a portrait of a work day of a plastics
technologists would be appropriate as well. Why should the adolescent choose the
apprenticeship in the Swiss plastics industry rather than in the engineering industry?
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7
MARKETING PLAN
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7.1 Definition
“Marketing plans are blueprints or roadmaps that provide organizations and their
marketing and sales staff members with specific direction about what needs to be
achieved and how these achievements will be realized. What needs to be achieved is
generally stated as goals (broad) and objectives (specific). How goals and objectives
will be achieved is stated as strategies and tactics that provide specific direction, tasks
and assignments for staff.” (Richards, 2015).
7.2 The Strategic Marketing Process
The following Strategic Marketing Analysis and Planning Process will illustrate a possible approach
to designing a marketing concept for increasing the number of graduates in polymer processing
and plastics technology.
Figure 12: The Strategic Marketing Analysis and Planning Process
Source: Lecture Notes (Fuduric, 2014:3).
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7.2.1
Situation Assessment
7.2.1.1 Customers
As mentioned above, the author has defined two target groups. The following table shows the
characteristics of both target groups.
Figure 13: Target Group Characteristics
Target Group
Parents
Characteristics

Their children are in the last two years of secondary education
(age of children around 14 – 16).

Their children have achieved good to very good grades,
especially in physics and mathematics
Adolescents /

Showing interest in the technical environment of Switzerland

Supporting the vocational training program

In the last two years of the secondary education (around 14 –
secondary education
graduates
16 years old)

Good to very good grades, especially in physics and
mathematics

Interested in the technical environment

Have manual dexterity

Willing to participate in a vocational training program

Have good spatial awareness
Source: Author
7.2.1.2 Competitors
As the vocational training program for polymer processor and plastics technologists require an
interest in technics and a good understanding of physics and mathematics, all vocational training
programs with similar requirements are potential competitors. Engineering, electrician, or poly
technician are examples of competing vocational training programs.
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7.2.1.3 Industry
This section analyzes the industry and its vocational training programs.
Figure 14: Five Forces Industry Analysis
Bargaining
Power of
Suppliers
Threat of
New
Entrants
Competition
Threat of
Subsitute
Bargaing
Power of
Buyers
Source: Author, based on (Mooradian, et al., 2014:55)
Bargaining Power
High, because the suppliers in this case are the potential apprentices. They
of Suppliers
have many options when choosing the vocational training program of
polymer processing or plastics technology.
Threat of
High, because the substitute are all vocational training programs that need
Substitute
applicants who are manually dexterous, have good grades in school, or are
interested in doing a vocational training program in a technical field.
Bargaining Power
Moderate, the buyers are the labor market. Due to the fact that the labor
of Buyers
market demands more qualified professionals in the Swiss plastics industry,
the labor market has a certain power. However, foreign labor markets
supply the domestic labor market with qualified professionals which lowers
the bargaining power of domestic labor market.
Threat of New
Low / Moderate, due to various barriers to enter, such as costs or labor, new
Entrants
training companies in the plastics industry will not be established.
Competition
Moderate / High, As the vocational training program of polymer processors
and plastics technologists requires interest in technical matters and a good
understanding of physics and mathematics, all vocational training programs
with similar requirements are its potential competitors.
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Strengths
-
Weaknesses
Tailor-made products and just-in-time
-
Training system, lack of junior staff
production
-
Image, lack of awareness
-
High degree of automation
-
Diversification of markets
-
Quality
-
Little diversification compared to
-
Customer orientation
-
Innovation
-
Cluster effect
-
Experienced personnel
-
Productivity
competition
Opportunities
Threats
-
Well established infrastructure
-
Regulations
-
Flexible labor market
-
Insecure development of euro area
-
Stable legal and financial system
-
Availability and price of raw materials
-
Dual educational system
-
Worsening of the skills shortage
-
Swissness
o
Demographic change
-
Free trade agreements
o
Political decisions
-
High wage level attracts qualified
o
Lack of technical aptitude
-
professionals
-
Currency
New markets
-
International Sourcing
-
High labor and material costs
Figure 15: SWOT Analysis of the Competitiveness of the Swiss Plastics Industry
Source: Author based on Innovation Report 2015
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7.2.2
Strategy Formation
7.2.2.1 Segmentation
The two defined target groups will be used as segments. As already defined, the two target groups
are parents and adolescents / secondary education graduates.
7.2.2.2 Targeting
Even though both target groups have different characteristics and need to be approached
differently, there are several characteristics they do have in common. Therefore, the author has
decided to target them in the same way.
7.2.3
Implementation: Positioning and the Marketing Mix
Product / Service
The offered services are the vocational training programs in the Swiss
Plastics Industry.
Price
Neither target group pays any price directly.
Promotion / People
The author has decided to focus on three promotional channels.
1) Onsite visits
2) School advertising / workshops
3) Online campaign
Place
In German-speaking part of Switzerland.
Onsite visit
According to the author, there are two possible ways of organizing an event. Depending on the
size of the company, they can organize one by themselves or in cooperation with another company
within the industry.
The goals of an onsite visit should be for potential apprentices to get to know the profession of
polymer processing and plastics technology. This would be their opportunity to “experience” the
material of plastics: what is it, where it is used, how to produce it. As a result, the adolescents will
become more interested in the industry and its vocational training programs. Moreover, the onsite
visit may convince others with good to very good grades in physics and mathematics to choose a
vocational training program rather than going to high school.
During the organization of the event, several points should be addressed. First, as the aim is to
convince adolescent to take part in a vocational training program in the Swiss Plastics industry, the
company should demonstrate what the workday of a polymer processor and a plastics technologist
look like. Secondly, the onsite visit should include a demonstration of the diversity of plastics, and
its production. Lastly, as the parents’ awareness of the vocational training program in the Swiss
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plastics industry should be raised as well, in addition to the already mentioned pints, career
prospects should be highlighted.
The next step is, promoting the onsite visit. To ensure that adolescents and their parents attend the
onsite visit, an information campaign should be started. When the company is active on social
media platforms such as Facebook, the event can be posted on their page. Furthermore,
customized advertising on social media may be used to approach young people and their parents.
Depending on the cooperation of local schools, the schools themselves can advertise the event. In
Switzerland there are many local / regional newspapers, that the company could use to promote
their event through.
School advertising / Workshops
The school advertising / workshops are similar to the onsite event, except that this promotion
channel focuses only on the target group of adolescents / secondary education graduates. The
success of this events depends very much on the cooperation of the schools. If schools are not
willing to cooperate, the companies / industry could try to cooperate with the local job information
center.
The two main objectives of the school advertising / workshops are the increased interest in the
vocational training program in the Swiss plastics industry and the increased awareness of plastics.
The school advertising / workshop event should have two components, a theoretical one and a
practical one. The theoretical part should include a presentation about the vocational training
program and the experiences of an apprentice of the Swiss plastics industry. The practical part
should consist of hands-on demonstration for the adolescents. Depending on the effort and
feasibility, the adolescents may participate in a short production process of a spare part.
This event would not need much promotion if schools were willing to cooperate, because the event
would be held in schools directly. Furthermore schools in the neighboring cities, and villages could
join as well.
Online campaign
Although a website that lists the vocational training programs in the Swiss plastics industry already
exists, the campaign has to be expanded.
The main goal of the online campaign is to increase the awareness of the vocational training
program.
By choosing various online channels, the awareness and interest in the vocational training
programs in the Swiss plastics industry may be increased.
First of all, the author recommends that the campaign should be orchestrated by the industry as a
whole, rather than by individual companies. On social media, the online campaign should be in the
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form of a banner with a specific slogan, which will lead the adolescents to seek out further
information. The banner will be linked to the website of the campaign where the vocational training
program will be described. Another slogan will be used for parents whose children are seeking a
vocational training program; however, the banner will be linked to the same website. The website
will enumerate the benefits, advantages and reasons for taking part in a vocational training
program in the Swiss plastics industry. Furthermore, portraits of current apprentices in polymer
processing and plastics technology will be shown. Due to the increased competition in the labor
market, career prospect will be emphasized. Lastly, all companies offering the vocational training
program will be listed, as well as the events hosted by these companies.
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8
CONCLUSION
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8.1 The Swiss Plastics Industry
The Swiss plastics industry employs many qualified professionals. Furthermore, it fosters
innovation, productivity, infrastructure and trade. However, there are more qualified professionals
leaving the industry than are entering it. This imbalance results in a skills shortage. Over the recent
years, the industry has declined in productivity. Another obstacle to labor recruitment is the
anonymity of the plastics industry in the Swiss market.
Nevertheless, the dual educational system is Switzerland is an effective approach to reduce the
skills shortage. The high wage levels offer a competitive advantage that attracts qualified foreign
professionals.
On the other hand, the demographic changes in the future will lead to a worsening of the skills
shortage; political decisions and technical sullenness of adolescents are also a threat to the
industry and its competitiveness.
8.2 Issues in the Vocational Training Program
The Swiss vocational training program is an important tool for competitiveness of companies.
However, the vocational training program is not acknowledged equally and is not valued as highly
as academic education. Due to the increased international labor mobility, experts demand a higher
acknowledgment of the federal VET diplomas, and their comparability to foreign diplomas.
8.3 Vocational Training Program in Switzerland
The issue of labor retention is partly rooted in the fact that many program graduates leave the job
after obtaining their federal VET diploma for further education. The federal VET certificate holders
in polymer processing are not able to close this gap. This means that in order to meet the
economic demands, polymer processors have to receive further training. As many federal VET
diploma holders leave their job, the question arises, what are the benefits of the vocational training
program to the company? To further complicate matters, vocational training program costs have
risen as well.
8.4 Experiences of Companies
According to the interviewed companies, there are various reasons for the existing skills shortage.
The most frequently mentioned answer was that many federal VET diploma graduates leave the
industry to pursue further education. Another criticism was that the requirements of the vocational
training program are too high and the professions within the plastics industry are not well known.
While many companies try to reduce the skills shortage through continued employment after the
apprentices earn the federal VET diploma or through recruitment from abroad, not many
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companies practice intense human resource management. In order to attract more apprentices to
vocational training programs, some companies are advertising at schools, offer open house days,
attend job fairs, or attend the MINT day.
The vocational training program of plastics technologist is a diversified program that gives insights
into various fields. As not many people go through the program, trained plastics technologists have
assured job security.
On the other hand, the requirements are relatively high, which means only adolescents which good
to very good grades are admitted to the program. Moreover, the apprentices have a narrow area of
focus, which makes it difficult to change professions later. Another complication of the federal VET
diploma in plastics technology is that not many graduates remain on the job, but rather choose to
pursue further education.
8.5 Marketing Concept
The marketing concept is the basis for the marketing plan. However, the recommendations in the
marketing concept may be used for another marketing plan focused on increasing the number of
apprentices in the Swiss plastics industry.
8.6 Marketing Plan
In order to develop the marketing plan further, a budget for it has to be set. Furthermore,
cooperation between the various companies within the industry is demanded. Moreover,
educational institutions, such as secondary schools, should cooperate with the industry and its
partners to increase the number of apprentices. This is a must for the dual educational system,
which leads to one of the lowest youth unemployment rates in Switzerland (Müller, 2013).
8.7 Recommendation
This bachelor thesis is a foundation for further development of the outlined marketing plan. To
ensure a successful implementation and performance of the marketing concept and marketing plan,
a budget has to be set.
Due to the increased globalization in the labor market and its vocational training programs, the
Swiss vocational training program has to stay competitive and offer adolescents a extensive basic
education that makes them competitive in the global market.
8.8 Further Steps
Due to the fact this bachelor thesis focuses on the human resource marketing and not on the
marketing of the industry, further studies need to be conducted in order to increase the awareness
and understanding of the industry and the plastics material. Since plastics is a versatile material
Petra Hauser
August 4, 2015
Page 66 of 104
that is used in many different products, the plastics industry marketing should be probably
enhanced.
8.9 Closing Statement
In order to reduce the skills shortage in the Swiss plastics industry, the various parties as schools,
government, training companies, and job information centers have to cooperate closely.
Furthermore the image of the vocational training program has to be strengthened on a national
level, and not only by the industry. In order to meet this goal, the secondary schools have to train
their teachers about the benefits of the vocational training program and its importance in the Swiss
economy.
For a successful reduction of the skills shortage in the Swiss plastics industry have to approach the
obstacle on three different ways: 1) increase the awareness and the advantages of vocational
training programs in the Swiss plastics industry, 2) increase the number of apprentices in the
vocational training programs, 3) increase the awareness of the Swiss plastics industry.
Petra Hauser
August 4, 2015
Page 67 of 104
9
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Petra Hauser
August 4, 2015
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10 Appendices
Petra Hauser
August 4, 2015
Page 74 of 104
10.1 Appendix A: Email Colasit AG
Von:
Kneubuehl Marco <m.kneubuehl@colasit.ch>
Gesendet:
Donnerstag, 16. Juli 2015 09:38
An:
Hauser Petra (s)
Betreff:
WG: Bachelorarbeit Fachkräftemangel
Guten Tag Frau Hauser
Unten stehend unsere Antworten.
Freundliche Gruesse - Yours sincerely - Sinceres salutations
COLASIT AG - CH-3700 Spiez
Marco Kneubühl
Leiter Finanzen & Personal
Kunststoffbau - Construction en plastique - Plastics constructions
Faulenbachweg 63
Tel. +41 (0)33 655 61 64
m.kneubuehl@colasit.ch
Tel. +41 (0)33 655 61 61 - Fax +41 (0)33 65481 61
www.colasit.ch - info@colasit.ch
Von: Hauser Petra (s) [mailto:petra.hauser@students.fhnw.ch]
Gesendet: Mittwoch, 15. Juli 2015 18:29
An: info at colasit
Betreff: Bachelorarbeit Fachkräftemangel
Sehr geehrte Damen und Herren
Ich bin Studentin an der Fachhochschule Nordwestschweiz in Olten.
Im Rahmen meiner Bachelorarbeit „Professional World of the Swiss Plastics Industry“ untersuche
ich den Fachkräftemangel in der Plastikindustrie.
Falls Sie sich die Zeit nehmen könnten mir einige Fragen zu beantworten.
1) Besteht in Ihrer Unternehmung ein Fachkräftemangel im Bereich Kunststoff? Ja es besteht
ganz klar ein Fachkräftemangel. Projektleiter im Bereich Lüftungsbau sowie Apparatebau
sind kaum zu finden.
Gute Baustellenleiter sind kaum zu finden.
Petra Hauser
August 4, 2015
Page 75 of 104
Schweizer Mitarbeiter für Produktion sind kaum zu finden. Rekrutierung erfolgt in
Deutschland, Polen, Ungarn.
a. Was sind, Ihrer Meinung nach, die Gründe für den Fachkräftemangel?
Es gibt wenig Betriebe in der Schweiz, welche in Kunststoffbranche tätig sind. Es
gibt dementsprechend nicht viele ausgebildete Leute.
Anforderungen an die Lehre „Kunststofftechnologe“ sind hoch (Physik, Mathematik).
Gute Leute gehen weg aus der Kunststoffbranche (z.B. Studium, andere
Wirtschaftszweige, wo mehr verdient werden kann)
Verdienst in Kunststoffbranche ist nicht hoch.
b. Welche Massnahmen ergreifen Sie um dem Fachkräftemangel entgegenzuwirken?
Selber Leute ausbilden
Rekrutierung im Ausland
Abwerben bei Konkurrenz?
2) Wie präsentieren Sie sich als attraktiver Ausbildungsbetrieb im Bereich Kunststoff?
a. Haben Sie besondere Massnahmen ergriffen, um mehr potentielle Auszubildende
im Bereich Kunststoff zu erreichen?
Publikationen bei Schulen
b. Präsentieren Sie sich an einer Berufsmesse? Nein. Verhältnis Aufwand/Ertrag
stimmt nicht
3) Was sind die Stärken der Grundausbildungen Kunststofftechnologin / Kunststofftechnologe?
Es ist eine gute Ausbildung. Wer handwerklich gut ist und Motivation hat, kann sich enorm
weiter entwickeln.
4) Was sind die Schwächen der Grundausbildung Kunststofftechnologin /
Kunststofftechnologin?
Anforderungen sind relativ hoch. Schulisch muss man ein relativ hohes Niveau haben.
Hier hat der einfache Handwerker Mühe.
Petra Hauser
August 4, 2015
Page 76 of 104
Mit der Ausbildung ist man ziemlich eingeschränkt, weil es nicht viel Alternativen gibt. Es
gibt nur wenig Kunststoffbetriebe.
Ich bedanke mich für Ihre Mithilfe.
Mit freundlichen Grüssen
Petra Hauser
Petra Hauser
August 4, 2015
Page 77 of 104
10.2 Appendix B: Email Fischer Söhne AG
Von:
Guido Fischlin <Guido.Fischlin@fischersoehne.ch>
Gesendet:
An:
Hauser Petra (s)
Betreff:
AW: Bachelorarbeit Fachkräftemangel
Von: Tina Meier
Gesendet: Donnerstag, 16. Juli 2015 11:53
An: Guido Fischlin
Betreff: WG: Bachelorarbeit Fachkräftemangel
Hallo Guido
Du hast ja meistens mit Studenten zu tun, daher hab ich mir gedacht, ob du eventuell auch hier evt. Zeit zum
Antworten hast.
Sehr geehrte Frau Hauser
Die Anworten finden Sie unten
Freundliche Grüsse
Guido Fischlin
Fischer Söhne AG
Luzernerstrasse 105
5630 Muri
Switzerland
Telefon-Nummer +41 (0)56 675 49 00
Fax-Nummer
Direkt
Petra Hauser
+41 (0)56 675 49 25
+41 (0)56 675 49 02
August 4, 2015
Page 78 of 104
Email:
mailto:guido.fischlin@fischersoehne.ch
Web Site: http://www.fischersoehne.ch
An: Info
1) Besteht in Ihrer Unternehmung ein Fachkräftemangel im Bereich Kunststoff? Nein
a. Was sind, Ihrer Meinung nach, die Gründe für den Fachkräftemangel? Zu tiefe
Löhne für Fachkräfte, daher die Ausbildung wenig attraktiv.
Berufsbildung (Lehre)
a. Haben Sie besondere Massnahmen ergriffen, um mehr potentielle Auszubildende im
Bereich Kunststoff zu erreichen? Wir haben genügend Interessenten
b. Präsentieren Sie sich an einer Berufsmesse? Nein
Petra Hauser
August 4, 2015
Page 79 of 104
Vielseitiger Beruf, gut klingender Name
Kunststofftechnologe? Die meisten Berufsabgänger machen eine Weiterbildung und
arbeiten nicht mehr an der Maschine, eher weiter weg von der Wertschöpfungsquelle.
Zu hohe Anforderung der Berufsschule, schwächeren Schülern bleibt nur die Attestausbildung. Die
Spanne zwischen Attestausbildung und EFZ ist zu gross.
Ich bedanke mich für Ihre Mithilfe!
Petra Hauser
Petra Hauser
August 4, 2015
Page 80 of 104
10.3 Appendix C. Email Semadeni Plastics Group
Von:
Wittwer Roland <roland.wittwer@semadeni.com>
Gesendet:
An:
Hauser Petra (s)
Betreff:
AW: Bachelorarbeit Fachkräftemangel
Guten Abend Frau Hauser
Besten Dank für Ihre E-Mail und Ihre Anfrage. Wir haben unsere Kurzantworten (kursiv) ergänzt. Bitte
beachten Sie, dass sich unsere Antworten nur auf unser Unternehmen und auf meine persönliche Meinung
bezieht.
Wir wünschen Ihnen bei Ihrer Bachelorarbeit viel Erfolg.
Freundliche Grüsse
Roland Wittwer
Leiter Personal & Infrastruktur
Semadeni Plastics Group
Semadeni AG
Tägetlistrasse 35–39
CH-3072 Ostermundigen
T +41 31 930 18 18
F +41 31 930 18 28
Tel. direkt +41 31 930 18 12
www.semadeni.com
An: Info Semadeni
Petra Hauser
August 4, 2015
Page 81 of 104
1) Besteht in Ihrer Unternehmung ein Fachkräftemangel im Bereich Kunststoff?
Im Moment können / konnten wir unsere offenen Stellen relativ problemlos besetzen.
Teilweise mussten wir bei der Suche auf das benachbarte Ausland ausweichen.
Es werden zu wenig Kunststofftechnologen ausgebildet. Dieser Beruf ist zu wenig
„bekannt“.
Wir bilden nach Möglichkeit mindestens einen Lernenden pro Lehrjahr aus und
beschäftigen die Lernenden nach Lehrabschluss weiter in unserem Betrieb.
a. Haben Sie besondere Massnahmen ergriffen, um mehr potentielle Auszubildende im
Bereich Kunststoff zu erreichen?
Wir bieten Besichtigungstage und Schnupperlehrtage an.
b. Präsentieren Sie sich an einer Berufsmesse?
Bisher nicht als Firma, sondern mit nicht sehr grossem Erfolg auf Verbandsstufe.
Gute, abwechslungsreiche Ausbildung mit einem modernen, vielseitigen Werkstoff.
Kunststofftechnologin?
Die schulischen Anforderungen – insb. in den Bereichen Physik / Mathematik – sind (zu)
anspruchsvoll.
Ich bedanke mich für Ihre Antworten!
Petra Hauser
August 4, 2015
Page 82 of 104
Petra Hauser
Petra Hauser
August 4, 2015
Page 83 of 104
10.4 Appendix D: Email Pilatus Flugzeugwerke AG
Von:
Huber Markus CP <MaHuber@pilatus-aircraft.com>
Gesendet:
Freitag, 17. Juli 2015 07:46
An:
Hauser Petra (s)
Betreff:
AW: Contact from Mr. Petra Hauser
Guten Tag Frau Hauser
Leider haben wir etwas wenig Zeit um dies umfassend auszufüllen. Wir haben jedoch mal ein
paar kurze Antworten zusammengetragen.
Freundliche Grüsse
Markus Huber
Personalbereichsleiter
Pilatus Flugzeugwerke AG
Postfach 992, 6371 Stans, Schweiz
Telefon: +41 41 619 62 58
Fax: +41 41 619 61 19
mahuber@pilatus-aircraft.com
www.pilatus-aircraft.com
Von: Do not reply [mailto:donotreply@pilatus-aircraft.com]
An: hr
Betreff: Contact from Mr. Petra Hauser
Anrede: Frau
Petra Hauser
August 4, 2015
Page 84 of 104
Vorname: Petra
Nachname: Hauser
Firma
(optional):
Strasse: Büneweg 40
Stadt: Hofstetten
Postleitzahl: 4114
Land: Schweiz
Bundesstaat: Bundesstaat
Telefon: Fax: E-Mail: petra.hauser@students.fhnw.ch
Bestätigung E- petra.hauser@students.fhnw.ch
Mail:
Message: Sehr geehrte Damen und Herren
Im Rahmen meiner Bachelorarbeit „Professional World of the Swiss
Plastics Industry“ untersuche ich den Fachkräftemangel in der
Plastikindustrie.
1) Besteht in Ihrer Unternehmung ein Fachkräftemangel im Bereich
Kunststoff?
Petra Hauser
August 4, 2015
Page 85 of 104
Wir brauchen in diesem Bereich nur sehr wenig speziell auf Kunststoff
ausgebildete Leute und können bei den meisten Positionen in diesem
Bereich die Leute on the job anlernen.
Viele Firmen verlassen sich darauf auf dem Markt solche Personen
rekrutieren zu können
b. Welche Massnahmen ergreifen Sie um dem Fachkräftemangel
entgegenzuwirken?
Wir bilden selber diese Fachkräfte aus
2) Wie präsentieren Sie sich als attraktiver Ausbildungsbetrieb im Bereich
Kunststoff?
Wir bieten die Berufslehre Kunststofftechnologe EFZ an. Bei Pilatus
haben wir über 100 Lernende, welche zurzeit auch meistens nach
der Berufslehre angestellt werden.
a. Haben Sie besondere Massnahmen ergriffen, um mehr potentielle
Auszubildende im Bereich Kunststoff zu erreichen?
Pilatus hat jährliche Veranstaltungen an welchen junge Personen die
Lehrberufe bei Pilatus kennen lernen können.
Ja, an der ZEBI
3) Was sind die Stärken der Grundausbildungen Kunststofftechnologin /
Kunststofftechnologe?
Dies ist eine ziemlich neue Ausbildung, bei welcher es noch nicht so viele
Ausgebildete auf dem Markt gibt. Der Fachbereich hat aber
Zukunftspotenzial und somit herrscht da eine gute Jobsicherheit.
Petra Hauser
August 4, 2015
Page 86 of 104
Man legt sich doch schon in einem sehr jungen Alter eine
Spezialisierung auf einem Werkstoff zu und hat es dann
ausserhalb dieses Fachbereichs etwas schwer den Einstieg zu
finden.
Ich bedanke mich für Ihre Antworten!
Petra Hauser
***DISCLAIMER***
This message and any attachment are confidential, privileged or otherwise protected from disclosure. If you have received this
transmission in error, please notify the sender and delete the message and any attachment immediately. Pilatus Aircraft Ltd.
Petra Hauser
August 4, 2015
Page 87 of 104
10.5 Appendix E: Email wez Kunststoffwerk AG
Von:
Meyer Jean-Pierre <Jean-Pierre.Meyer@wez.ch>
Gesendet:
Mittwoch, 29. Juli 2015 07:56
An:
Hauser Petra (s)
Betreff:
AW: Fachkräftemangel Kunststoffindustrie, Bachelorarbeit
Liebe Frau Hauser
Danke für Ihre Schreiben. Gerne beantworte ich Ihre Fragen untenstehend.
Bitte beachten Sie, dass wir aufgrund unserer veränderten Inhaberstruktur und einer
Neupositionierung
des Unternehmens aktuell keine Lehrlinge ausbilden. Wir schliessen aber
nicht aus, dass dies zukünftig wieder der Fall sein kann.
Je nach Stufe kann ich dies bestätigen. Im Bereich von hochqualifizierten Arbeitskräften
wie z.B. Projektleiter, Konstrukteure sind genug qualifizierte Kräfte vorhanden und zu
finden.
Im mittleren technischen Bereich, wie z.B. Einrichter, Qualitymanager, Lean Manager z.B.
wird es schwierig.
Für diesen Bereich beantworte ich Ihnen untenstehende zwei Fragen.
a.
Was sind, Ihrer Meinung nach, die Gründe für den Fachkräftemangel?
Die Ausbildung zum Kunststofftechnologen wird meist von jungen Menschen ausgeübt,
welche
sich anschliessend in höher qualifizierte Bereiche weiterbilden. Das ist einerseits gut,
andererseits
hinterlassen diese eine wichtige Lücke.
Um dem entgegen zu wirken wäre beispielsweise eine stärkere Verbindung mit dem
Lean-Management
oder der Prozesstechnik in der Ausbildung zu berücksichtigen. Diese Fachkräfte können so
wichtige
Funktionen im Bereich des Prozessmanagement oder der Qualitätskontrolle einnehmen.
Petra Hauser
August 4, 2015
Page 88 of 104
Weiter sollte das Berufsbild des Kunststofftechnologen vermehrt auf nachhaltigen Umgang
mit Kunststoff ausgerichtet werden. Das Thema Urban Mining und Green Business wäre
gerade im Bereich Kunststoff sehr spannend.
Kunststofftechnologen sollten nicht mit dem Ziel vom „Maschineneinrichter“ ausgebildet
werden.
Dieses Berufsbild sollte mit der Lehrgang Kunststofftechniker abgedeckt werden. Damit
können
Fachkräfte im unteren bis mittleren Bereich ausgebildet und im Betrieb weiterentwickelt
werden.
- Wir bilden aktuell keine Lehrlinge aus; Lehrlinge zu finden war allerdings nicht
wirklich ein Problem.
- Nein, aber warum nicht. Können Sie uns passende Berufsmessen mitteilen?
- Siehe dazu Antwort 1.b.)
- Siehe dazu Antwort 1a.
Ich wünsche Ihnen für Ihre Arbeit viel Erfolg und Freude.
Freundliche Grüsse
Jean-Pierre Meyer
wez Kunststoffwerk AG
Petra Hauser
August 4, 2015
Page 89 of 104
Verkauf / Sales
Industriestrasse 8
CH-5036 Oberentfelden
Tel +41 62 737 88 40
Natel +41 79 849 56 99
www.wez.ch
www.scherer-group.com
Von: Strohmeier Helga
An: Meyer Jean-Pierre
Betreff: WG: Fachkräftemangel Kunststoffindustrie, Bachelorarbeit
Gesendet: Dienstag, 28. Juli 2015 16:13
An: Strohmeier Helga
Betreff: Fachkräftemangel Kunststoffindustrie, Bachelorarbeit
Ich studiere Business Administration (International Management) an der Fachhochschule
Nordwestschweiz in Olten.
Petra Hauser
Petra Hauser
August 4, 2015
Page 90 of 104
10.6 Appendix F: Email Ebnat AG
Von:
Peter Brunner <peter.brunner@ebnat.ch>
Gesendet:
An:
Hauser Petra (s)
Betreff:
Meine Antworten finden Sie bei Ihren Fragen.
Freundliche Grüsse
Peter Brunner
Leiter Personal & Finanzen
Ebnat AG │Industriestrasse 34 │9642 Ebnat-Kappel │Switzerland
Telefon: +41 71 992 62 80│Telefax: +41 71 992 62 30
E-Mail: peter.brunner@ebnat.ch │ Internet: http://www.ebnat.ch
An: Peter Brunner
Sehr geehrter Herr Brunner
Petra Hauser
August 4, 2015
Page 91 of 104
Falls Sie sich die Zeit nehmen könnten mir einige Fragen zu beantworten, wäre ich Ihnen sehr
dankbar.
1) Besteht in Ihrer Unternehmung ein Fachkräftemangel im Bereich Kunststoff? nein
a.
Was sind, Ihrer Meinung nach, die Gründe für den Fachkräftemangel? Ganz
allgemein: qualifizierte, gute Berufsleute sind gefragt
Gute Arbeitsbedingungen, gute Stimmung im Team, anständige Entlöhnung,
Aufzeigen von Perspektiven für die Entwicklung im Beruf
a.
Haben Sie besondere Massnahmen ergriffen, um mehr potentielle Auszubildende
im Bereich Kunststoff zu erreichen? Teilnahme am Lehrstellenforum, Einladen von
Schulklassen, ganz allgemein: Arbeitgebermarketing
b. Präsentieren Sie sich an einer Berufsmesse? Lehrstellenforum – d.h. ja
Interessanter, abwechslungsreicher Beruf, mechanische Grundausbildung
Kunststofftechnologe? Marketing – attraktives Berufsbild muss besser bekannt gemacht
werden
Petra Hauser
Petra Hauser
August 4, 2015
Page 92 of 104
10.7 Appendix G: Email Marcel Bützer AG
Von:
Schweingruber Patric <Patric.Schweingruber@buetzer.ch>
Gesendet:
An:
Hauser Petra (s)
Betreff:
Hallo Frau Hauser
Ich habe versucht Ihre Fragen so gut wie möglich zu Beantworten. Dies habe ich gleich mit Rot
unter die jeweilige Frage gemacht.
Patric Schweingruber
Produktionsleiter
u. Lehrlingsbetreuer
Kunststoffverarbeitung
Tel. +41 31 868 88 36
patric.schweingruber@buetzer.ch
Marcel Bützer AG
Schöneggweg 30
CH-3053 Münchenbuchsee
Tel. +41 31 869 38 18
Fax +41 31 869 37 13
info@buetzer.ch
www.buetzer.ch
Petra Hauser
August 4, 2015
Page 93 of 104
An: Schweingruber Patric
Sehr geehrter Herr Schweingruber
Falls Sie sich die Zeit nehmen könnten mir einige Fragen zu beantworten wäre ich Ihnen sehr
dankbar.
Nein, aktuell haben wir auf unsere Grösse des Betriebs keinen Fachkräftemangel. Von 4
Einrichter sind 2 Kunststofftechnologen und einer Werkzeugmacher.
Ein dritter Kunststofftechnologe wird ziemlich sicher gleich folgen.
Es werden weniger Lehrlinge ausgebildet als in anderen Berufen, auch gibt es viele
verschiedene Fachrichtungen im Kunststoffbereich.
Viele bleiben nicht lange auf dem Beruf, bzw. bilden sich weiter.
Wir bilden alle zwei Jahre einen Kunststofftechnologen aus, nach Möglichkeit
versuchen wir diesen nach der Lehre noch eine Weile zu halten.
Ist jedoch nicht immer einfach, auch da meistens noch die Rekrutenschule wartet.
Petra Hauser
August 4, 2015
Page 94 of 104
Das ist gar nicht mehr so einfach heute, wir sind auf verschiedenen
Internetplattformen wie z.b Yousty.ch, trotzdem bekommen wir nicht viele
Bewerbungen.
Dies scheint aber allgemein etwas der Trend zu sein.
Wir sind eine kleine Lohnspritzerei, mit eigenem Werkzeugbau, daher können wir
eine sehr abwechslungsreiche Lehrzeit anbieten.
Da wir ein eigenes Stammformkonzept haben, werden Lehrnende bei uns auch
viele Werkzeuge selber vorbereiten können, bevor Sie diese dann Einrichten und
Bemustern.
Internetplatformen
Nein
Die Grundausbildung ist sehr abwechslungsreich, zur Grundausbildung gehört auch
das Drähen und Fräsen von Metall (Swissmechanik), daher erhalten die
Lehrnenden auch einen Einblick in den Beruf der Polymechaniker.
Hierzu kommt mir nichts in den Sinn. Momentan beginnt bei uns ein Lehrling
welcher noch die BMS absolviert. Daher wird er im ersten Lehrjahr 3 Tage pro Woche
schule haben.
Die ist aus meiner Sicht nicht Optimal für den Einstieg.
Petra Hauser
Petra Hauser
August 4, 2015
Page 95 of 104
10.8 Appendix H: Georg Fischer Rohrleitungssysteme AG
Von:
Stoffregen, Tamara <tamara.stoffregen@georgfischer.com>
Gesendet:
An:
Hauser Petra (s)
Betreff:
WG: Fachkräftemangel Kunststoffindustrie, Bachelorarbeit
Grüezi Frau Hauser
Besten Dank für Ihre Email. Gerne unterstützen wir Sie bei Ihrer Bachelorarbeit und beantworten
Ihnen Ihre Fragen.
Unsere Antworten haben wir sogleich unter der jeweiligen Frage niedergeschrieben.
Für Ihre Arbeit wünschen wir Ihnen alles Gute und verbleiben mit freundlichen Grüssen aus
Seewis
Tamara Stoffregen
Head of Human Resources Seewis
Phone: +41 81 307 5515
tamara.stoffregen@georgfischer.com
GF Rohrleitungssysteme AG
Lösliweg 26
7212 Seewis-Pardisla
Switzerland
www.gfps.com/seewis
www.georgfischer.com
An: FM GFPS CH SEE Bewerbung
Petra Hauser
August 4, 2015
Page 96 of 104
dankbar.
Mitunter ja. Daher bilden wir Fachkräfte seit bereits einigen Jahren selbst aus.
Zu geringer Bekanntheitsgrad dieser Tätigkeit / Branche. Zu wenig Ausbildungsbetriebe, um
Fachleute dem Arbeitsmarkt zur Verfügung zu stellen.
Eigene Ausbildung von Kunststofftechnologen sowie –verarbeitern und spätere Festanstellung
nach Lehre.
Wir gehen aktiv auf die Schulen (regional) zu, um junge Menschen von einer Ausbildung in diesem
Bereich zu überzeugen.
Ja (EMAX Messe in der Ems-Chemie). Zudem werden wir in diesem Jahr einen MINT Day bei uns
im Betrieb durchführen, um bereits Kinder an technische Berufe frühzeitig heranzuführen.
Petra Hauser
August 4, 2015
Page 97 of 104
Die Ausbildung ist relativ breit gefächert und bietet in mehrere Gebiete Einblick (mechanische
Grundfertigkeiten / Kunststoffverarbeitung / Betriebs- und Fertigungsmittel).
Durch die Breite der Ausbildung kann nicht mehr in die Tiefe ausgebildet werden, wie vor der
Revision des Berufsbild im 2007.
Man wollte mehr „Generalisten“ ausbilden. Ob wir das heute erreichen ist eine andere Frage.
Petra Hauser
Petra Hauser
August 4, 2015
Page 98 of 104
10.9 Appendix I: Email Kunststoff Schwanden AG
Von:
Gross Sandra <sandra.gross@ks-ag.ch>
Gesendet:
An:
Hauser Petra (s)
Betreff:
WG: Fachkräftemangel Kunststoffindustrie, Bachelorarbeit
Anbei unsere Antworten. Die Frage 4 und 5 haben wir nicht beantwortet, da dies Besprechungen
und Rückfragen mit anderen Personen notwendig gemacht hätte.
Freundliche Grüsse
Sandra Gross
Leiterin HR
KUNSTSTOFF SCHWANDEN AG
Im Tschachen
CH-8762 Schwanden
Telefon
+41 (0)55 647 32 67
E-Mail
sandra.gross@ks-ag.ch
Internet
www.ks-ag.ch
An: bewerbung e-mail
Petra Hauser
August 4, 2015
Page 99 of 104
dankbar.
1) Besteht in Ihrer Unternehmung ein Fachkräftemangel im Bereich Kunststoff? ja
-
Lehrberufe sind für Jugendliche zu wenig attraktiv (Schmutz, Produktionsumfeld
CH, Zukunftsperspektiven)
-
Absolventen von Lehrberufen bilden sich weiter und möchten ins
„Büro“ wechseln
-
Weitere Lehrberufe im Bereich Kunststoff anbieten (nicht mehr nur den
Kunststofftechnologen sondern u. a. auch der Verarbeiter etc.)
-
Attraktiver Arbeitsplatz mit Herausforderungen im Produktionsumfeld
-
Anlernen von ungelerntem Produktionspersonal für weiterführende Aufgaben
(Jobenlargement)
-
Rekrutierung im Ausland
Wir sind einer der wenigen noch produzierenden Betrieben im Kanton. Daher haben wir
eine spezielle Situation.
-
Präsenz an Schulen
-
Info-Nachmittag
-
Online-Auftritt
-
Petra Hauser
nein
August 4, 2015
Page 100 of 104
Petra Hauser
Petra Hauser
August 4, 2015
Page 101 of 104
10.10 Appendix I: Email KBS-Spritztechnik CH GmbH
Von:
Harald Waeber, SBS-Mechatronics <harald.waeber@sbsmechatronics.ch>
Gesendet:
Freitag, 31. Juli 2015 08:19
An:
Hauser Petra (s)
Betreff:
Sehr geehrte Frau Hauser,
ich habe Ihnen unsere Antworten direkt bei den Fragen hinzugefügt.
Mit freundlichen Grüssen.
Harald Waeber
Geschäftsleiter
KBS-Spritztechnik CH GmbH
Kunststoffverarbeitung
Hauptstrasse 20 / Postfach
CH-1713 St. Antoni - Schweiz
Mobil +41 79 214 51 08
T +41 26 495 94 90
F +41 26 495 94 85
harald.waeber@kbs-spritztechnik.ch
www.kbs-spritztechnik.ch
KBS-Spritztechnik CH GmbH
HR Freiburg: CH-217-0641116-6
Geschäftsführer: Thomas Burger, Harald Waeber
UID-Nr.: CHE-101.772.703
An: Chantal Jenny, SBS-Mechatronics <chantal.jenny@sbs-mechatronics.ch>; Nadja Rumo, SBSMechatronics <nadja.rumo@sbs-mechatronics.ch>
Petra Hauser
August 4, 2015
Page 102 of 104
dankbar.
Ja
Berufsbild und Weiterentwicklungsmöglichkeiten bei Lehrpersonen und Eltern
unbekannt, Negativbild des „Plastik“.
Eltern wollen Kinder in akademischen Berufe sehen; schmutzige Hände.
Lehrpersonen und Berufsberater zeigen kein Interesse für handwerkliche und
industrielle Berufe.
In Freiburg, wie in anderen Städten, werden jährlich „START“-Messen veranstaltet
für Kinder in der 2. OS-Stufe, da sind wir mit anderen technischen Berufen und mit
der kantonalen Lehrwerkstätte präsent.
Veranstaltung von Infoabenden mit anderen Betrieben, wo Kinder und vor
allem auch Eltern angesprochen werden.
An der jährlichen START-Veranstaltung sowie an Info-Abende an den OSSchulen und an Tag der offenen Türen.
Dialog mit Berufsberatern aufgenommen, dies erweist sich als sehr schwer und
mühsam.
START
Vielfältigkeit, zukunftsorientiert und -weisend
Petra Hauser
August 4, 2015
Page 103 of 104
4-jährige Grundausbildung für Lernende, die nicht weitergehende Fachhochschulen
usw. absolvierten wollen zu tiefgreifend.
2-jährige Grundausbildung für Kunststoffverarbeiter zu wenig intensiv.
Petra Hauser
Petra Hauser
August 4, 2015
Page 104 of 104

Bachelor Thesis 2015 Professional World of the

Transcription

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