November 11, 2012 7:08 PM

Three million open jobs in U.S., but who's qualified?

Despite its efforts to retrain and recruit, Alcoa has 27 job openings at its Michigan plant alone.

Byron Pitts: Who do you blame for the skills gap in this country?

Klaus Kleinfeld: I don't blame anybody for that.

Byron Pitts: Who bears responsibility for you?

Klaus Kleinfeld: I think it's more an educational aspect. It's-- I think it's a sensitivity to understand what makes a country and a business competitive.

Byron Pitts: I would imagine if you had a parts gap, you'd close it right away, right?

Klaus Kleinfeld: If we had a parts gap, we'd try to close it right away, yes.

Byron Pitts: Then why can't that occur with the skills gap?

Klaus Kleinfeld: Don't get from this that we're sitting together here because our-- because Alcoa is complaining that we can't fill the skills gap. That is absolutely not my message. We can absolutely fill that. Absolutely. I mean, the-- for Alcoa, we can do it. We are doing it. And many of my colleagues or other CEOs are doing it.

Byron Pitts: But if manufacturing is doing all that it can to close this skills gap, then why is there still a skills gap?

Klaus Kleinfeld: Well, this is not a society where you can tell somebody what-- where to go work, or where to-- what education to get, right?

Byron Pitts: Do you think if manufacturing paid more, could that be part of the issue? Part of the equation?

Klaus Kleinfeld: I don't think that manufacturing is not paying well. In fact, I think manufacturing is paying very, very well.

Peter Cappelli disagrees.

Peter Cappelli: This is a market. And so, you know, if you're not willing to pay more, don't expect to get better quality people.

Cappelli teaches management at the University of Pennsylvania's Wharton School. He says -- with supply and demand -- a shortage of skilled workers should lead to rising wages.

Peter Cappelli: One of the things we know now is wages are not going up. In fact, they've been stagnant and some cases even declining over time. So where is the shortage?

Byron Pitts: What's changed in the way that American companies hire workers compared to a few decades ago?

Peter Cappelli: I think there are big changes. And I think this is the heart of what is new. What's new now is that employers are not expecting to hire and train people. If you turn the clock back a generation ago, there really was none of this discussion about skill gaps and skill problems.

Byron Pitts: Because companies provided the training.

Peter Cappelli: Companies did it themselves. Companies are now saying, for all kinds of reasons, "We're not going to do it anymore." And maybe they're right, they can't do it. But what they probably can't do is say, "We're not going to do it, and it's your problem. It's your problem to provide us with what we need, Mr. and Mrs. Taxpayer. You need to pay for this for us."

Taxpayers are paying for training in Nevada, where it costs about $60,000 to prepare 20 students for jobs. Karl Hutter from Click Bond plans on hiring people from the program.

Byron Pitts: If there's something that you want, that you need for your company, then why don't you pay for it?



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