Beyond Traditional Training

When it comes to the world of semiconductors and high-tech manufacturing, many people often believe it’s a realm exclusively reserved for those with a heavy background in science and engineering. Still, if the U.S. maintains its current graduation rates in areas such as electrical engineering and computer science, it could see a deficit of nearly 90,000 workers over the next few years, according to SIA’s report, a recent study by Deloitte. It appears that more than traditional recruitment strategies are required to bridge the gap, so the industry is broadening its horizons and looking for individuals who might not fit the traditional mold but have the skills and aptitude necessary to make significant contributions.

Consider someone with an English degree, for instance. At a glance, they seem like an unlikely fit for a semiconductor fab. But digging a little deeper shows that the essential skills they possess — especially in communication — make them an invaluable asset. Working in a fab doesn’t necessarily mean crunching complex math equations or navigating intricate chemical processes all day. While those roles exist and are crucial, they aren’t the only jobs.

A significant number of employees in the semiconductor fab are technicians, and their primary responsibilities revolve around problem-solving and effective communication. While engineers handle the math-heavy tasks, technicians focus on hands-on roles, such as working with tools and monitoring software, managing preventive maintenance, and overseeing equipment. This means that an English major, having strong communication skills, can fit right in once they get acclimated to the fab environment. And yes, there’s the iconic “Bunny suit” and layers of gloves they’ll need to don, but these are aspects of the job one can quickly learn.

Gaby Cruz Thompson, senior director of University Research and Collaboration at Intel Labs, explained how they would not say the workforce is “lacking” because Intel operations are running full speed without complications today. However, the company’s concern is the massive increase it will need in its workforce as it expands and begins to create the 7,000 new jobs that Intel has committed to publicly. With this foresight in mind, Intel leads the way with this outside-the-box approach to addressing future workforce challenges, especially in states like Arizona. Its mission is to equip future professionals with industry-specific skills and knowledge. 

Collaboration with community colleges and technical colleges to curate relevant programs to ensure contemporary engineering curriculum standards and strategically plan for the future demands of the industry is a forward-thinking approach that gave birth to the innovative Semiconductor Technician Quick Start program, a partnership between Intel and the Maricopa Community Colleges. Designed as a two-week initiative, the program introduces participants to semiconductor job roles, dismantling industry misconceptions and inviting diverse candidates. 

While the success of the Quick Start program is undeniable, it was originally conceived with modest expectations. However, it has garnered remarkable interest, with a particular surge from female participants, challenging the traditional demographic norms of the sector. Out of its total participants, it is estimated that more than a tenth have found employment, underscoring the program’s potential. However, Intel remains discerningly hopeful, often referring to the initiative as a “pilot,” keen on continuously evaluating its efficacy. In addition to the Quick Start program, Maricopa Community Colleges and Intel partnered on the first-of-its-kind “AI for Workforce” program in 2020.

“Within the last two years, we have been able to see our students gain new AI skills, and we are proud to have our first graduating class from the AI program this spring,” says MCCCD Interim Chancellor Steven R. Gonzales, Ed.D. “This lab is critical to providing the necessary tools for their education.”

Intel’s efforts continue beyond the introductory phase and acknowledges the indispensability of continued training. The goal is to ensure a holistic understanding of the semiconductor sector for participants, prepping them for the industry’s demands. Feedback loops with managerial staff are integral to this endeavor, shaping the program’s trajectory.

A looming workforce shortage is evident. Yet, there is optimism found in the implications of these strategies and the fact that they extend beyond Intel’s factory floors. They provide the hopeful forecast of a burgeoning workforce in Arizona — proactive actions such as Intel’s will enable Arizona to tackle the impending challenges and ready for the semiconductor industry’s future landscape.  

It appears that more than traditional recruitment strategies are required to fill needed jobs in the world of semiconductors and high-tech manufacturing, so the industry is broadening its horizons and looking for individuals who might not fit the traditional mold but have the skills and aptitude necessary to make significant contributions.