These Top Tech Companies Are Hiring First, Training Later

tech associates

Pinterest, Airbnb, LinkedIn, and others are giving apprentice engineers with nontraditional backgrounds a shot at tech jobs–and paying them to learn.

Madelyn Tavarez doesn’t have a computer science degree. She studied economics in college and interned in finance-related roles before taking a 10-month coding course called Access Code, with C4Q. Now Tavarez works for Pinterest–as an Android engineer.

But first, she started as an apprentice Android engineer.

Despite high demand for tech talent, big-name employers tend to pick their new hires from predictable talent pools in their own backyards. A recent analysis by Paysa found that companies like Snap and Apple recruit heavily from Stanford, while Microsoft and Amazon stick to Seattle’s own University of Washington. Not exactly a recipe for a workforce to mirror these firms’ global user bases.

So the odds were high that Tavarez would’ve wound up just another millennial barista with a bachelor’s degree, instead of one of three candidates chosen out of hundreds for Pinterest’s new apprenticeship program–an approach to training nontraditional tech talent that other businesses, including Airbnb, LinkedIn, and Visa are now testing out.


Pinterest launched its apprenticeship program in early 2016 to widen the 1,200-person company’s access to self-taught coders, coding bootcamp grads, and others who may not have had the advantage of attending top schools or working at brand-name businesses. According to Pinterest diversity chief Candice Morgan, Tavarez and two others made the cut due to “promise, passion, and a stated interest.”

To get there, Tavarez went through several rounds of interviews, first remotely and then in person. The latter included a tech screening with a Pinterest staffer present in a mentorship role, allowing Tavarez to show she knew the basics in a lower-pressure environment. But she also had to go through a full day’s worth of showcasing her knowledge of software architecture, coding, and algorithms, just like any other tech hire.

LinkedIn’s “REACH” apprenticeship program is similar. According to the initiative’s executive sponsor, Mohak Shroff, who also serves as SVP of engineering, applicants had to submit a portfolio software project, then do a take-home technical assignment, followed by in-person interviews. With more than 700 applicants, Shroff admits narrowing down to 31 apprentices was “agonizing.” This first-ever cohort of 29 started a six-month tenure at LinkedIn in April. The company hasn’t yet announced how many were offered full-time jobs.

Last June, Airbnb started “Airbnb Connect” for its engineering and data science teams. Apprentices were all people from underrepresented backgrounds who had two to five years’ experience in non-technical fields. Three apprentices in engineering were sourced, like Tavarez, from C4Q, while Galvanize, another tech education company, helped Airbnb recruit for eight additional data-science apprenticeships.

A company called Andela, which launched in 2014, is tackling the apprenticeship idea from a supply side. It helps connect talented engineers from across Africa with some 100 partner companies like Viacom and Gusto, so those firms can build distributed teams. Much as an in-house apprentice program might, Andela trains its developers extensively over a six-month period before placing them at employers.

Continue onto Fast Company to read the complete article.

Mae Jemison: Diversity In STEM Isn’t A Nicety, It’s A Necessity

mae jemison

The first African-American woman in space discusses her agricultural science initiative.

Dr. Mae Jemison, the first African-American woman in space, knows firsthand the importance of exposing kids to STEM topics early. She also knows the significance of having kids see themselves in movies, on TV, and in certain careers.

“It means making sure that people get those images that show they have those things available to them,” Jemison told HuffPost.

Jemison is collaborating on “Science Matters,” an initiative to encourage kids of all ages and backgrounds to pursue agricultural science from pharmaceutical and life science company Bayer and youth development organization National 4-H Council. Jemison, a physician and chemical engineer, knows the field of agricultural science can sound intimidating, but she and Jennifer Sirangelo, CEO and president of the National 4-H Council, have set out to change that.

Digging into agricultural science can be as simple as asking, “Where does my food come from?” An increasingly popular way to kick-start this sort of interest is through urban gardens, Jemison explained.

“There’s nothing more exciting to see something growing ― and you can eat it!” Jemison said. “That’s something parents can do with their kids as well.”

Sirangelo agreed, noting that agricultural science is more than horticulture and animal science and has huge applications for our future.

“The need to produce more food with fewer resources over the coming decades is going to push our science even further,” she told HuffPost.

As Jemison put it, we need to prepare our kids “to not just survive, but thrive.”

Bringing more children into STEM topics like agricultural science isn’t enough, though. Diversity is imperative, especially for women and people of color, groups underrepresented in these fields, Jemison said.

“We’re losing talent and we’re losing capability by not including them,” she told HuffPost. “When people think about why it is important to have a diversity of talent in a field, they think of it as a nicety. No, it’s a necessity. We get better solutions.”

Continue onto the HuffingtonPost to read the complete article.

Odette Harris named America’s second female African-American neurosurgery professor at Stanford

black female neurosurgeon

Odette Harris M.D. ’96 has made history by becoming America’s second African-American female professor of neurosurgery.Stanford’s department of neurosurgery announced her promotion on Tuesday.

Harris joins Lu Chen as the second female professor in the department of neurosurgery at the School of Medicine.

Harris, who specializes in traumatic brain injury, has served as the director of brain injury in the department of neurosurgery and the associate chief of staff of polytrauma and rehabilitation at the Palo Alto Veterans Administration Health Care System since 2009. Harris is also a Clayman Institute Faculty Research Fellow and was awarded the William P. Van Wagenen Fellowship Award from the American Association of Neurological Surgeons.

Harris said she developed a passion for the physical sciences and chemistry while studying at an all-girls high school.

“All those cliches about girl schools and empowering girls and women, I think they’re true,” Harris said in an interview with Stanford Medicine.

During her undergraduate years at Dartmouth College, Harris said she sought to surround herself with “strong women.”

It was not until she attended Stanford School of Medicine that she said she experienced a “turning point both in terms of gender and race.” Harris was the only black woman in the School of Medicine’s class of 1996. She was also one of only two women during her neurosurgical residency at Stanford University Medical Center.

Nonetheless, Harris described her experience in medical school and residency as a positive one.

“My mentor was a white man who is blond and as East Coast as can be,” Harris said. “His skin color was irrelevant, as was mine to his experience of mentoring me.”

Continue onto Stanford University’s Newsroom to read the complete article.

These tech jobs can earn you the most money


In order to best negotiate your salary, being equipped with the knowledge of what other people are making can be immensely helpful. Generally speaking, you’re going to earn more money working at a public tech company versus a private tech company, according to new data from culture workplace and salary comparison platform Comparably. And the bigger the company, according to Comparably’s data, the more money you’ll make.

A senior developer at a private tech company with little funding earns about $73,000 a year while a senior developer at a public company earns an average of about $130,000. No matter where you work, however, you’re going to make the most money as an architect or senior product manager, according to Comparably.

Regarding location, San Francisco public companies pay the most across those 15 job titles. An architect at a public company makes $184,000 on average in San Francisco compared to $155,000 in Los Angeles.

Unsurprisingly, there is a nationwide gender pay gap between men and women working the same jobs. A male senior developer at a public tech company makes an average of $144,000 while a woman working the same job makes an average of $137,000.

The largest pay gap exists among sales managers, where men make $151,000 on average and women make $115,000 on average at public companies, according to Comparably.

 Continue onto TechCrunch to read the complete article.

Twitter is now specifically focusing on increasing black, Latinx and female representation


Twitter met or surpassed many of the diversity and inclusion goals it set for itself for 2017, the company announced today. Twitter is now 38.4 percent female, compared to 37 percent in 2016. Regarding underrepresented minorities at Twitter, representation increased from 11 percent in 2016 to 12.5 percent in 2017.

While Twitter increased the overall representation of women and underrepresented minorities, it missed its goals for overall representation of underrepresented minorities, as well as underrepresented minorities in technical roles. At the leadership level, Twitter went from 30 percent female in 2016 to 32.5 percent female in 2017, and underrepresented minorities now account for 10.1 percent of employees at the leadership level, compared to just 6 percent in 2016.

Moving forward, Twitter intends to set two-year goals but will continue its practice of releasing yearly diversity reports. The rationale for the two-year period, Twitter VP of Intersectionality, Culture and Diversity Candi Castleberry Singleton explained in a blog post, is to better enable Twitter to assess its progress, “develop specific programming, and adapt our strategies along the way.”

Twitter is also now specifically looking at increasing the representation of women, black and Latinx people — groups that continue to be underrepresented in tech. Twitter is 3.4 percent black, 3.4 percent Latinx and 38.4 percent female. By 2019, Twitter wants to be 43 percent female, 5 percent black and 5 percent Latinx.

“We’re focused on powering positive change by fostering respectful conversations, creating deeper human connections, and encouraging diverse interactions across the company,” Singleton wrote in a blog post. “We’re calling this strategy Intersectionality, Culture and Diversity (ICD) and we’re making it a part of everything we do at Twitter.”

Continue onto TechCrunch to read the complete article.

Disney Donates $1 Million to Youth STEM Program in Celebration of ‘Black Panther’


In celebration of the record-breaking success of Marvel Studios’ Black Panther, The Walt Disney Company is donating $1 million to the Boys & Girls Clubs of America (BGCA).   The donation will help expand Boys & Girls Clubs of America’s youth STEM (Science, Technology, Engineering and Math) programs, supporting the high-tech skills that were a major theme in the plot of Black Panther and are essential in helping youth succeed.

“Marvel Studios’ Black Panther is a masterpiece of movie making and has become an instant cultural phenomenon, sparking discussion, inspiring people young and old, and breaking down age-old industry myths,” said Robert A. Iger, Chairman and Chief Executive Officer, The Walt Disney Company. “It is thrilling to see how inspired young audiences were by the spectacular technology in the film, so it’s fitting that we show our appreciation by helping advance STEM programs for youth, especially in underserved areas of the country, to give them the knowledge and tools to build the future they want.”

Boys & Girls Clubs of America will use this one-time grant to further develop its existing national STEM curriculum, and establish new STEM Centers of Innovation in 12 communities across the country. The curriculum and new centers will serve and inspire kids and teens, with an emphasis in the following communities: Atlanta, GA; Baltimore, MD; Chicago, IL; Harlem, NY; Hartford, CT; Memphis, TN; New Orleans, LA; Oakland, CA; Orlando, FL; Philadelphia, PA; Washington, DC; Watts, CA.

Boys & Girls Clubs of America’s Centers of Innovation provide youth with hands-on, advanced technologies that stimulate creative approaches to STEM exploration, including 3-D printers, robotics, high-definition video production and conferencing equipment. In addition, a fully dedicated STEM expert will offer individual and group support, using real-world applications to help Club members develop their STEM skills and critical thinking.

“From hands-on interactive programs to critical thinking, Boys & Girls Clubs of America is committed to providing thousands of young people with the tools they need to prepare for a great future,” said Jim Clark, president and CEO of Boys & Girls Clubs of America. “Thanks to Disney’s support, we can expand our outreach and allow more youth to find their passions and discover STEM careers.”

Continue onto The Walt Disney Company to read the complete article.

TFS Scholarships Launches Online Toolkit to Provide College Funding Resources


SALT LAKE CITY— TFS Scholarships (TFS), the most comprehensive online resource for higher education funding, has launched a free online toolkit to provide counselors, families and students with resources to help improve the college scholarship search process. The toolkit, available at, provides downloadable resources and practical tips on how to find and apply for scholarships.

The launch comes in celebration with Financial Aid Awareness Month when many families are beginning the FAFSA process and researching financial aid options.

“We hope these resources help raise awareness around TFS and the 7 million college scholarships available to undergraduate, graduate and professional students,” said Richard Sorensen, president of TFS Scholarships. “Our goal is to help families discover alternative ways to offset the rising costs of higher education.”

The resource toolkit includes flyers, email templates, newsletter content, digital banners and table toppers which are designed to be shareable content that counselors, students and organizations can use to spread the word about how to find free money for college.

The newly revamped TFS website curates over 7 million scholarship opportunities from across the country – with the majority coming directly from colleges and universities—and matches them to students based on their personal profile, where they want to study, and stage of academic study. By tailoring the search criteria, TFS identifies scholarships that students are uniquely qualified for, thus lowering the application pool and increasing the chances of winning. By creating an online profile, students can find scholarships representing more than $41 billion in aid. About 5,000 new scholarships are added to the database every month and appear in real time.

Thanks to exclusive financial support from Wells Fargo, the TFS website is completely ad-free, and no selling of data, making it a safe and trusted place to search.

For more information about Tuition Funding Sources visit


About TFS Scholarships

TFS Scholarships (TFS) is an independent service that provides free access to scholarship opportunities for aspiring and current undergraduate, graduate, and professional students. Founded in 1987, TFS began as a passion project to help students and has grown into the most comprehensive online resource for higher education funding. Today, TFS is a trusted place where students and families enjoy free access to more than 7 million scholarships representing more than $41 billion in college funding. In addition to its vast database that’s refreshed with 5,000 new scholarships every month, TFS also offers information about career planning, financial aid, and federal and private student loan programs as part of its commitment to helping students fund their future. Learn more at


NASA’s Real Life ‘Hidden Figure’ On How To Advance Women In STEM


“There are so many women that are capable, smart, sharp and good at what they do. What they are lacking is the opportunity to sit across the table from the other minds that are coming up with the innovative solutions,” says Dr. Christyl Johnson, NASA’s Deputy Director for Technology and Research Investments.

Dr. Johnson joined NASA in the summer of 1985 and over the years she has dedicated her efforts to support young women in STEM fields (Science, Technology, Engineering and Math.)

Described as a ‘modern figure’ Dr. Johnson is regularly likened to the characters in the movie Hidden Figures. The film portrays the experience of Katherine Johnson, Dorothy Vaughn and Mary Jackson – three talented African-American women – who worked at NASA Langley in 1961.

The movie tackles important issues like institutional racism and sexism.  Dr. Johnson says it highlights the importance of diversity in innovation. “If anyone wants to make leaps and advances in their organization it is paramount that they bring different perspectives to the table,” she says.

In this interview, Dr. Johnson shares the lessons she has learned throughout her career at NASA and how each of us can support the advancement of women in STEM.

Michelle King: Do you see yourself in the movie Hidden Figures?

Dr. Johnson: Although things have significantly improved at NASA since the times represented in Hidden Figures, I too have experienced similar struggles with racism and sexism.  I resonate with the women in the movie because I see them as strong African American women who were determined to succeed despite their circumstances. That determination is what has gotten me to where I am today. NASA has identified me as a ‘modern figure’, so I hope that I and the other ‘modern figures’ continue to inspire our young girls to see themselves in that movie, and in STEM careers.

King: What are some of the challenges that you’ve faced in your career as a woman in STEM?

Dr. Johnson: One of the biggest challenges I have had as a woman in STEM is breaking into the “boys network.” For many years at NASA, and other scientific organizations the makeup has been mostly white males. Even when women bring unique solutions to the table, it can take twice as much work for them to gain the respect of their male counterparts.  I can recall being in meetings and asking a question only to have the male answering the question look at the other males in the room while answering my question.

I am fortunate that NASA has been at the forefront of supporting women in technical fields, as shown in the movie Hidden Figures. With the support of some of my male and female mentors, I have grown and blossomed at NASA. With all of that said, we still have a little way to go for women to have an equal seat at the table.  Not only do the appropriate organizational policies need to be in place, but appropriate, respectful behavior must be the norm – starting with the leadership at the top.

King: How do we ensure that women have an equal seat at the table?

Dr. Johnson: We need to make sure women have high visibility assignments. So many times you hear people say that, ‘We didn’t have any good women candidates.’  Even if we were to have diverse selection panels to ensure fairness in the selection process, you can’t hire women if they have not had those high-profile assignments that show their leadership capability.

Continue onto Forbes to read the complete article.

8 Ways To Make Real Progress On Tech’s Diversity Problem

diverse cartoon characters standing to represent diversity in tech

Leaders from Snap, Google, and more share their ideas for making 2018 the year that tech finally becomes more inclusive.

On Ayanna Howard’s first day at NASA leading a robotics team, she walked into her office and was greeted by a man who told her, “The secretaries aren’t here. They moved their meeting down the hall.”

Her response? “Hi, I’m Dr. Ayanna Howard. You’re working for me on this project.”

Despite her qualifications, Howard, a black woman, couldn’t help but feel deflated by the assumption that she didn’t belong there.

The tech sector is hampered by unconscious biases that distort perceptions. And it’s a big problem. Tech will continue to lose top talent if we don’t make significant progress in changing the ratios. By several measures, the tech world is stagnating or even moving backwards when it comes to achieving greater equity for women and people of color.

According to LinkedIn’s research, only 28% of software engineers are women, and that number has only gone up 3% over 15 years. Even worse, women in leadership roles has risen a measly 2.3%.

The numbers are even more bleak in the funding world: Between 1999 and 2013, there was a 40% drop in female VCs, according to Babson’s. Furthermore, only 3% of VC funds have black and Latinx people on their teams. In 2017, women-led companies made up 4.4% of all VC deals, a 2% increase in 10 years, according to Pitchbook. For women of color, the numbers are utterly dismal: Only 0.2% of venture capital went to startups founded by black women, according to #ProjectDiane.

The nonprofit I founded, Women Who Tech, aims to change the ratio in tech. Through our Women Startup Challenges and other work, we’ve worked with 1,700-plus women-led ventures, numerous investors, and engineers. One big lesson that’s emerged is that the tech culture has relied on pattern recognition for too long.

Based on our learnings, here are eight ways founders, investors, and engineers can start shaking things up to fix tech’s diversity and inclusion problems in 2018.


1. Think of diversity from the start. Sarah Kunst, founder of Proday, recommends using the “mirror rule”: Making sure that people you bring on–employees, service providers, etc.–don’t always look like you. “Empowering your teams with the mirror rule means they can gently and easily ensure that more diverse and inclusive groups are being formed across all company touch points.”

And diversity has to be baked in, says Cindy Gallop, founder of MakeLoveNotPorn. “One key way for startup founders to address diversity and inclusion “is to be diverse and inclusive from ground zero.” And for good reason: “Women challenge the status quo because we are never part of it.” She also advises focusing on finding “the least represented and championed group in tech: black women.”

2. Address unconscious bias in your hiring. Another hiring bias is prioritizing top engineering schools as recruitment pools. Language app Duolingo changed their recruitment process to achieve a 50:50 gender ratio for new software engineer hires. In addition to building partnerships with inclusive organizations, they took a data-driven approach and prioritized recruiting from schools with more than 18% women undergraduate computer science majors.

Lukas Blakk, mobile release manager at Snap, says another way to address your own hiring biases is to create a list to review to remind yourself of your own biases before each interview you conduct.

3. Untap understanding of consumer needs with diverse engineering teams. To ensure products and services have wide appeal, get input from people who reflect the full range of end users. “If we don’t get women and people of color at the table — real technologists doing the real work — we will bias systems,” Fei-Fei Li, Google’s chief artificial intelligence and machine learning scientist, told Wired. Undoing that bias later, she says, may be “close to impossible.” Building for your entire consumer population can also help avoid accusations of bias and embarrassment, as Apple learnedwhen its facial recognition feature struggled with black and Asian faces, sparking charges of racism.

Continue onto Fast Company to read the complete article.

8 Inefficiencies in the Architecture + Design Industry (and possible solutions)


LOS ANGELES, California – (February 7, 2018) – Every industry has their fair share of inefficiencies which can stifle production. But once in a while, a leader comes along who can not only identify the problems, but also offer solutions. These thought leaders have the ability to revolutionize an industry. The world of architecture and design is not immune to inefficiencies, but one industry leader has some ideas on how to fix the broken system.

“You never bathe in the same river twice, because things change, which keeps everything fresh and interesting,” explains Matthew Rosenberg, the founder of M-Rad Architecture + Design, located in Los Angeles. “The same goes for the architecture and design field, where for far too long the river was standing idle, becoming stagnant. Our business model and proposed solutions are helping to get it flowing once again.”

As a forward thinker in the field, Rosenberg has identified 8 major inefficiencies in the architecture and design industry, as well as a solution for each of them. They include:

  1. PROBLEM: Brokers. Paying a middleman to find projects takes away revenue for the architect.
    SOLUTION: Cut out the Broker by forming relationships directly with developers and clients.
  2. PROBLEM:Underpaid, overworked designers and architects. The architecture industry is notorious for low wages, heavy workload, stressful deadlines until you “make it” to the top.
    SOLUTION: Allow the designers and architects to take equity in their projects.
  3. PROBLEM:Designing independently from actual community needs.  When architecture firms design a building for a client without considering the needs and wants of the surrounding area, the project may not benefit the community or the client.
    SOLUTION: Use a positioning tactic to understand what the community is lacking and incorporate these ideas into the project.
  4. PROBLEM:The industry is heavily reliant on unpredictable markets. With the real estate marketing and cost of living in constant flux, it’s difficult to predict the stability of the industry, which is reliant on the financial status of the client.
    SOLUTION: Consistency, strategic business moves, and keeping an eye on markets allows architecture and design firms to be proactive and shift their practice to better suit the economy.
  5. PROBLEM:City planning process and restrictions. Sometimes designing or building structures takes many years, as they are stuck in the city planning process. One minor mistake can set a project back months or sometimes even years.
    SOLUTION: It can be difficult to get around or speed up the city planning process, but being involved in the community, town hall meetings, and voting on city measures can help improve the process.
  6. PROBLEM:Politics within the industry. Politics occur in every industry, but when millions of dollars are exchanged, expectations are high, and egos can get in the way of business.  The political elements in Architecture can get sticky.
    SOLUTION: Stay professional and only partner/work with people who have positive reputations.
  7. PROBLEM:The scope of the architect is becoming smaller. Technology advancements cause more complex buildings, which causes increase in liability and legal aggression which prompts architects to hand off elements of the design process to “experts in their field,” ultimately chipping away the responsibility and profits of the architect.
    SOLUTION: Increase the scope of the architect.
  8. PROBLEM:Stealing intellectual property. It’s hard to determine when a design is stolen or original.
    SOLUTION: No real solution. Can try to prevent your design being stolen by trademarking, keeping records, photographing the design progress, certifying the design, and by being careful of releasing designs to public view.

“At our firm, we have gone to great lengths to determine effective solutions to the inefficiencies within the architecture and design field,” added Rosenberg. “By making these changes, we are benefiting those who work in the field, as well as those we build the projects for. It’s a win-win for everyone to create the most efficient field that we can.”

Rosenberg‘s firm is on a mission to create better communities, neighborhoods, and cities. Their system includes a multi-faceted approach that starts with pre-architecture, maintains during the architecture phase, and continues during post-architecture.

Born and raised in Saskatoon, Canada, Rosenberg spent nine years studying architecture and environmental design. Rosenberg has earned bachelor degrees in fine arts and environmental design in architecture, as well as a master degree in architecture. When he was ready to bring his architectural influence back to the West, he headed to Los Angeles to launch M-Rad and start making a difference.

About M-Rad Architecture

M-Rad Architecture + Design, based in Los Angeles, is revolutionizing the industry by revealing inefficiencies and creating solutions to universal problems. Their multi-faceted business model, allows M-Rad to expand the scope of the architect and build resilient communities through enhanced experiences. The M-Rad team is currently working on projects around the world; from apartment buildings in Los Angeles, to a private members club in Philadelphia, to a boutique hotel in Taipei. They have created mixed-use towers, luxury hotels, sports parks, and more. For additional information on the company and to view their unique business model, visit:


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Ford Pilots New Exoskeleton Technology to Help Lessen Chance of Worker Fatigue, Injury

ford auto worker

Putting dishes on a high shelf or changing an overhead lightbulb occasionally might not be difficult, but could you imagine performing either of these tasks 4,600 times per day? How about 1 million times a year?

These are the approximate number of times some Ford assembly line workers lift their arms during overhead work tasks. At this rate, the possibility of fatigue or injury on the body increases significantly. But a new upper body exoskeletal tool – the result of a partnership between Ford and California-based Ekso Bionics – helps lessen the chance of injury.

“My job entails working over my head, so when I get home my back, neck and shoulders usually hurt,” said Paul Collins, an assembly line worker at Ford’s Michigan Assembly Plant. “Since I started using the vest, I’m not as sore, and I have more energy to play with my grandsons when I get home.”

Called EksoVest, the wearable technology elevates and supports a worker’s arms while performing overhead tasks. It can be fitted to support workers ranging from 5 feet tall to 6 feet 4 inches tall, and provides adjustable lift assistance of five pounds to 15 pounds per arm. It’s comfortable to wear because it’s lightweight, it isn’t bulky, and it allows workers to move their arms freely.

Designed and built for dynamic, real-world environments like factories, construction sites and distribution centers, the non-powered vest offers protection and support against fatigue and injury by reducing the stress and strain of high-frequency, long-duration activities that can take a toll on the body over time.

“Collaboratively working with Ford enabled us to test and refine early prototypes of the EksoVest based on insights directly from their production line workers,” said Russ Angold, co-founder and chief technology officer of Ekso Bionics. “The end result is a wearable tool that reduces the strain on a worker’s body, reducing the likelihood of injury, and helping them feel better at the end of the day – increasing both productivity and morale.”

With support from the United Automobile Workers and Ford, EksoVest is being piloted in two U.S. plants, with plans to test in other regions, including Europe and South America.

“The health and safety of our membership has always been our highest priority,” said UAW-Ford Vice President Jimmy Settles. “With the proven success at the piloted locations, we look forward to expanding this technology to our other UAW-Ford manufacturing facilities.”

EksoVest is the latest example of advanced technology Ford is using to reduce the physical toll on employees during the vehicle assembly process. Between 2005 and 2016, the most recent full year of data, the company saw an 83 percent decrease in the number of incidents that resulted in days away, work restrictions or job transfers – to an all-time low of 1.55 incidents per 100 full-time North American employees.

“Our goal has always been to keep the work environment safe and productive for the hardworking men and women we rely on across the globe,” said Bruce Hettle, Ford group vice president, Manufacturing and Labor Affairs. “Investing in the latest ergonomics research, assembly improvements and lift-assist technologies has helped us design efficient and safe assembly lines, while maintaining high vehicle quality for our customers.”

Continue onto Ford’s Newsroom to read the complete article.