Adapting to a Multi-Generational Workshop in Manufacturing

Once a former mainstay of employment, the popularity of a career in manufacturing has waned substantially over the past few decades creating a shortage of skilled industrial workers. As Baby Boomers increasingly settle into retirement, the need to attract and retain a younger manufacturing workforce cannot be ignored.

There is more going on behind the scenes in manufacturing companies than people either beginning their careers or changing them may realize. From marketing to sales, design to production, manufacturers need to essentially re-brand a career in manufacturing so that it showcases the many opportunities it offers.

In addition to skilled production workers, engineers are needed to ensure the next levels of innovation and technique, while the design and packaging of end products require the expertise of those with artistic backgrounds.

Training and education programs that offer students and those starting on a new or different career path to work in several different capacities are excellent strategies.  Many high schools have assimilated STEAM (Science, Technology, Engineering, Art and Math) programs into their curriculum. The ongoing national push toward these fields of study complements the need to introduce manufacturing jobs at this stage as well since all five elements of a STEAM program are essential to a career in manufacturing.

Trade schools are partnering with manufacturers to showcase the emerging talent necessary in manufacturing, while internships are creatively infusing the possibilities of emerging automation in manufacturing environments.

If manufacturers want to strengthen their workforce, they must demonstrate the many updated business-to-business strategies and technological advances and how these mechanisms attract new customers. Giving future employees a chance to watch designers and engineers create innovative projects lets them see firsthand exactly how a production staff works its magic.

The integration of automation and robotics reducing “old school” practices have opened up doors for a younger workforce whose lives have been greatly influenced and shaped by technology.

Even with these advancements, many believe that a career in manufacturing is a throwback to days gone by. It’s up to the leaders in the industry to take the lead in mitigating this inaccuracy. This is where a healthy company culture can come into play.

Any manufacturing company that wants to thrive moving forward should appreciate and empower its employees. It should focus beyond the occasional “pizza party” day or annual recognition programs. A culture that resonates with multi-generational cultures is the key to attracting and retaining talented employees, who now have a strong focus on work-life balance.

Having a pulse on what each generation wants from a job or career is essential. Salary is not always the top priority for employees. A good work-life balance can mean flexible hours to one person, while someone else expects perks in the workplace.

Company culture in today’s competitive marketplace should be front and center during the recruiting process. While recruiting via online sites has become standard, it’s critical for a manufacturing company’s website to include comprehensive information about specific job openings and should also include material that speaks to the company’s sense of culture and values. Posting a well-written job opening gives the chance to describe the job’s parameters, the extent of skills required and the benefits of working with your company. Those advantages might include advancement opportunities or the chance to work with high-technology equipment – the idea is to attract candidates who will be excited about the role they will play within your business.

There is no quick fix to overcoming the challenges created by the manufacturing industry’s skills gap, but there are some solid, potential strategies. Innovative talent sourcing and recruiting strategies, updated branding mechanisms, and robust company cultures are essential to refining the antiquated image of manufacturing. 

The bottom line to the skilled labor shortage is the need for manufacturing companies to acknowledge the perceptions and fulfill the desires and wants of all generations of workers.  Their future, and ours, depends on it.