November 4, 2024 Solving Your Manufacturing Labor Shortage Creatively

From industry-adjacent hiring to Gen Z storytelling, here’s how manufacturing leaders can close the workforce gap.

By Candace Twiggs, Talent Marketing Strategist, formerly Intel and
Stephanie Quillen, Principal Executive Advisor at Guild

With manufacturing output set to increase in the next decade and a projected 1.9 million jobs going unfilled by 2033, the industry faces a critical skills gap. The retirement of seasoned workers coupled with the rapid adoption of AI, robotics, and digital twins mean manufacturers must rethink talent strategy to stay competitive.

It’s not just about filling roles; it’s about building a skilled workforce that can handle the rapid pace of change and innovation to keep their companies growing.

The solution? Getting more creative. Look toward unexpected places for your next hire. Inject more life into your company’s – and industry’s – story. Target different candidates in your multi-generational workforce to help them acquire the skills they need. Here are four ways to get started.

1. Bridge the skills gap with adjacent industries.

There are more transferable skills out there than you might think. Some manufacturing companies, including Intel, have begun recruiting talent from adjacent industries where skills overlap: Mechanics and aviation, the military, and allied health. Seek out candidates who enjoy staying active and working with their hands, as well as those who appreciate flexibility in their schedule, job roles, or work location.

Manufacturing leaders also need to rethink what “qualified” looks like. Consider shifting from hiring candidates with 99% of the skills you need to to hiring those with perhaps 60-70%, then filling the gaps with education and training. At scale, you must get people in the door and do the work to develop them.

 2. Tell good stories to attract talent.

Transparency is key to attracting and keeping the right talent. Be clear about what the job involves, what the company does, and what career paths actually look like. In the end, tell a good story.

Whether you’re bringing in new hires or developing existing employees, it’s critical to show them the full range of opportunities a career in manufacturing can offer. Intel went beyond the basics, giving candidates and employees detailed content about the job, real career stories from peers, and a clear picture of the skills and experiences they could gain through continuous learning.

Honest, real-time conversations matter, too. People need all the information to make an informed decision — from how others have grown their careers to how the product they’re making will impact the world.

3. Tailor learning at the right moments.

Manufacturing requires specific skills, and to meet the talent shortage, having the right suite of learning options available to teach those skills is becoming more essential. But to make learning stick, it’s crucial to offer and market these opportunities at the right time and in the right way.

For early-career workers, it’s about showing where the job can lead. Wages matter, but this group — often fresh out of high school or college — is exploring their options. Spell out possible careers and outline for them exactly how your company will create learning opportunities that will stretch and grow them into those careers.

Older workers are looking for career advancement, too, but their needs differ. They’re interested in taking their careers to the next level, whether that’s moving into management, engineering, or other senior roles. They want options to drive their own continuous-learning journey with a focus on specific career goals. With this more experienced group, learning and development opportunities and education benefits should be deployed in tandem to help them reach their life and career goals.

4. Think about Gen Z values and the future of manufacturing

In the workplace, Generation Z values making an impact, and they’re vocal about the support they need to thrive. Manufacturers can attract Gen Zers by highlighting areas where industry strengths align with their values: stability, opportunities for teamwork and collaboration, and a commitment to sustainability. For instance, manufacturing shift work often provides extended time off, allowing workers to prioritize mental health and pursue passions outside of work.

A key challenge, however, is that many early-career candidates still view manufacturing through an outdated lens. In reality, modern manufacturing increasingly involves cutting-edge technology like robotics and AI. By emphasizing both the industry’s flexibility and innovation, manufacturers can attract fresh talent to power the future.

The future of manufacturing depends on new workforce strategies.

Manufacturing’s talent shortage isn’t just a numbers game — it’s about rethinking who you hire, how you develop, and what you offer. By recruiting from adjacent industries, being transparent about career growth, and aligning opportunities with the values of younger workers, manufacturing leaders can build a workforce ready for the future. Get people in the door and train them. The key is to act now, with creativity and purpose.

About the Authors

Candace Twiggs is Talent Marketing Strategist, formerly of Intel. Candace is an experienced marketer with more than 15 years of experience in translating employer brand insights into employer brand insights into growth and brand strategies. Most recently, Candace has worked in advanced manufacturing at Intel, where she developed recruitment marketing strategies to drive talent attraction in semiconductor manufacturing, focusing on attracting top technical university talent for one of the world’s most influential brands.

Stephanie Quillen is Principal Executive Advisor at Guild. Stephanie collaborates with leaders and executive decision-makers at Fortune 500 companies to cultivate strategic partnerships and implement premier educational programs. Her role involves coaching leaders on stakeholder alignment, change management planning, and crafting compelling business cases. Prior to Guild, Stephanie accumulated 12 years of experience in HR strategy and transformation, global talent management, and organizational development. Her previous roles include impactful positions at Walmart, IndigoAg, and as Head of HR Strategy & Transformation at Tyson Foods.

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