Attract, Retain, Repeat: Strategies for Building a Strong Manufacturing Workforce

In today’s competitive labor market, employee attraction and retention are critical challenges that every industry faces. Denise Cowburn, a Workforce Development Specialist at Tooling U-SME with a deep background in manufacturing, is helping organizations tackle these issues head-on. In a recent webinar, Cowburn shared actionable strategies designed to help businesses stand out to job seekers, improve retention, and cultivate an appealing work culture. Alongside her, Matt Hladki, Chief Administrative Officer (CAO) at Grede shared his company’s success story of implementing some of these strategies to revitalize their workforce and improve their employer brand.

Workforce Trends and Current Challenges

The manufacturing industry is grappling with a complex landscape of workforce challenges. A shrinking labor pool, driven by factors such as an aging workforce and declining birth rates, has intensified competition for talent. Simultaneously, evolving worker expectations, including a greater emphasis on work-life balance and meaningful work, have further complicated the hiring process. To remain competitive, manufacturers must adopt innovative strategies to attract and retain top talent.

Shifting Employee Expectations

Today's workforce prioritizes flexibility, respect, and growth opportunities over traditional perks. Employees value flexible work arrangements, a respectful work environment, and clear career paths. To attract and retain top talent, companies must adapt to these changing expectations by offering a supportive company culture and policies that foster both professional and personal growth.

Strategies for Becoming an Employer of Choice

Cowburn shared a series of practical, often low-cost strategies to address these issues. First, she recommended calculating turnover costs to better understand the impact of employee departures on the bottom line. Knowing the cost of recruiting, training, and lost productivity helps companies make informed retention investments.

Next, Cowburn discussed the importance of understanding generational differences. Younger employees, particularly Millennials and Gen Z, tend to prioritize flexibility and a sense of fulfillment over stability. Tapping into new and often overlooked talent pools can also make a big difference. Cowburn suggested recruiting from groups such as formerly incarcerated individuals, parents who need flexible hours, and retirees who may prefer part-time roles. These diverse groups bring valuable skills and perspectives while filling critical workforce gaps.

Attracting Employees with the “New F-Words” in Manufacturing

To attract talent, Cowburn suggested companies embrace the “new F-words” of employee attraction: fun, family, friends, food, and flexibility. Hosting social events, encouraging referrals, and creating flexible work schedules aligned with the gig economy help make workplaces more attractive to modern job seekers. Creative recruitment efforts, such as using eye-catching signage and social media ads, can also raise brand awareness and make a positive impression on potential employees.

Grede’s Success Story: Investing in Skill Development

Hladki from Grede brought Cowburn’s strategies to life by sharing his company’s transformative journey. Grede, a 104-year-old manufacturer of ductile, gray and specialty iron castings operating 9 foundries and a machining center in the US, faced unique challenges: a high turnover rate, vacancies exceeding 10%, and tough competition for technical talent against companies offering an easier working environment. When these challenges were combined with a series of ownership changes, Grede’s employment brand had declined, making it hard to attract talent.

To tackle these issues, Grede implemented a “buy, borrow, build” strategy. They adjusted wages to stay competitive, outsourced non-core roles, and invested in skill development to quickly bring new hires up to speed. Grede also launched the “Grow with Grede” program, a development initiative that offers internships, rotational programs for recent graduates, and a military transition program. They introduced “Casting College,” an internal training platform that provides technical, leadership, and compliance training to support employees at all levels.

Grede also prioritized communication and engagement. They standardized communication across all facilities, implemented an AI-powered chatbot to streamline information sharing, and used pre-boarding communication to ease the onboarding process for new hires. The company also revamped its brand, presenting itself as a technology-driven, sustainability focused organization to appeal to a broader talent pool.

Results and Future Goals

Grede’s efforts paid off. Vacancy rates have dropped to below 4% overall and 6% in maintenance roles, with a 50% increase in applications and a 50% reduction in advertising costs. Engagement scores improved as well, and the company’s presence on platforms like Glassdoor and Indeed has helped build a positive public image. Looking forward, Grede plans to deepen partnerships with trade schools, the military, and rely more on data and IoT to improve efficiency and transition to a more tech-forward workforce.

Creating the Workplace of the Future

Cowburn and Hladki’s insights offer a roadmap for companies aiming to attract and retain talent in today’s competitive landscape. By fostering a culture that values employees’ needs, offering clear career paths, and adopting innovative approaches to hiring, companies can position themselves as the employer of choice. Cowburn and Hladki’s experiences demonstrate that with thoughtful planning, companies can build strong, engaged teams ready to meet the demands of tomorrow.

Watch the full webinar here.