A Framework for Sustainable Workforce Development by A. O. Smith

At SME FUSION, leaders from A. O. Smith, Northeast State Community College, and Tennessee College of Applied Technology (TCAT) Dickson shared how manufacturers and educators can work together to build stronger workforce pipelines. The session focused on practical strategies for closing skills gaps, expanding talent pipelines, and creating career pathways that support long-term manufacturing growth.  

Speakers 

Dr. Jeff McCord, President, Northeast State Community College 
John Whitfield, Corporate Talent Development, A. O. Smith
Lorie Adams, HR Supervisor, A. O. Smith
Warren Thompson, Workforce Development Coordinator, Tennessee College of Applied Technology (TCAT) Dickson  

Solving More Than the Skills Gap 

Dr. Jeff McCord challenged manufacturers to think beyond technical skills when developing their workforce strategies. He explained that sustainable workforce development requires addressing three interconnected challenges: 

• Skills gap: Aligning workforce capabilities with evolving manufacturing requirements.  
• People gap: Increasing the number of employable individuals entering the workforce.  
• Pathway gap: Creating clearer transitions between education, apprenticeships, workforce training, and long-term career advancement.  

McCord also emphasized that community colleges have three responsibilities: serving current employers, building workforce pipelines, and supporting economic development. That means providing incumbent training, expanding apprenticeship opportunities, and helping communities attract new manufacturers with a qualified workforce.  

Turning Employer Needs Into Workforce Pipelines 

Warren Thompson shared that TCAT Dickson develops customized training tailored to the needs of local manufacturers rather than standardized programs. 

Working directly with employers, TCAT provides hands-on instruction in welding, CNC machining, robotics, mechatronics, apprenticeships, incumbent upskilling, and dual enrollment programs that allow high school students to begin manufacturing careers before graduation. Training also includes technologies from leading industrial automation companies such as FANUC and Siemens, giving students experience with the equipment and systems they will encounter in today's manufacturing environments.  

Thompson also stressed the importance of accessible workforce development through scholarship-funded training, industry-recognized certifications, and work-based learning opportunities that help more people enter manufacturing careers while meeting employer demand.  

How A. O. Smith Turned a Product Launch Into a Workforce Strategy 

After A. O. Smith launched a new product requiring specialized technical skills not already available within its workforce, John Whitfield explained, the company partnered with Northeast State Community College to build the capabilities needed to support production. 

Rather than hiring externally, the company worked with educators to identify future skill requirements, develop customized curriculum, establish certifications, and create advancement pathways that support both immediate production needs and long-term employee growth.  

Building on that employer-driven approach, Whitfield outlined a structured seven-phase process for creating workforce partnerships that can respond to current production needs while supporting long-term talent development: 

1. Define workforce needs  
2. Build educational partnerships  
3. Co-develop skill requirements and curriculum  
4. Formalize partnership agreements  
5. Implement workforce pipelines  
6. Conduct alignment sessions  
7. Continuously strengthen the partnership over time  

As workforce technologies continue to evolve, Whitfield also discussed the importance of preparing leaders for digital manufacturing. At A. O. Smith, maintenance reporting is managed through SAP, while leaders are beginning to incorporate AI tools to analyze operational data and generate more consistent reporting. He emphasized that adopting new technologies requires both technical training and standardized processes to ensure organizations gain meaningful business value from AI.  

The result is a workforce strategy that develops technical expertise while creating opportunities for employees to continue advancing through certifications, degree pathways, leadership development, and future career growth.  

Partnerships That Strengthen Retention and Growth 

Lorie Adams shared how workforce partnerships extend well beyond hiring new talent. By working closely with educational institutions, A. O. Smith has expanded regional talent pipelines, strengthened employee retention, increased internal mobility, reduced training costs, and reinforced its employer brand.  

She encouraged manufacturers to maintain regular communication with educational partners, participate in career fairs, share workforce metrics with leadership, and invest in local colleges through apprenticeships, equipment donations, and collaborative initiatives. These ongoing partnerships help ensure workforce development remains aligned with changing business needs while supporting long-term organizational growth.  

For manufacturers, the takeaway is clear: sustainable workforce development is a partnership strategy that must keep pace with production demands, technology adoption, and employee growth. 

The framework shared by A. O. Smith, Northeast State Community College, and TCAT Dickson shows how aligned education and industry partnerships can connect people to prosperity by turning workforce challenges into long-term opportunities.