One of the most obvious takeaways from the current crisis is that the global supply chain failed the stress test. Economies across the globe leaned headily into the idea of cost savings driven by the efficiencies of just-in-time manufacturing, globalization of production, offshoring, and automation. The issue, of course, is that was all done without enough pragmatic planning. Like carousel riders, societies chased the golden loop without fear of consequence.

Unfortunately, that loop is often hard to grab. It requires balance, agility, and flexibility. All three of which were clearly lacking when the ride began to rumble.

Talent played a key part it this - as it always does. Unfortunately for the economy, that talent pool appears to be dwindling. Hiring for manufacturing roles went from "any body will do, and there will always be enough people who are grateful to have a job" swung - overnight - to "where are the bodies, and why don't they want to stay once we hire them?" Human resource leaders are struggling. Comments from HR leaders in manufacturing on social media include "It’s keeping them that’s the issue. For so many coming to work is simply not a priority", "It's never been this challenging", "I used to get 5-6 applications a day, now I’m lucky if I get that many in a week".

A recent report by JMJ Search - and executive search firm that focuses on manufacturing and supply chain roles - does not suggest this situation is going to improve.

According the the results, interest in manufacturing careers is dropping. Among the findings:

• 63.6% of professionals aged 18 to 44 indicating they will not take a job in the manufacturing sector in 2022.
• As the priorities and values of younger workers continue to evolve, 50.6% of respondents indicate that they do not want to pursue a manufacturing career because it doesn't fit their passion.

Deloitte and The Manufacturing Institute performed a study in mid-2021 analysis as a follow-on to their 2018 report, titled "The Jobs Are Here, but Where Are the People?". The update found that through 2030, there could be as many as 2.1 million unfilled manufacturing jobs in the United States. The potential economic impact from the unfilled positions could be as much as $1 trillion in 2030, according to Deloitte. The same report revealed that the search for skilled talent ranked as the number one driver of competitiveness by manufacturing executives, with 89% of whom agreeing that there is a talent shortage in the U.S. manufacturing sector.

U.S. manufacturers surveyed believe that finding the right talent is now 36% harder than it was in 2018, even as the unemployment rate has nearly doubled the number of available workers.

The good news is that attracting more candidates to manufacturing may be as simple as diversifying the hiring pool and reimagining who wants to work in the space. According to data from the US Census Bureau, women made up just under a third of the manufacturing workforce. The recent Deloitte and The Manufacturing Institute DEI study also revealed a critical gap – while the majority of manufacturing executives feel they’re on a positive track to building an inclusive culture, that sentiment wasn’t matched by the opinions of female, Asian, and Black professionals – respondents in these groups all felt more could be done to create a diverse, equitable, and inclusive environment.

If companies can identify and actively focus on what turns young people and diverse candidates – the future of the industry –  off from manufacturing, while fostering growth and inclusion across the organization, then they would put themselves on a better and more valuable track to reap the benefits of a full workforce.

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