蘑菇TV

It wasn鈥檛 that long ago that people who didn鈥檛 have the grades to attend college would go to work at the local factory because it often paid more than other local jobs. This meant that the workers would rely mostly on their physical abilities. The factory has changed a good bit in the last several decades. The equipment they work with and the mental demands required have increased significantly. Many schools have not adjusted to this reality, and it is creating serious skill gaps for the workforce trying to enter the local facilities. In this article, we will address some of these challenges, the skill gaps, and how this can be an opportunity for us as Christian business leaders to not only help our companies but also our employees.

Manufacturing Changes

The skill gaps and changes within the workforce are causing substantial issues both now and in the future. Coykendall et al (2024) indicate that there will be a need for about 3.8 million workers between 2024 and 2033. Part of this shortage is caused by the aging of the workforce, which will be leaving the workforce, and not having enough qualified replacements for these workers. Not only do they leave vacancies, but they also take their considerable skills and knowledge gained over years of working in this environment, without a good mechanism to transfer this knowledge (PTC, 2026). This is creating skill gaps for the next generation of workers.

A strategic shift in the manufacturing environment is bringing many jobs back to the United States. Since COVID-19, companies in the US have been looking at reshoring their manufacturing. The National Association of Manufacturers (NAM) indicated that in 2023, there were record-high investments in construction projects in manufacturing (Evans, D., 2025). The focus is not just about the lowest cost anymore, but having a supply chain that is robust and not easily impacted by factors external to the US (Evans, D., 2025 ). The need for more domestic workers is also creating skill gaps in the manufacturing environment.

The three issues mentioned above (aging workforce, skills gaps, and reshoring of manufacturing) are causing the projected shortages. Coykendall et al (2024) state that American manufacturers may be short some 1.9 million workers needed to fill job openings at their facilities. Some say the deficit can be as high as 7.9 million workers globally by 2030 (Faethm, 2024). The financial impact on US companies could be as much as $454 billion by 2028 if nothing is done. The skills gaps are concerning to many employers, who feel that the skills are evolving faster than they can adapt to in their facilities. Manufacturers in the UK indicate that suitable skills are to blame for roughly 36% of all unfilled jobs (FAETHM, 2025). The time to act is now if we are to address these issues.

Skill Gaps

The skills gaps seem to be related to how many of the manufacturing facilities are transitioning. Automation, robotics, and advanced technologies are somewhat to blame for this gap. There are additional skills that workers must possess to work in these areas that rely more on computers and advanced equipment. This may require upskilling or reskilling to make sure employees can perform the work needed (Coykendall, J. et al, 2024).

Automation is an interesting proposition for manufacturing. Many are using these technologies to help with the labor shortages they are currently facing, which can be positive. However, individuals who must work with and program the automated machinery require a unique skill set that may not currently exist in the workplace (FAETHM, 2025). If they do not have the expertise on site, they will have to develop or hire this expertise.

Manufacturing has undergone a shift to highly sophisticated equipment that relies on digital information and processing. This requires workers to interact with the equipment in ways that previous generations of equipment may not have required. Workers need to be more computer literate, must take more complex measurements, and use mathematics in ways their parents or grandparents would not have done in the same manufacturing environment (Smith, 2025).

Companies going 鈥淕reen鈥� also present a unique set of challenges (FAETHM, 2025). While they are promoting more environmental production techniques or products, the technologies are so new that many do not possess the necessary skill sets to work with these methods or materials. This area is expected to grow by about 20% a year until about 2030.

It is not just the digital transformation of the manufacturing environment that is causing these skill gaps. Al-Asfour and Zhao (2024) indicated that durable skills can also be an issue. They interviewed several manufacturing leaders in Illinois and found that critical thinking was a key skills gap missing from many employees. Specifically, they indicated that independent judgment, growth mindset, and problem-solving were lacking. Even issues like work ethic, showing up on time, and working in teams were mentioned. One leader specifically noted that he needed the employees to show up on time and ready to work. This is something I have heard locally from several manufacturers. A big part of this seems to be transitioning from the classroom or education setting to the realities of the actual work environment.

Addressing the Skill Gaps

There is not much we can do about the aging population, but we can address the skill gaps of potential and current employees. Some companies like Haverty鈥檚 have invested substantially in training programs for their organization (Brooks, A. A., 2025). They aren鈥檛 waiting until the employees get to facilities; they have begun talent development programs to create the pipeline they need to keep their organization running smoothly. Educational programs are reaching those from elementary to college age and have impacted 65,000 plus people in this effort. Haverty鈥檚 is also partnering with schools and colleges to conduct more specific training for the facilities in those regions.

Others have called for collaboration with educational institutions to develop training and education for these future or current manufacturing employees (Al-Asfour, A. and Zhao, Y., 2024; PTC, 2026). Hands-on learning was specifically mentioned as a need. This may be most appropriate in the technology schools or in high school work programs. The authors even noted that field trips like those we conduct in our management courses can have a tremendous impact on manufacturing by exposing the next generation of supervisors and managers to the realities of the modern manufacturing environment.

There is also a need to capture the institutional knowledge of the existing workforce (PTC, 2026). Some of these workers may have decades of experience that are not easy to replicate in new workers without some deliberate efforts. Working side by side with older or more experienced workers is often the only way this has happened previously. Companies are going to have to find a way to capture and disseminate this knowledge to the next generation. Maybe they could use some of these retiring workers as part of the training process.

Servant Mindset

Most of the ideas above are for the good of the company. Making sure that the company has what it needs to be successful in the future. What if we looked at the issue from the good of the employees and the communities? If employees have the necessary skills to perform the work at these more modern manufacturing facilities, they are more employable. They can also better provide for their families.

Over a century ago, Henry Ford decided to offer considerably more than his competitors (Worstall, T., 2012). This also provided his workers with a better quality of life by allowing them to do more than just get by. He also established the 8-hour workday, which gave employees time each day to do things outside of work. I would love to say that this was purely out of the kindness of his heart, but sadly, it was not. He was very shrewd and realized he needed to maintain his skilled workers and pay more to address turnover issues. Not quite the servant mindset, but I liked how he addressed the financial needs of his workers. As servant leaders, we have to make sure our employees are paid fair wages for the work they are doing. This will help with retention but will also afford them a better quality of life.

Some of the authors indicated that work-life balance was an issue that was causing problems in the manufacturing setting (Faethm, 2024). Work-life balance gets a lot of attention these days. You hear countless stories of employees who work 60 to 80-hour workweeks for their employers and get a vacation, but are afraid to take it. This isn鈥檛 a sustainable practice. The workforce today may have seen this in their parents or grandparents and does not want the same for themselves. I had someone ask me in my consulting practice how they could keep their workers from being injured in a manufacturing setting while working five to six 12-hour days a week. The short answer was you can鈥檛. I explained that while they were benefiting from higher pay in the form of overtime, their bodies were literally paying the price. As servant leaders, we need to help our employees find a good work-life balance in the practices and policies we set in our workplaces.

Although more training is needed in the modern manufacturing setting. Personal experience has shown me that some employers are afraid to train their employees too much. They are afraid that they will leave their company for another that is offering more pay or benefits for the same work because they have additional skills and training. If you train your workers to be able to perform more advanced work for you and it benefits the company, you should reward them. Servant leaders are not afraid to develop their employees and promote them. It is good for the employees and the company. Don鈥檛 forget the pay as part of this process. Employees want to feel valued and appreciated by the company.

Manufacturers that want to survive the next few decades will need to make some changes. They will have to think strategically, like Haverty鈥檚 has done, to develop their talent pipeline. They will need to partner with educational systems and others to help them in their talent development. Retaining good employees will also be important. Approaching this aspect from a servant mindset can have a big impact. It puts less attention on the company and more on the employees. The result will, in turn, benefit the company by making it a place where people will want to work.

References

Al-Asfour, A. & Zhao, Y. (2024). Bridging the skills gap divide in manufacturing: perspectives from industry leaders. Industrial and Commercial Training, 56 (1), 78-90.

Brooks, A. A. (2025). 65,000 students and counting: How Ashley is closing the skills gap.Furniture Today. https://www.furnituretoday.com/manufacturers/65000-students-and-counting-how-ashley-is-closing-the-skills-gap/

Coykendall, J., Hardin, K., Morehouse, Reyes, V. & Carrick, G. (2024). Taking charge: Manufacturers support growth with active workforce strategies. Deloitte.

FAETHM (2025). 5 trends driving the manufacturing skills gap & what to do about them. Pearson.

PTC (2026). The manufacturing skills gap.

Smith, W. (2025). Bridging the workforce gap: the need for soft and technical skills in manufacturing. Manufacturing Skills Institute.

Worstall, T. (2012). The story of Henry Ford鈥檚 $5 a day wages: It鈥檚 not what you think. Forbes.