Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
The success of the U.S. manufacturing sector hinges on how well it attracts and retains Generation Z — a demographic that values greater flexibility, early career growth opportunities, and meaningful work over traditional jobs.
According to a report published by McKinsey & Company, these challenges are not just in manufacturing. Industries worldwide face high turnover rates and skills shortages.
Understanding and adapting to the needs of young workers would be an impactful way forward to achieving long-term sustainability and growth.
Manufacturers are currently challenged by a high attrition rate among Gen Z employees. McKinsey & Company’s report reveals the top three reasons employees leaving manufacturing jobs:
- Lack of career advancement
- Inadequate compensation
- Uncaring leaders
Historically, the standard move to improve retention rates has been to offer a salary bump, but the data reveals that it is not as effective as in previous decades. Employees in general often feel disengaged due to a lack of career development opportunities. High disengagement is also costly, with potential losses reportedly ranging from $20 billion to $40 billion annually for U.S. manufacturers alone.
Some manufacturing companies are finding ways to adjust to this low employee engagement. The report describes how one consumer goods manufacturer revamped its workforce management system to increase flexibility and provide employees with more control over their career development.
This change was found to be particularly significant for Gen Z employees, but it also benefited other generations. As a result, staffing levels at the firm reportedly increased by 25%, which boosted production output by 20% and reduced losses from unplanned line shutdowns by 70%.
Flexible scheduling and part-time opportunities are also becoming more common, and this is also allowing younger workers to balance work with personal life more effectively.
Investing in career development programs is another strategy proving effective. More companies are restructuring their approaches to management — transforming traditional supervisory roles to leadership positions that focus more on mentorship and team building.
As Gen Z continues to enter the workforce in waves, their distinct values and work-life preferences are prompting significant changes in manufacturing practices. By embracing flexibility, creating career development opportunities, and ensuring young people engage in meaningful work, manufacturers can not only attract but also retain this vital demographic of the workforce.
