There are always ways to improve manufacturing operations while enhancing worker satisfaction, safety, and engagement. Now that you’ve seen what workers want from their careers and day-to-day experience, here are four actionable takeaways you can start implementing today.
Manufacturing workers are looking for upskilling opportunities. 66% would trade their current job for one that required longer hours but offered more upskilling opportunities, while 72% say that in anticipation of new waves of automation, they want the skills to supervise or lead that automation. However, companies prioritizing upskilling are dropping from 80% last year to 70% this year.
Investing in upskilling is always a good idea. It empowers your workforce to seize opportunities for advancement. It helps them learn new technologies that are rolled out across the company. It can help turn bad supervisors into efficient, encouraging leaders. Finally, it prepares your workforce to be leaders in an automated and AI-driven future.
Manufacturing workers are slowly losing morale. High morale has dropped from 52% to 45%, while low morale increased from 7% to 16%. This can lead to all types of engagement issues: not being fully present at work, absenteeism, low productivity, safety issues, high turnover, and burnout.
To have a healthy, productive workforce that continues to be passionate about building something with their hands each day, take steps to improve employee morale. Respondents were clear on how to do this:
Respondents said that their companies are slowing down on their tech investment. Those who consider their workplace “very modern” decreased from 48% to 39%, while only 17% are using all digital documents. Are manufacturing companies just outdated, or are worker perceptions and expectations around modern technology changing?
2023 was a very tech-forward year, and workers saw that. There was a sharp rise in public adoption of a number of different AI apps, especially ChatGPT, which many manufacturing employees probably experimented with in their free time. They read all about how new technologies are changing industry—and likely did so on screens that fit in their pockets. They may also store their personal information and documents in a cloud, while many receive products or food delivered by robots. After all of these tech-enhanced interactions, they then come to a workplace that’s still using paper documents and outdated technology.
Is it any wonder that some are feeling a disconnect? Manufacturing companies may be readily investing in technology, but is it the technology that workers will see rising up around them in 2024? How can manufacturing leaders stay at the forefront of tech so that employees can come to work each day feeling that they’re stepping forward, not back, in time?
Several worker concerns surfaced in this report. Many in the manufacturing workforce feel like their time is not being respected, while they also endure the pressure of unrealistic performance expectations. Many don’t have the communication or information they need to do their work well, and many fear layoffs due to budget constraints from the increased costs of raw materials.
The ability of management to truly listen to employees has one of the biggest impacts on overall workforce morale. Companies can improve their performance in this area by checking in with teams more frequently, setting up a physical or virtual suggestion box, ramping up an open-door policy, and genuinely being empathic to worker struggles. But listening on its own isn’t enough: To build lasting employee trust, leaders need to take action on feedback and suggestions as well. To streamline this process, consider leveraging a data platform to track suggestions and resolutions quickly and efficiently.
Manufacturing leaders today are invested in more than building successful and productive operations that will bring them to the forefront of their industry—they’re also working diligently to build a happy, engaged, and skilled workforce. By continuing to keep up with new technologies, improving morale, and prioritizing upskilling, manufacturing leaders can expect a bright future regardless of economic or industry challenges.