— Many current employees will retire in the next ten years. That's why knowledge transfer from senior to junior is absolutely critical, emphasizes Andy Zosel, senior vice president and general manager of intelligent automation at Zebra Technologies. The demographic gap is not a future scenario, but a problem that companies are already facing today.
The problem is made worse by long-term problems negligence in communication with the young generation. The industry, unable to effectively present the attractiveness of its career paths, is completely omitted by many candidates at the stage of choosing a career path. As a result, companies are facing… high turnover and recruitment difficulties.
According to McKinsey's report “From Hire to Inspire: Getting – and Keeping – Gen Z in Manufacturing”, even though more than 20 million new adults have entered the American labor market, Generation Z's share in industry has declined from eight to seven percent. In addition, as many as 48 percent Generation Z employees in the manufacturing sector declare their intention to leave in the next 3-6 months. Each such decision is a huge cost for the company, estimated at approximately PLN 52,000. hole. annually.
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Evolution of positions and stereotypical image of work in a factory
Dirty, boring, dangerous – that's what he still is stereotype of working in a factoryalthough today's reality is completely different. The key to attracting young talent is to dispel this outdated image. — Thanks to technology, the industry is evolving in the right direction. Robots and vision systems take over the monotony. Working and safety conditions are much better, and automation and artificial intelligence are radically changing the nature of roles – emphasizes Andy Zosel.
As the expert explains, the role of humans is shifting towards competences in which people are better than machines: creativity, flexibility, problem solving and adaptation to a changing environment. — The skills Zetki develop in computer games or using applications can be transferred to the production floor. Managing a fleet of robots is a strategic challenge, attractive to young people – he explains.
A sense of agency, technology and authenticity. This is how you attract young employees
Contrary to general beliefs, raises alone will not solve the problem of staff shortages in factories. Since 2020, wages in American manufacturing have increased by 21.5%, but this has not resulted in the elimination of job vacancies. This is confirmed by research – according to a McKinsey report, salary is only in sixth place among the factors determining whether to take up a job.
What's more important? First of all, opportunities career development, flexibility and the work that has sensebecause – as Andy Zosel explains – Zetas are driven by a sense of purpose. This is confirmed by the data from the report – the meaning of work is for Gen Z one of the two most important reasons for taking up, maintaining or leaving employment.
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To attract young talents, companies must respond to their fundamental expectations. The first one is technological consistency — Generation Z expects work to be supported by equally effective tools as they know from their private lives. The second, equally important, is authenticity. — Gen Z is very sensitive to falsehoods and facade declarations. Companies must be honest and communicate that they are not perfect but are constantly striving to make progress. Moreover, due to the availability of information on the Internet, it is easy to verify any manifestations of inauthentic positioning, adds Zosel.
Young employees also want to feel that their presence at work actually makes a difference. — Employers should give them space to think about what can be improved, how to improve, automate or digitize their work – suggests the expert.
The role of a leader and mutual mentoring
New technologies are changing processes, but it is relationships that determine whether an industry will retain its people. They are at the center of this change modern leadership. — The principles of good leadership haven't changed, but employee expectations are higher than ever before. A good leader starts by explaining why the company and the role exist – what their meaning and purpose are. Then he listens and builds a team. Only at the end comes the time to delegate tasks, explains Andy Zosel.
No less important is also effective, two-way exchange of knowledge between generations. — While traditional mentoring, in which older generations pass on knowledge to younger ones, remains crucial, today Gen Z can also teach older employees new ways of working and using technology. This creates a more satisfying, two-way relationship, Zosel says.
How to stop Zetkas in factories – proven strategies
The McKinsey report shows that the best companies do not stop at diagnoses. They implement solutions that actually reduce turnover and attract young employees.
Flexible graphics
Rigid schedules are one of the main reasons people quit their jobs. In a McKinsey survey, employees cited it as the second most important reason for leaving — after poor management. One consumer goods manufacturer decided to change this: it identified positions that did not require continuity and introduced shorter shifts and part-time employment. Employees could adjust their schedule to their availability. Effect? Avalanche of applications.
Clear career paths and development programs
The lack of development prospects is the main reason why the Zetki are leaving. McKinsey describes a company that has created new, hybrid roles between operators and technicians. Employees benefited from the training program greater technical competences and autonomy in solving problems. A year later, 90 percent program participants stayed with the company.
A leader who supports, not just manages
The change also affects managers. One manufacturer automated some of their administrative tasks, such as reporting and planning. Thanks to this, managers could devote twice as much time to coaching and team development. Turnover dropped by more than 12 percentage points.
The power of onboarding
Gen Z is especially likely to leave in the first 90 days of work. Therefore, the implementation process is crucial. A mentor, clearly defined expectations and a supportive atmosphere from day one – these are the elements that significantly increase retention and build loyalty. Today, it is not the amount of salary, but flexibility, development and genuine support that determine whether young people will stay in the factory for longer.
