American manufacturing is making a comeback, but younger workers aren’t following.
Even as companies reshore production and invest in robotics, automation, and smart factories, manufacturers are struggling to fill critical roles. With an aging workforce headed for retirement, Gen Z’s disdain for manufacturing careers has become a pressing concern.
“I’d argue that one of the biggest labor challenges facing manufacturing is getting more young people to pursue careers in the industry,” said Dave Evans, CEO and Co-Founder of Fictiv, a global manufacturing company with operations in the U.S., Mexico, India, and China.
Outdated perceptions still linger
Many young workers still associate factory jobs with the industrial era—they are outdated, physically demanding, and lack career growth.
“One of the biggest misconceptions younger workers have about manufacturing is that it’s outdated and physically demanding,” Evans said. “Many still associate factory jobs with dark, noisy environments with little room for creativity or advancement. This perception doesn’t reflect today’s reality.”
Modern manufacturing environments are often clean, high-tech, and powered by robotics, digital tools, and automation. But those advancements aren’t always visible to students or young job seekers.
“Misconceptions about manufacturing jobs persist, but we need to modernize the narrative,” Evans said. “It’s not just about ‘making stuff.’ It’s about leveraging automation, robotics, AI, sustainability, and cutting-edge design to build the future.”
Designing work that appeals to Gen Z
To make manufacturing careers more attractive, companies must align roles with what Gen Z values: technology, creativity, and meaningful work.
That’s where new approaches to workforce engagement can make a difference, according to Joe McManus, Vice President of Sales at Infios.
“Gamification transforms routine tasks into engaging challenges,” McManus told Supply Chain Management Review. “This approach not only enhances employee satisfaction but also fosters a culture of continuous improvement, which is particularly appealing to younger generations seeking meaningful and dynamic work environments.”
McManus said incorporating game mechanics—such as badges, scoreboards, and team competitions—into warehouse operations can drive higher employee engagement, productivity, and retention.
“Implementing gamification strategies in warehouse operations not only boosts productivity but also aligns with the interactive and tech-savvy nature of younger workers,” he said.
Rethinking hiring to expand the talent pool
Another challenge is that many manufacturers still rely on outdated hiring practices that inadvertently limit their talent pipeline.
“Rigid technical degrees or years of experience requirements often discourage candidates from finding a position or applying because they believe they’re already unqualified,” said Josh Millet, CEO and Co-Founder of Criteria Corp. “If an organization is looking to widen its talent pool or expand beyond those with traditional manufacturing experience, list the desired skills a candidate should possess.”
Millet said skills-based assessments can help manufacturers identify candidates with strong potential, even if they lack prior experience.
“When you’re able to more accurately and objectively assess a candidate’s likelihood of success within your organization or within a certain role, it amounts to a sizable business impact over time,” he said.
Breaking the stigma and building the workforce of the future
Evans also pointed to the impact of family narratives on Gen Z’s career choices.
“Many young people have grown up hearing stories about manufacturing plants shutting down—stories of lost jobs, struggling local economies, and how their parents or grandparents were left without a livelihood,” he said.
And while trade and technical careers offer high wages and advancement opportunities, schools continue to promote four-year degrees as the preferred path, leaving many students unaware of alternative career options.
“There’s a widespread belief that a four-year college degree is the only path to success, while trade and technical careers are seen as ‘lesser’ options,” Evans said.
To shift these perceptions, Evans said manufacturers should expand partnerships with high schools, trade schools, and community colleges, and offer more hands-on exposure through internships, co-ops, and sponsored STEM projects.
He believes the manufacturing workforce of 2030 will be far more tech-driven—and that companies need to start preparing now.
“The integration of advanced technologies like automation, AI, and smart systems will reshape many roles,” Evans said. “Even with smarter tech, it’s human skills—critical thinking, adaptability, creativity—that will keep manufacturing moving forward.”
