Generation Z isn’t showing up for manufacturing roles. And it’s not just about pay or hours — it’s about perception and shifting the narrative to highlight career opportunities in modern manufacturing.
A 2024 report from Deloitte and the Manufacturing Institute estimated that the manufacturing industry will need 3.8 million new workers by 2033. Roughly 1.9 million of those jobs could go unfilled if current skills and labor gaps remain unsolved.
“Gen Z workers want to be supported at work,” said Sean Dineen, CHRO and vice president of HR at HOYA Vision Care. “They want long-term career progression and a fulfilling work life with companies that give back.”
HR professionals have a unique opportunity to update the outdated narrative around manufacturing and position their companies as forward-thinking employers.
Behind the Manufacturing Image Problem
Overall, Gen Zers view manufacturing as a low-tech job, with limited career growth opportunities, Dineen said.
“They don’t want to be stuck in unfulfilling, predictable ‘punch in, punch out’ roles without the ability to contribute creatively. Those are two of the biggest work concerns we see a lot with Gen Z employees,” he said.
Other common work concerns around manufacturing roles include:
- Low pay and lack of benefits.
- Few remote or hybrid opportunities.
- No way to upskill or grow.
Fortunately, most of these industry stereotypes are outdated, and modern manufacturing is a different story. Thanks to artificial intelligence, robotic automation, and other new technologies, manufacturing has rapidly evolved into an innovative industry with diverse career paths.
Dineen said some of the best perks of working in manufacturing today are:
- Career progression — manufacturers tend to value experience, a willingness to learn, and skills more than formal education. Employees can also advance to senior management positions without a degree.
- Compensation — despite perceptions of low pay, many manufacturing roles can be highly competitive compared to other options, and they offer attractive benefits, including flexible shifts.
- Upskilling — manufacturing companies often give workers opportunities to learn new skills on the job. Employees can also pursue certifications specific to their industry or role to enhance their career growth.
Thanks to a globalized labor market, many manufacturing companies are also willing to relocate workers or offer international travel opportunities.
Shifting the Narrative for Gen Z
Attracting Gen Z workers requires manufacturers to do more than just debunk stereotypes and share industry statistics. It’s about creating a value-based narrative that answers the question: “What’s in it for me?”
This storytelling approach should highlight the benefits of working at your company, such as global opportunities, access to tools and training, or facilities with great perks and amenities. It should also become the backbone of any promotional HR campaigns and materials.
Other ways HR can help shift the narrative for Gen Z workers include:
Expand your HR network. As an HR professional, you may not have a network of Gen Z workers to draw from. Start conversations in your community and at high schools, trade schools, and community colleges. Actively seek and listen to feedback to incorporate it into your hiring strategy.
Update your employer branding. Start with a value-based story to drive your marketing strategy and assets. Share examples of industry innovation and employees building meaningful careers to boost awareness and transparency.
Grow your own talent. Establish open academies for upskilling to attract future manufacturers or partner with local universities and colleges. Help bridge the gap between job opportunities and required skills with apprenticeships, internships, and credential programs.
Build communities. Gen Zers like employers that give back. Create opportunities for them to contribute through employee interest groups, community events, and local volunteering.
“When I was working in Europe for a Dutch manufacturer, they had a really strong internship process,” Dineen said. “They partnered with universities to help college students gain experience, and many of them become future workers at the same or similar organizations.”
Building a Future Talent Pipeline
As of October 2025, there are 420,000 unfilled manufacturing jobs in the U.S., according to the U.S. Bureau of Labor Statistics. If manufacturers want to attract more talent in the long term, they must first reimagine how younger workers perceive them.
By focusing the narrative on innovation and career opportunities in manufacturing, companies can set themselves up as competitive employers and build a sustainable pipeline for future growth.
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