Reframing Quality Roles: How Companies are Winning Over a New Generation

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As older employees retire, manufacturers are rethinking how to attract and retain younger talent in quality-related roles—positions essential for ensuring standards, innovation, and continuous improvement.

The Manufacturing Institute and Deloitte estimate that 3.8 million manufacturing jobs could remain unfilled by 2030. Yet, studies show that traditional approaches to hiring and training no longer resonate with Generation Z. A 2024 McKinsey report revealed that unlike previous generations, Gen Z values flexibility, meaningful work, career development, psychological safety, and supportive leadership above salary, which ranked only sixth as a motivator to accept a role and eighth as a reason to stay.

For this generation, professional growth and purpose are as critical as pay. Lack of advancement opportunities remains the leading reason many plan to leave manufacturing jobs. Companies that provide structured career pathways, cross-functional training, and skills-based roles are reporting stronger retention rates.

At Zeiss Industrial Quality Solutions, efforts are underway to align workplace culture with the expectations of younger professionals. According to Russ Wylie, director of field service, the company has broadened its hiring criteria, welcoming candidates from nontraditional backgrounds—including a former chef and an electronics repair associate who have successfully transitioned into quality careers.

“Gen Z workers want rewarding but challenging careers with a clear path to growth. They are not satisfied with repetitive roles,” Wylie explained.

To meet those expectations, Zeiss has revamped its training with field-based learning, remote support, mentorship programs, and immersive virtual reality modules that allow real-time problem-solving. Each new employee is paired with a senior technician, ensuring hands-on guidance and knowledge transfer. This approach, Wylie said, has already improved confidence and retention.

While industry campaigns often highlight engineering and production, quality careers remain underrepresented. Kim Humphrey, president and CEO of the Association for Manufacturing Excellence (AME), stressed the need to change this narrative.

“Today’s students see manufacturing as innovative and technology-driven,” she said. “But quality roles—focused on continuous improvement, auditing, and data-driven decision-making—need greater visibility.”

AME is addressing the gap by offering Lean certifications and free student memberships, while also encouraging community-led initiatives such as plant tours for students, parents, and educators. Humphrey noted that parental influence remains crucial in shaping career choices.

Terry Stransky, senior geologist at Terracon and adjunct lecturer at Brunswick Community College, emphasized the importance of connecting classroom learning with practical applications. By showing students how minerals link to everyday technologies like smartphones, he fosters critical thinking and problem-solving skills aligned with quality careers.

He also highlighted the need for students to evaluate data critically, rather than relying solely on technology. “When new information contradicts a theory, we don’t discard it—we adapt. That mindset is vital in quality work,” Stransky said.

A joint 2024 Deloitte and Manufacturing Institute study found that over 90 percent of manufacturers are partnering with technical colleges, universities, and K-12 schools to strengthen talent pipelines through hands-on training and internships. Such programs expose students to real-world challenges early, reinforcing the relevance and value of quality careers.

As the manufacturing sector evolves, experts agree that companies willing to modernize their approach—by emphasizing mentorship, flexibility, purpose-driven work, and visibility of quality roles—will be best positioned to build a resilient workforce for the future.

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