Understanding modern manufacturing and light industrial worker expectations can be challenging. Changes in what these workers want from employers impact which organizations they decide to work for and how long they remain.

Knowing how to fill modern worker expectations strengthens employee attraction and retention rates. Therefore, we compiled a list of the top manufacturing and light industrial worker expectations in 2024 to help you out.

‍Workplace Flexibility

Technological advances and innovative scheduling practices provide some manufacturing and light industrial workers with flexibility. For instance, these workers might have compressed work weeks or the ability to change or split shifts to accommodate their personal needs.

According to the 2024 Global Culture Report by the O.C. Tanner Institute:

Manufacturing workers with equitable flexibility are 80% more likely to stay with their employer for an additional year than workers who could be given flexibility but are not.
59% of workers say their leader shows appreciation for their work by allowing additional job flexibility.
57% say their culture supports flexibility in every job.

Equitable flexibility

According to the report, equitable flexibility includes five factors that support manufacturing and light industrial workers in feeling balanced, trusted, and valued in the workplace:

Leadership support: Leaders show empathy, understanding, and support for workers’ needs.
Organizational support: Companies encourage leaders to provide workers with flexibility.
Employee empowerment: Workers can make certain decisions about their roles.
Work choice: Workers have some influence over the tasks they perform and how they complete them.
Time management: Workers have autonomy over their workdays.

Although not every manufacturing and light industrial role allows for the same flexibility, most can provide reasonable accommodations. Providing flexibility can lead to new ideas, process improvements, and innovations.

Increasing worker autonomy

Manufacturing and light industrial workers desire more autonomy and control over their time at work. For instance, many workers request accommodations to see a doctor or dentist during the workday, to work from home while caring for a sick child, or to perform a task differently. These factors impact worker engagement and job satisfaction.

Methods to increase workplace flexibility

Manufacturing and light industrial employers should ensure all workers have the flexibility to adjust their schedules and workloads and take time off to accommodate their unique circumstances. Additionally, leaders and teams should support flexibility for everyone.

Examples of production worker flexibility include:

Flexible shift starting and ending times
Job sharing
Cross-training
Creating multi-functional teams
Recognizing leaders and team members for providing flexibility

Practical Empathy

Practical empathy involves identifying, understanding, and actively meeting manufacturing and light industrial workers’ needs. These activities strengthen workers’ feelings of belonging and connection and elevate employee attraction and retention rates.

According to a 2024 report on practical empathy by O.C. Tanner:

59% of manufacturing workers feel their leaders’ expressions of empathy are meaningful.
58% of organizations respond to employee feedback.
47% of workers report a lack of follow-through on company promises.

These numbers show a significant need for practical empathy in the workplace.

Components of practical empathy

The report shared six components of practical empathy in the workplace:

Focusing on the person: Prioritizing individual needs, challenges, and potential.
Seeking understanding: Requesting input and constructive feedback on policies, programs, and employee experiences.
Listening to learn: Actively listening to individuals.
Embracing perspectives: Staying open to diverse viewpoints.
Taking supportive action: Acting on the individual’s behalf.
Respecting boundaries: Providing support resources to use as needed.

Methods to provide practical empathy

Manufacturing and light industrial leaders can show practical empathy by acknowledging and addressing problems and expressing genuine concern for others. For instance, leaders can listen, ask follow-up questions, and take supportive action, such as offering increased flexibility, autonomy, or resources.

Companies can provide support and maintain manufacturing and light industrial workers’ boundaries by offering outside resources and support systems. Examples include mental health services, family and career counseling, and child care.

Skill Building

According to The Future of Job Reports 2023 published by the World Economic Forum:

85% of the companies surveyed believed that the increasing adoption of new technologies and broadening digital access would transform their organization.
75% of companies were open to adopting big data, cloud computing, and artificial intelligence (AI) in the next five years.
42% of business tasks are expected to be automated by 2027.

As a result, manufacturing and light industrial workers want their employers to offer skill-building opportunities for professional growth.

Employer benefits of skill building

Skill-building opportunities show that manufacturing and light industrial workers are valued, respected, and appreciated. These factors strengthen feelings of belonging and inclusion for better collaboration and worker retention.

Skill building helps fill the gaps due to talent shortages. As a result, manufacturing and light industrial companies can stay ahead of technological developments, trends, and industry shifts.

Methods to encourage skill building

Manufacturing and light industrial employers should collaborate with workers to offer skill-building opportunities. According to a 2024 cooperative skill-building report by O.C. Tanner:

90% of workers reported that influencing their skill development was an important part of their employee experience.
83% said it was important for organizations to offer skill-building opportunities.
54% use skill building to better perform their job.

Employers should ask workers which training topics are most relevant and interesting to them. Training on these topics strengthens feelings of connection to leaders, freedom and choice at work, and personal fulfillment. The results include elevated worker well-being and employee morale.

Manufacturing and light industrial leaders can take the following actions to encourage skill building:

Provide adequate time and opportunities for skill building during work hours.
Ensure that all workers engage in their chosen skill-building activities.
Request constructive feedback on the classes, programs, and opportunities that are most meaningful.
Recognize and reward workers for developing new skills, earning certifications, and applying their skills in the workplace.

Workplace Resilience

Many manufacturing and light industrial workers have stressful roles. As a result, they would like leader support to anticipate and overcome workplace challenges and minimize burnout.

Nimble resilience

Nimble resilience involves proactively handling technological advancements, changing customer demands, industry disruptions, and related issues that can cause workplace challenges. Self-awareness and responsiveness help manufacturing and light industrial workers overcome adversity and thrive.

Building nimble resilience

Three factors are required to create nimble resilience within a manufacturing or light industrial organization:

Adaptability: Anticipating, adjusting to, and innovating through changes and challenges.
Proactivity: Continuously finding new ways to resolve potential issues.
Perseverance: Viewing setbacks as learning and growth opportunities.

Companies that develop policies and practices that support nimbly resilient behaviors experience greater innovation, retention, and business success than companies that do not.

Methods to implement nimble resilience

Nimble resilience can be developed by encouraging manufacturing and light industrial leaders and workers to discuss organizational challenges and methods to overcome them. Then, leaders and workers can collaborate to develop and implement the best solutions.

Recognize and reward manufacturing and light industrial workers who demonstrate nimbly resilient behaviors. Encourage these workers to share their stories so others can learn to be adaptive and proactive.