As we look back on this past year leading our recruitment efforts for skilled labor manufacturing roles, one word keeps coming to my mind…
DIVERGENCE
Across our region, many local companies have scaled back their workforce. On paper, that might sound like it should make hiring easier right? More available workers, more resumes, more “supply.” But the reality is different. Workforce cutbacks have created a more diluted candidate pool, where the number of applicants may look high, but the number of truly qualified and dependable candidates often isn’t.
At the same time, we’re living in a very different reality at American Crane. While others have slowed down, we’ve continued to grow, steadily and significantly over the past two years – and we fully expect that momentum to continue. That kind of growth creates opportunity, but it also demands a different mindset. We’re not hiring just to fill seats…we’re building a workforce that can keep pace with where the company is going next.
As the candidate market has shifted, one of the biggest takeaways this year is that candidates now more than ever must understand something simple…
The little things are no longer little.
It’s not always the candidate with the strongest resume who rises to the top – it’s often the candidate who proves they can be trusted before Day 1. The best candidates separate themselves by doing things that don’t require special training…
- Communicating clearly
- Following up without being prompted
- Sending a thank-you
- Checking in professionally
- Showing up on time
- Spell-checking emails and applications
- Taking the process seriously
In skilled trades especially, these “small habits” tell us a lot. When someone consistently shows effort and respect throughout the hiring process, it usually predicts how they’ll show up in the role. And when someone can’t follow through on basic communication? That tends to surface again once they’re hired.
This year reinforced something important…our recruiting strategy can’t just be reactive. Growth forces us to build pipelines, strengthen partnerships, and recruit with intention not just urgency.
And the truth is, hiring for skilled trades is no longer just a staffing problem. It’s a long-term workforce strategy issue.
One of the biggest challenges ahead, isn’t next quarter…it’s the next decade. The retirement boom isn’t coming “someday.” It’s already starting to show itself. As experienced tradespeople retire, we’re at risk of losing decades of knowledge, craftsmanship, and leadership from the shop floor. That means skilled trades organizations – including us – must continue investing in reinforcement, and that starts well before someone fills out an application.
If we want to solve the talent problem long-term, we can’t wait until candidates are adults searching job boards.
We must continue to partner with:
- Local high schools
- Trade schools
- Career & technical programs
- Co-ops and internship programs
- Students and parents who often don’t realize what manufacturing can provide
Many students simply don’t understand what a career path in manufacturing looks like today – the earning potential, the stability, the advancement, the pride in skilled work, and the opportunities to grow into leadership. We need to help them connect the dots earlier.
Because if we don’t, someone else will…and it might not be an industry that sets them up for long-term success.
This year reminded me that recruiting skilled trades is about much more than filling jobs. It’s about building a workforce that can support growth, protect knowledge, and strengthen the future of manufacturing.
We’re proud of the progress we’ve made, and even more motivated by what’s ahead.
We have momentum. We have opportunity. If we continue doing the right things…building pipelines, raising expectations, and developing partnerships – we’ll stay ahead of the talent curve while others are still reacting to it.