Find and Grow Exceptional Talent Within Your Manufacturing Business
Randy Wolken, President & CEO

In manufacturing, the companies that develop people can outcompete those with the latest equipment. Technology, capital investment, operational excellence, and innovation matter, but people are the force that turns those advantages into better processes, faster problem-solving, and sustained growth. A sophisticated machine can’t improve a process, solve an unexpected problem, or develop the next generation of employees on its own. The manufacturers that thrive will be those that become exceptionally good at finding and growing their “superstar” talent.

A superstar isn’t necessarily the loudest person in the room, the employee with the most credentials, or even today’s strongest performer. Superstars are people capable of making an outsized contribution when given the right opportunity, development, and support. They learn quickly, take responsibility, help others succeed, and consistently look for ways to improve their work. Some are already visible. Many others remain hidden in production cells, maintenance departments, engineering teams, quality functions, and frontline supervisory roles.

Identifying these individuals requires leaders to look beyond conventional performance measures. Production output and technical proficiency matter, but they tell only part of the story. Leaders should also notice who responds constructively when a process breaks down, who earns the trust of coworkers, who asks thoughtful questions, and who voluntarily teaches others. An employee who can translate complex technical information into practical guidance for a team may possess greater leadership potential than someone with a stronger résumé but limited influence.

Manufacturers also need to distinguish high performance from high potential. A highly skilled technician may be outstanding in the current role without wanting to become a supervisor. Promoting that person into management can deprive the company of a great technician while creating an unhappy manager. The better approach is to develop multiple advancement pathways – technical, operational, managerial, and project-based – so employees can grow without being forced into roles that don’t fit their strengths or aspirations.

Once talent is identified, it must be deliberately developed. Superstar employees rarely emerge through classroom training alone. They grow through a combination of instruction, experience, coaching, sponsorship, and increasing responsibility. Stretch assignments can be especially powerful. A promising employee might lead a continuous-improvement project, participate in the installation of new equipment, help evaluate an AI-enabled production tool, or join a cross-functional team addressing quality or supply-chain challenges.

Rotational opportunities can expand this development. Time spent in production, quality, maintenance, engineering, customer service, or supply-chain operations helps high-potential employees understand how the entire business creates value. That broader perspective prepares them to make better decisions and reduces the organizational silos that often hinder manufacturers.

However, assigning a difficult project isn’t the same as developing someone. Employees need experienced leaders who provide feedback, help them interpret setbacks, and open doors to future opportunities. This is where sponsorship becomes essential. A mentor offers advice; a sponsor actively advocates for an employee, connects that person to important work, and ensures that talent is visible to decision-makers.

This responsibility can’t belong to human resources alone. Frontline supervisors and experienced employees are often best positioned to recognize emerging talent. Manufacturers should prepare these leaders to identify potential, hold meaningful career conversations, and recommend developmental experiences. Talent reviews should become a regular business discipline, supported by questions such as: Who is ready for more? Who could fill a critical role in two or three years? Whose potential might we be overlooking? Where would a vacancy create unacceptable risk?

Apprenticeships, internal and external training, cross-training, tuition support, and partnerships with organizations like MACNY can help provide structured pathways for growth. These investments should connect directly to the company’s future capability needs. If a manufacturer plans to adopt automation, advanced analytics, additive manufacturing, or AI, it should begin developing employees for the associated roles before the technology arrives.

Growing superstars also requires a culture that gives talented people reasons to stay. Compensation matters, but so do meaningful work, trusted leadership, recognition, flexibility, and a credible future within the company. High-potential employees quickly recognize when leaders speak about development but continue assigning opportunities to the same familiar people. A visible record of internal advancement is more persuasive than any recruitment message.

There is one important caution: a company should never become dependent on a few heroic performers. The purpose of identifying superstars isn’t to create an elite class or encourage individuals to carry an unhealthy share of the work. True superstars multiply capability. They improve systems, share knowledge, develop colleagues, and strengthen the organization around them.

Don’t wait for your next breakthrough hire to arrive from outside. Start this week by asking supervisors to name the employees who learn quickly, solve problems, earn trust, and help others improve. Then meet with those employees, understand their ambitions, and give each one a meaningful opportunity to grow. The talent that will shape your company’s future already exists on your floor – watching, learning, and waiting for someone to recognize their potential.

Find it, invest in it, and put it to work now.