Build Human Capability for Advanced Manufacturing’s Next Chapter
Randy Wolken, President & CEO

Advanced manufacturing is no longer defined only by machines, automation, or technology; it’s determined by people who can work alongside intelligent systems, adapt continuously, and grow as production environments evolve. The factories of today and tomorrow are faster, more intelligent, and more connected—but their success ultimately depends on how well organizations develop, support, and retain human talent. This reality places talent development, HR, and training leaders at the very center of manufacturing competitiveness.

The most significant shift in the evolving workforce isn’t job loss but job transformation. Tasks that were once manual, repetitive, or physically demanding are increasingly handled by automation, robotics, and AI. In their place, human roles are becoming more cognitive, judgment-based, and system-oriented. Workers are expected to supervise automated processes, interpret digital information, make decisions when systems flag exceptions, and collaborate with both machines and other people in new ways.

This change creates opportunity—but only if organizations invest intentionally in skills and learning. The old model of “hire for experience and train once” no longer works. Skills now have a shorter half-life, and roles evolve faster than traditional job descriptions. Workforce development leaders are therefore moving from static training programs to continuous learning ecosystems that grow with technology and businesses.

One of the most critical responsibilities for leaders is reskilling at scale. Frontline operators aren’t being replaced; they’re being elevated. With the help of digital work instructions, augmented reality, and collaborative robots, workers can perform higher-value tasks with less physical strain and spend less time memorizing complex procedures. Training is becoming more visual, contextual, and hands-on, embedded directly into daily work rather than confined to classrooms.

At the same time, technical roles are changing rapidly. Maintenance technicians will now diagnose issues using predictive analytics. Engineers will collaborate with AI-driven design tools. Supervisors are being asked to manage systems and workflows rather than individual tasks. Workforce leaders must ensure that training reflects real operational tools, not abstract concepts. Now, and in the future, the most effective programs are closely aligned with the actual technologies deployed on the factory floor.

Another defining feature of the future workforce is career mobility inside the organization. Workers increasingly expect career growth, not just stable employment. Future-focused workforce leaders are responding by designing clear skill pathways that allow employees to move from entry-level roles into advanced technical, supervisory, or specialist positions over time. These pathways improve retention, reduce hiring pressure, and build institutional knowledge that’s hard to replace. Registered Apprenticeship programs are a leading example of how to prepare individuals for the new needs of advanced manufacturing.

Advanced manufacturing desperately needs a more inclusive workforce. As physical demands decrease and digital tools become more accessible, advanced manufacturing roles open to a broader range of workers. Workforce development programs must now emphasize potential and adaptability, not just prior experience. Apprenticeships, earn-and-learn models, and partnerships with community colleges and training providers are increasingly essential tools for building talent pipelines.

Culture matters just as much as capability. As AI and automation become more visible, workers need reassurance that technology is there to support them, not sideline them. All leaders play a critical role in building trust—communicating how systems are used, where human judgment remains essential, and how employees can grow alongside new tools. Organizations that succeed in 2026 and beyond treat learning as a shared value and change as a regular part of work life, not as a disruption to be feared.

Retention is driven by more than wages alone. Employees stay where they feel invested in, respected, and prepared for the future. Training leaders who provide clear learning opportunities, coaching, and skill recognition help create workplaces where people see a long-term future for themselves. This is especially important as competition for skilled talent remains strong across regions and industries.

Finally, talent development and HR leaders are becoming strategic partners to executive leadership. Talent strategy is no longer separate from operations or growth plans. Decisions about automation, expansion, and reshoring now require parallel decisions about training capacity, leadership development, and workforce readiness. In many organizations, HR and talent development leaders are helping shape where and how growth happens by ensuring the people side is ready to support it.

In 2026, advanced manufacturing is creating roles that are safer, more engaging, and more intellectually rewarding—but only when organizations invest deliberately in people. HR and training leaders are no longer supporting functions; they’re building capability, confidence, and continuity. Their work ensures that as technology advances, the workforce advances with it, and that manufacturing’s next chapter is powered not just by intelligent systems, but by skilled, adaptable, and motivated people.