With experienced workers retiring and rapid advances in digital technology, manufacturers face an urgent need to retain knowledge and develop future-ready talent.
The average age of a UK manufacturing worker is 52, and with upwards of 20% of the workforce expected to retire in the next three years, the industry is set to lose hundreds of thousands of skilled engineers, technicians, operators and machinists.
The danger is that tacit knowledge, often undocumented and embedded in years of experience, could be lost with their departure. As a result, companies find themselves rehiring retirees – often at inflated pay – to transfer knowledge that should have been captured before their departure.
Retaining this knowledge while attracting and upskilling new talent is the biggest challenge manufacturers face today, according to Parmjit Chima, Head of Engineering at Harper Adams University, Telford.
How to address this challenge was the focus of his presentation at Made in Group’s latest Monthly Meet-Up, where he shared practical steps for manufacturers to retain expertise while developing future talent.
Building a Talent Pipeline
Harper Adams University’s Digital Skills and Innovation Hub is a prime example of how manufacturers and educators can collaborate to develop work-ready talent.
The Digital Skills and Enterprise Hub is located at Station Quarter, Telford Town Centre
Opened by HRH The Princess Royal, this partnership between Harper Adams, Telford & Wrekin Council, Telford College, and European Innovation will train over 300 students annually in fields such as robotics, AI, mechatronics, and digital business management.
More than just a training centre, the hub allows manufacturers to co-develop and co-deliver learning programmes, ensuring graduates enter the workforce with skills aligned with real-world industry needs.
By engaging with such initiatives, manufacturers can shape learning programmes to match business requirements, access a steady stream of industry-ready recruits, and provide career transition pathways for existing employees.
Retaining Knowledge
Beyond recruitment, companies need strategies to capture and transfer expertise before it’s lost. This includes mentoring programmes pairing experienced workers with new hires, digital documentation and knowledge-sharing platforms to capture critical know-how, and investment in lifelong learning to ensure skills evolve with technology and industry advancements.
Parmjit also highlighted government-backed training initiatives like Knowledge Transfer Partnerships (KTPs), which offer funding and resources to help companies implement these strategies effectively.
The Hub was officially opened by Her Royal Highness The Princess Royal (left), the Chancellor of Harper Adams University
Lessons From the Discussion Group
After Parmjit’s talk, he joined Members for a breakout discussion to further explore the topic. A recurring theme was the need for stronger, clearer pathways between academia and industry. While universities and colleges are eager to collaborate, many businesses struggle to find a clear entry point. Likewise, academics may not always know how best to engage with manufacturers.
The discussion highlighted the importance of fostering more structured, accessible pathways for collaboration. Members shared experiences of successful partnerships that emerged through personal networks but emphasised the need for more formal mechanisms. Some suggested that industry forums, dedicated university liaisons and sector-specific working groups could help bridge the gap.
Parmjit shared his experience at Harper Adams University, where the engineering faculty works closely with industry to develop relevant, high-employability programmes. This proactive engagement has led to graduates securing roles in high-value industries like nuclear energy and defence.
The Power of Applied Research and Leadership Buy-In
Another key takeaway was the value of applied research. While universities produce cutting-edge insights, businesses need practical solutions that align with real-world challenges. Participants noted that projects co-designed between academia and industry tend to yield the most tangible benefits.
Examples included collaborative R&D initiatives, student placement programmes and joint funding opportunities that allow companies to tap into academic expertise while providing students with hands-on experience.
The discussion also explored the role of leadership in successful digital adoption. One participant shared an example of a company that wanted to integrate new technologies, but before moving forward, the owner insisted that the senior leadership team first gain a basic understanding of AI, robotics, IoT and data science.
A seminar was held for senior management, ensuring that decision-makers understood the technology and its strategic value. In doing so, the company ensured a top-down approach to digital transformation, resulting in not only the adoption of new technology but also the creation of new products and a new revenue stream through data services.
In closing, the group agreed that deeper engagement between industry and academia is essential. By building stronger connections, businesses can access emerging research and talent, while universities benefit from real-world applications of their work. The challenge lies in creating frameworks that make these partnerships easier to initiate and sustain.
*Images courtesy of Pixabay and Harper Adams University
