赋能前线：留住、培训和提升工业劳动力技能

Empowering Frontlines:Retaining, Training andUpskilling Industrial Workforce W H I T EP A P E RS E P T E M B E R2 0 2 5 Contents Foreword3 1Cultivating a resilient workforce4 1.1Addressing the attrition challenge: Beyond the exit interview5 2Empowering today’s workforce: Upskilling for the digital era9 2.1Bridging the skill gap: Preparing for intelligent production10and productivity 2.2Innovations for upskilling and reskilling10 2.3Driving a culture of inspired learning13 Conclusion and next steps14 Contributors15 Methodology16 Endnotes17 Disclaimer This document is published by theWorld Economic Forum as a contributionto a project, insight area or interaction.The findings, interpretations andconclusions expressed herein are a resultof a collaborative process facilitated andendorsed by the World Economic Forumbut whose results do not necessarilyrepresent the views of the World EconomicForum, nor the entirety of its Members,Partners or other stakeholders. ©2025 World Economic Forum. All rightsreserved. No part of this publication maybe reproduced or transmitted in any formor by any means, including photocopyingand recording, or by any informationstorage and retrieval system. Foreword Fernando PerezSenior Partner; Leader,Frontline Workforceof the Future Service Line,McKinsey & Company Kiva AllgoodManaging Director; Head,Centre for AdvancedManufacturing and SupplyChains, World Economic Forum Evolving Imperative for Manufacturing”. This paperexplores innovative approaches to two criticalcomponents of the strategic talent planningprocess: retention and upskilling of the workforce.By highlighting organizations who have successfullydeployed talent innovations that have overcomethese challenges, we can enable leaders to informtheir own talent strategies and roadmaps. The heart of production is found not in machineryor technology, but in the people who leadand operate in the production environment.As we navigate an era of rapid technologicaladvancements and supply chain disruptions,our approach to talent must evolve in tandem.The insights presented in this paper underscorea fundamental truth: the future of manufacturinghinges on keeping people at the centre of strategy. The paper showcases how digital upskilling,immersive onboarding and AI-enabled problem-solving are preparing the workforce for thedemands of digital transformation. These toolsare more than augmentations to workforcecapabilities – they are essential for enhancingthe overall employee experience. The successof these initiatives hinges on operationalizingtalent investment through structured processesand cross-functional collaboration, ensuring thatall employees – from new hires to seasonedworkers – are empowered to contribute their best. The manufacturing sector is grappling with a talentcrisis of high attrition rates and widening skill gapsdriven by the integration of AI, automation andother frontier technologies. The World EconomicForum’s “Future of Jobs 2025” report projected thatby 2030, nearly 40% of the core skills of advancedmanufacturing and supply chain workforce willchange. This challenge is compounded by the factthat over 40% of Gen Z employees in manufacturingexpressed the intention of leaving their jobs withinthe next three to six months, driven by factorssuch as inadequate compensation, lack of careerdevelopment and a disconnect with leadership. The changing world of production has ushered forthan evolving talent imperative. The organizationsthat truly invest in their people today will bethe ones that lead the industrial future. Thispaper serves as a testament to the power ofplacing talent at the core of industry strategy. Companies that succeed in making a fundamentalshift in how they invest in their workforce will notonly enhance their productivity and innovation butalso secure long-term competitive advantage.This is the second white paper in theFrontlineTalent of the Futureseries, building on the firstpublication, “Putting Talent at the Centre: An Cultivating aresilient workforce Building a culture of belonging andcontinuous career enhancement This is an era defined by rapid adoption of frontiertechnologies, in which a tenured manufacturingworkforce with stability and experience hasbecome a more valuable asset than ever. Yet,the sector faces a significant talent retentionchallenge. A number of forces are making it difficultfor companies to maintain the skilled frontlineworkforces they need. empowered and productive – and thus committedto their long-term growth within the organization.The key for companies is to go beyondtransactional relationships – to building a culture ofbelonging and continuous career enhancement. This shift is better for people, but it’s also betterfor the bottom line, and the financial implicationswill be distinct for organizations able to tacklethese challenges. From a global lens, upskilling inmanufacturing alone will grow the global GDP byover $1 billion by 2030,1and each frontline