Increase profitability by 23%
Boost productivity by 21%
Increase profitability by 23%
Boost productivity by 21%
It’s no secret that manufacturing in the UK is under pressure. From rising costs to the aftershocks of Brexit and a shifting workforce, manufacturers are being pulled in multiple directions. Among the noise, it’s worth discussing employee engagement in manufacturing. While some businesses have found ways to support, retain and develop their employees, many are still struggling to address the root causes of disengagement, and they’re seeing the fallout when it comes to retention and recruitment.
Manufacturers already face a challenging operating environment. But when people on the factory floor and in operational roles don’t feel heard, valued or supported, it creates a ripple effect that impacts productivity, retention and, ultimately, business performance.
So what’s getting in the way of better employee engagement in this sector, and how can businesses address these issues?
Related: 5 factors damaging public sector employee engagement
Low employee engagement in manufacturing can’t, of course, be pinned on a single factor. It’s the result of several sector-specific challenges that, when left unaddressed, make it harder for employers to attract and retain skilled people — let alone get the best out of them.
According to a recent Make UK report, 36% of UK manufacturers see access to labour as a major risk in 2025. The effects are already visible on production lines and within supply chains. Staff are being asked to take on more responsibilities, work longer shifts and pick up the slack as vacancies go unfilled.
For those still in the job, this extra pressure is draining. It contributes to burnout and a sense that the business values output over employee wellbeing. And when overtime becomes the norm rather than the exception, people are more likely to disengage, physically and mentally.
Short-term fixes — such as temporary workers or increased automation — rarely address the morale issue. Without meaningful dialogue or investment in long-term solutions, this pressure cooker of expectations will continue to erode employee engagement in the manufacturing sector.
Manufacturing has long been criticised for its command-and-control leadership styles. While this approach may have delivered results in the past, it no longer aligns with what employees expect from their leaders. Today’s manufacturing workforce — especially younger employees — are looking for transparency, support and opportunities for growth. They’re looking for coaching leadership and avenues for promotion.
Yet many manufacturing leaders are seen only in crisis or during top-down briefings. Managers, often promoted based on tenure or technical ability rather than leadership skill, can lack the tools or confidence to engage their teams effectively.
This leadership gap creates a trust deficit. Employees don’t feel involved in decisions or listened to when it comes to their daily experiences. That disconnect is a key contributor to low employee engagement in manufacturing, particularly in sites where leadership is distant or inconsistent.
For many roles in manufacturing, career progression is vague at best. Operators and technicians might stay in the same role for years without a clear path forward. Training often happens reactively — when compliance requires it or when machines change — not as part of a structured development plan.
This is especially discouraging for younger employees and apprentices, who often enter the sector with ambitions to grow. When opportunities to upskill or diversify aren’t visible, people check out. Over time, this contributes to attrition, costing businesses in recruitment fees, lost knowledge and disruption to production.
Despite the transformation in technology and innovation across modern manufacturing, public perception hasn’t kept up. Manufacturing roles are often viewed as low-tech and repetitive — a stereotype that’s affecting recruitment and damaging morale.
This is particularly true for younger generations. This perception problem not only limits the talent pipeline but also affects how current employees feel about their work. When people don’t feel proud to share what they do, engagement suffers.
Reversing these perceptions requires collaboration across industry, government and education — and it starts by listening to employees who know the real story.
Manufacturing settings often have limited mechanisms for two-way communication. Shift patterns, loud environments and hierarchical structures can all get in the way. When employees feel like they’re being talked at, rather than spoken with, their input dries up — and so does their engagement.
Employee surveys and feedback mechanisms are often underused or poorly timed, leaving people feeling ignored or tokenised. What’s more, when action doesn’t follow feedback, trust erodes quickly. Our benchmark data shows that only 54% of the employees in this sector believe any action will be taken following a survey. — this is a very real problem. In a sector where so many decisions are made to meet production goals, carving out space for authentic communication is often overlooked, and it’s the employees who pay the price.
Employee engagement in manufacturing isn’t a tick-box exercise or a once-a-year initiative. It’s a continuous conversation. One that connects employees to purpose, gives them a voice and values their contribution beyond the output they deliver.
When businesses ignore this, they risk more than just disengaged employees. They face higher absenteeism, increased turnover and safety incidents. But when manufacturers listen — and act — the benefits go beyond retention. Productivity improves, innovation skyrockets and culture becomes a true differentiator.
Listening to employees through targeted surveys is one of the most effective ways to spot issues early and address them meaningfully. It shows a commitment to understanding not just the what, but the why behind employee experience. And in manufacturing, where operational pressure is high, this kind of insight is smart business.
If you’re serious about improving levels of employee engagement in manufacturing, it’s time to start listening.
Talk to us today about running a tailored manufacturing staff survey — and use real insight to shape a better experience for your employees.
