In an era where the allure of IT and tech dominates the career aspirations of Gen Z, manufacturing continues to wrestle with a dated perception. Despite being a cornerstone of India’s economic engine, contributing nearly 17% to the national GDP and employing over 27.3 million people as per the Ministry of Statistics and Programme Implementation (MoSPI), the sector still suffers from a branding crisis. As Anuradha Zingade, CHRO of Metal Power Analytical, explains, the challenge lies not in the relevance of manufacturing, but in how it is perceived and presented to the next generation of talent.

"Let’s acknowledge the elephant in the room," begins Zingade. "Manufacturing is still widely seen as less aspirational by Gen Z compared to IT and tech sectors." This perception is deeply rooted in outdated stereotypes—of manual labour, greasy shop floors, and inflexible work cultures. Yet, today’s manufacturing landscape is anything but static. The integration of smart systems, automation, AI-driven diagnostics, and real-time analytics is redefining the nature of work.

At Metal Power Analytical, the transition to smart manufacturing is underway. During a recent campus visit to a Tier 1 engineering college, Zingade and her team demonstrated how students could apply their core engineering knowledge to solve real-world metallurgical problems using cutting-edge technology. The result was a palpable shift in interest. Stories from alumni further cemented this connection, showing students the tangible, impactful nature of careers in modern manufacturing.

The CHRO notes that storytelling plays a critical role here. “When we invite former interns and young engineers to speak to students, the conversation changes,” she says. “It becomes less about jobs and more about journeys.” These sessions also allow current employees to reflect on their growth, creating a feedback loop that strengthens culture.

This, Zingade emphasises, is the pivot point: manufacturing today is about thinking as much as it is about making. Plants have evolved into intelligent systems where engineers are tasked with interpreting data, optimising outcomes, and driving innovation. This aligns strongly with Gen Z's desire for meaningful work, autonomy, and growth. According to Aon's 2024 Workforce Trends Report, 78% of Gen Z employees prioritise mental health benefits and work-life balance over traditional compensation, and companies like Metal Power are adapting accordingly by investing in flexible work structures and holistic wellbeing programs.

Other companies are following suit. L&T, for example, has launched AI-integrated workbenches in their training academies, allowing trainees to simulate plant conditions digitally. These kinds of hybrid learning environments appeal to tech-savvy Gen Z professionals looking for intellectually stimulating, high-impact roles.

Building talent with patience: Why mastery takes time

In a world obsessed with rapid scaling, manufacturing requires countercultural patience. "True capability in manufacturing comes with time, exposure, and lived experience," says Zingade. While onboarding can be expedited, mastery cannot be fast-tracked. At Metal Power Analytical, talent development is approached through a layered and deliberate model.

One of their key initiatives is a guided learning framework, where seasoned professionals mentor groups of new employees. This approach combines technical training with cultural onboarding and ensures that tacit knowledge is not lost but passed on. Importantly, advancement within the organisation is based on merit rather than tenure, rewarding problem-solving, initiative, collaboration, and customer impact.

“Too often, we mistake speed for success,” the CHRO notes. “But in manufacturing, depth trumps haste. It’s about building judgment over time.” This philosophy is backed by results. Internal data validates this approach. Employees who have spent years mastering their roles demonstrate significantly higher levels of holistic problem-solving than those hired laterally. 

One of the most pressing gaps in manufacturing talent development lies in the underutilisation of industry-academia partnerships. "We need to start much earlier at the academic level to ensure the right skills are being developed," Zingade asserts.

Today, the skill requirements in manufacturing have shifted from manual tasks to system management, automation, and data interpretation. Yet, much of the curriculum in engineering institutions remains theoretical. To bridge this gap, companies must co-create curricula with academic institutions and accreditation bodies, focusing on practical, industry-relevant skills.

Guest lectures, shop-floor immersion sessions, and active participation in technical festivals and digital engagement platforms can build meaningful bridges. Metal Power also recognises the importance of employer branding on platforms like Glassdoor and AmbitionBox, where students assess workplace cultures. But these efforts remain sporadic across the sector.

The CHRO suggests developing a national manufacturing internship registry—similar to what NASSCOM did for tech roles—so students can access verified industry projects. “If we want to win talent early, we have to be present early,” she stresses.

The goal must be to shape talent, not just recruit it—a process that begins in the classroom, not at the onboarding desk. Institutes like BITS Pilani and VIT have begun introducing manufacturing AI labs in partnership with industry leaders, but a systemic effort is still lacking across mid-tier institutions.

Future-proofing legacy talent in a digital world

Automation, digital dashboards, and real-time analytics are transforming manufacturing. But what happens to legacy talent—employees who bring decades of experience, yet may feel alienated by the digital shift?

"The real challenge is how do we bring them forward without making them feel left behind?" says Zingade. At Metal Power Analytical, the focus is on mindset, not just skillsets. Legacy employees are supported through structured unlearning and relearning processes. They participate in ‘relevance sessions’ where candid dialogues help contextualise why and how change is happening.

Digital coaching is delivered in small groups or through one-on-one support, reducing fear of judgement. Peer-led training and reverse mentoring, where tech-savvy Gen Z employees support seasoned workers, encourage mutual respect and knowledge exchange. When experienced employees are included in pilot programs, asked for feedback, and given ownership of digital transformation processes, they transition from sceptics to champions.

Companies like Bosch India have introduced “Digital Buddy” programs that match junior and senior employees for mutual learning. These initiatives help demystify technology for older workers and give younger employees a sense of purpose and influence.

Recognition also plays a crucial role. Shifting from paper logs to digital dashboards becomes a milestone worth celebrating, reinforcing motivation and adaptability. The broader message is clear: digital transformation is not about replacing legacy talent; it’s about empowering them to remain relevant and valuable.

Zingade puts it succinctly: “There’s no innovation without inclusion.”

Looking ahead to 2030, the ideal manufacturing workforce will be smaller in number but greater in capability. It will be less hierarchical, more self-directed, and deeply collaborative. According to the World Economic Forum, over 50% of all employees will require reskilling by 2025. The figure will be even higher in manufacturing, where technology and processes are evolving rapidly.

The future workforce will be digitally fluent at every level. From the shop floor to quality assurance, employees will engage with data, automation, and systems thinking as core aspects of their roles. The traditional separation between "hands-on" workers and "digital" workers will dissolve.

Learning will be continuous, not episodic. Growth will be measured not just in vertical promotions, but in expanded skillsets and cross-functional agility. Emotional intelligence, critical thinking, and adaptability will be as essential as technical know-how.

One of the promising models emerging globally is the “learning factory”—a fully digitised simulation of a manufacturing line used to train future workers. Germany’s Fraunhofer Institutes have pioneered this model with success, and Indian institutions are beginning to explore similar collaborations.

The CHRO believes the factory of the future will not just make products—it will cultivate thinkers, leaders, and innovators. “We’re not hiring hands,” she says, “we’re hiring minds that can solve tomorrow’s problems.”

India’s manufacturing sector is poised to grow to $1 trillion by 2025, according to estimates by the Department for Promotion of Industry and Internal Trade (DPIIT). To realise this vision, the sector must rethink its approach to talent. Gen Z is not disinterested in manufacturing; it is disillusioned by its outdated image. To change this, the industry must:

• Tell authentic stories of innovation and purpose-driven work
  
  

• Invest in patient, layered talent development over instant productivity
  
  

• Build robust partnerships with academia
  
  

• Future-proof legacy talent through inclusion, not exclusion
  
  

• Redesign the workforce for agility, autonomy, and digital fluency
  
  

As Anuradha Zingade so eloquently puts it, "When legacy talent sees that they can thrive in a tech-enabled world, and not just survive, they embrace the shift. And that’s when real, lasting transformation begins."