UK manufacturing is at a turning point. Once a major employer of more than 7 million people, it now supports just 2.5 million. Yet despite shrinking workforces, manufacturers face severe skills shortages, with 75% citing it as their biggest barrier to growth.

An ageing workforce adds to the pressure. One in three employees is over 50, and decades of hard-earned knowledge risk disappearing as retirement looms. Meanwhile, younger generations aren’t entering manufacturing in sufficient numbers, often discouraged by outdated perceptions of manufacturing as dirty or dangerous.

But within this challenge lies an opportunity. By embracing generational diversity and bridging the gap between older and younger workers, manufacturers can build resilience and spark innovation. And with standards and best-practice frameworks like BSI’s Prioritizing People Model, they also have practical tools to make it happen.

A hidden strength: the power of generational diversity

The manufacturing workforce spans multiple generations, each bringing distinct skills, experiences, and expectations. Too often, however, they work in parallel rather than in partnership.

Many in their 60s believe their skills are going unused, despite years of hard-won knowledge. But this isn’t because younger colleagues aren’t eager to learn. 91% of Gen Z employees are willing to learn directly from experienced co-workers, but they often don’t have the chance. In fact, 60% of workers across generations are not engaged in structured mentoring or skills-sharing.

This is a missed opportunity. Without structured mentoring and skills-sharing, training, manufacturers risk underutilizing the experience of older workers and the potential of younger ones. By blending experience with fresh perspectives, it’s possible to preserve vital know-how while also accelerating innovation and developing essential skills. Ultimately, it can help manufacturers do more with the people they already have. This is essential for any organization, but especially hard-pressed SMEs.

Retaining skills, attracting new ones

Manufacturers risk losing decades of knowledge if they fail to capture it before skilled workers retire. In some skilled manufacturing roles, nearly half of workers are over 50.

At the same time, the incoming “hybrid generation” (those whose careers began during the pandemic) are entering the workforce with very different expectations. Many want hybrid or flexible arrangements. BSI’s global research among entrants to the workforce in all sectors bears this out. Nearly 50% of those surveyed in hybrid or fully remote positions said they would walk away from a role requiring full-time presence on-site.

Clearly, this presents challenges for manufacturers seeking to fill jobs for which onsite working is essential.

If manufacturers want to attract and retain younger talent while also supporting older employees to stay longer, they need to rethink how they manage a multi-generational workforce.

How manufacturers can turn diversity into performance

So how can manufacturers, especially SMEs, translate this potential into tangible results?

Create environments where people want to work

The physical and cultural environment matters more than ever, and is essential for challenging outdated perceptions. For younger employees, opportunities to develop and work with purpose are just as important as pay. For older employees, flexible hours or reduced shifts can help extend careers. Even small changes like investing in modern facilities or transport options can make a big difference.

Support older workers to stay and succeed

Many older employees want to continue contributing but need support to do so. That might mean offering flexible hours, providing refresher training, or making simple adjustments such as better lighting and seating.

Engage and retain younger generations

Many younger employees, particularly Gen Z, value learning by doing. Apprenticeships, mentoring schemes, and collaborative training are powerful tools. Employers that rely solely on digital training may struggle to connect. One study showed that despite being ‘digital natives’, only 11% of Gen Z workers prefer digital-only training. With work-life balance also a priority, flexibility, clear development pathways, and a culture of trust will improve retention.

Build bridges across generations

Deliberate efforts to connect people across age groups are vital. Mentorship, reverse mentoring, and team-based problem-solving help break down silos and ensure skills and knowledge are transferred.

Young people involved in reverse mentoring are also about 30% more likely to stick with the company. This is a valuable chance for older employees to learn from more junior colleagues about new technology or cultural issues.

While diverse teams sometimes take longer to find their rhythm, they consistently outperform homogeneous groups.

Lead by example

Leadership that reflects generational diversity sends a powerful signal. It can be challenging for younger managers to lead more experienced employees, but with conviction and mutual respect, it can work. Equally, experienced leaders who model openness to change make it easier for teams to embrace new technologies and practices.

Standards as a framework for action

There is no single blueprint for building a thriving multi-generational workforce, but standards can provide a solid foundation.

BSI’s Prioritizing People Model focuses on sustainable employability, ensuring the fostering of a culture that places employee well-being and mental health front and centre.

This includes effective, ongoing consultation and the participation of workers – however and wherever they are working.

Ultimately, the model helps employers nurture a resilient and thriving workforce.

Practical frameworks already exist to help organisations embed best practice. Here are just a few:

BS ISO 25550:2022 - Age Inclusive Workforce: Provides guidance for supporting employees of all ages. This can help manufacturers retain older workers while ensuring their experience contributes to organisational growth.

BS ISO 25551:2021 - Ageing societies. General requirements and guidelines for carer-inclusive organizations: Offers guidance for organizational programmes that support employees caring for adults or children in long-term care.

BS 30416 - Menstruation, Menstrual Health and Menopause in the Workplace: Offers practical guidance to support employees experiencing menstruation, menstrual health, or menopause in the workplace

ISO 45003 - Psychological Health and Safety at Work: The first global standard giving practical guidance on managing psychological health and safety at work.

BS ISO 30415:2021 - Human resource management. Diversity and inclusion: Provides guidance for on fostering diversity and inclusion in the workplace by outlining principles, responsibilities, actions, and measures for leaders, employees, and stakeholders.

For SMEs in particular, these standards can reduce risk, improve performance, and demonstrate credibility to employees, customers, and partners. They help create environments where people of all generations feel valued and able to contribute.

Building resilience and accelerating innovation through people

Harnessed correctly, generational diversity within the manufacturing workforce can be a strategic advantage. By blending experience with fresh perspectives, manufacturers can preserve vital knowledge, accelerate innovation, and strengthen resilience.

With the right culture, supported by recognized standards, manufacturing organizations can turn their multi-generational workforce into a source of strength.

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