One of the most significant workforce and leadership issues confronting the manufacturing industry for some time now has been the retirement of the so-called Baby Boomer generation, those individuals born between 1946 and 1964.

Even allowing for the exception of some Boomers working past what had been the normal retirement age of 65, large numbers of both executives and workers in manufacturing have left or are in the process of transitioning out, taking much industry knowledge and expertise with them. Two other factors conspire to create a triple threat: the industry-wide shortage of talent to fill open jobs, now estimated to be around 400,000 positions in the U.S., plus the new skills and functional requirements of the digital age.

 

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