Spotlight Q&A: The Manufacturing Institute’s Jordan Morang

EARN sat down with Jordan Morang, director of workforce innovation and policy at the Manufacturing Institute, to explore workforce trends, talent development, and practical strategies manufacturers can use to strengthen retention, expand recruitment pipelines, and support long-term workforce success. You can hear more from Jordan by registering for EARN's upcoming July 22 webinar, "Strengthening the Manufacturing Industry: Recruit, Re-Train, and Retain Valuable Workforce Talent," where he will be the featured speaker.

Q: What is one workforce trend every manufacturing employer should be paying attention to right now?

A: A few years ago, manufacturers were primarily focused on hiring. Today, the focus has shifted toward developing and retaining the workforce they already have. As technology continues to evolve, employers are investing more in training and workforce development to ensure employees have the skills needed to succeed in a rapidly changing industry.

The manufacturers that are doing this well are taking a long-term view, helping workers build new skills, adapt to emerging technologies, and prepare for future opportunities within their organizations.

Q: What strategies are making the biggest difference in terms of retaining experienced workers?

A: One of the most effective retention strategies is helping employees understand what a career trajectory in manufacturing can look like. Workers want to know how gaining new skills can help them advance, and employers that clearly communicate career pathways demonstrate an investment in their employees' long-term success.

Q: Upskilling and reskilling are often discussed as workforce solutions. What does that look like in practice for manufacturers?

A: For many manufacturers, especially small and medium-size employers, upskilling and reskilling require a collaborative approach. While large manufacturers may have the resources to develop training programs in-house, many other employers rely on partnerships with educational institutions, community organizations, and industry peers to help build and sustain talent pipelines. Because manufacturing workforce needs are often highly regional, these partnerships can play an important role in connecting employers with local talent and training resources.

Apprenticeship and work-based learning models are a key part of this effort. Programs like the Manufacturing Institute’s Federation for Advanced Manufacturing Education bring employers together around shared curriculums, training standards, and hands-on learning opportunities. These cohort-based models help manufacturers approach workforce development more intentionally while creating opportunities for both new workers entering the industry and incumbent workers looking to build new skills and advance their careers.

Q: How can expanding opportunities for workers with disabilities help manufacturers strengthen their workforce?

A: Expanding opportunities for workers with disabilities encourages manufacturers to think more purposefully about workforce development. It puts a mirror up to recruitment, retention, and training practices and challenges employers to ask why they do things a certain way and what changes could make those systems more accessible.

As technology continues to evolve and become more integrated into manufacturing environments, employers have more opportunities than ever to provide accommodations and create pathways for workers with a wide range of skills and abilities to succeed.

Q: What is one takeaway you hope attendees hear in the July 22 webinar?

A: Workforce development can feel overwhelming, but the most important thing is simply getting started. Whether an employer begins with attracting workers with disabilities, a new recruitment strategy, workforce training, or workplace culture, taking that first step can create meaningful benefits for their company, culture, and community.

This Spotlight Q&A was featured in EARN's June 2026 Newsletter.

EARN is fully funded by the U.S. Department of Labor’s Office of Disability Employment Policy under Cooperative Agreement No. 23475OD000002-01-00 with Cornell University's Yang-Tan Institute on Employment and Disability, in the amount of $11,000,000.

The content in this newsletter does not necessarily reflect the views or policies of the U.S. Department of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement by the U.S. Government.