An Unfolding Workforce Challenge: 8 Years of Moldmaking’s Talent Crisis

Since 2017, the moldmaking industry has been facing a steady skilled labor shortage — an issue shaped by demographic shifts, industry growth and evolving technology. What began as an informal conversation at Amerimold in 2017 with Marion Wells of Human Asset Management (HAM) grew into a broader look at workforce development challenges, solutions and opportunities. MoldMaking Technology (MMT) has followed this effort, sharing perspectives on mentorship, training, diversity and company culture, all with the goal of strengthening the workforce.

Here, we’ll revisit the main milestones and findings in MMT’s eight-year coverage of workforce issues, showing how the conversation has developed and what progress and challenges remain.

2017-2018: The Workforce Development Survey and Early Findings

In 2017, MMT partnered with Wells to launch a workforce development survey, aiming to understand how prepared the industry was for a new generation entering the field.

A 2018 panel discussion at Amerimold showed that while there had been some progress, younger workers were still struggling to connect with more experienced colleagues. This initial work established a baseline and pointed to mentorship and cross-generational learning as important factors in sustaining the moldmaking workforce.

2019: Spotlight on Mentorship and Cross-Generational Learning

In 2019, MMT and HAM placed greater focus on mentorship as a way to connect different generations. Articles and panel discussions examined survey data, highlighting gaps in readiness and sharing mentoring best practices.

A pilot mentorship program paired experienced professionals with new industry entrants, encouraging mutual learning. Both groups gained fresh perspectives, trust and ideas, showing that mentorship could be a valuable tool for workforce development.

By adapting strategies, supporting inclusive programs and applying data-driven approaches, shops can continue making progress in building a workforce that meets future needs.

2020: COVID-19 and Workforce Health

The pandemic in 2020 shifted the conversation. Health and safety became priorities as manufacturers adapted to disruptions. Employee engagement and mental health gained importance, with MMT coverage emphasizing the role of supportive workplaces.

Wells introduced a three-step approach — Notice, Talk, Act — to help address mental health needs. Mentorship also took on renewed importance as a way to provide guidance and support during uncertain times.

2021: Diversity and Inclusion

In 2021, MMT expanded coverage to diversity and inclusion as part of addressing the skills gap. Wells noted how broader hiring practices could help shops reach underrepresented groups and bring new talent into the industry.

Coverage stressed that leadership support was key. By working with human resources and marketing, companies could shape messaging, strengthen culture and build more inclusive workplaces.

2022: Aligning HR and Marketing for Talent Strategy

By 2022, it was clear that talent challenges required HR and marketing to work together. MMT and Wells showed how data-driven approaches focusing on culture, brand and inclusivity were becoming essential.

Action steps included surveys, workplace culture assessments and communication strategies aligned with business goals. Building an authentic employer brand that appeals to younger workers emerged as an important step toward a stronger workforce pipeline.

2023: Mold Designer Shortages and Education Needs

In 2023, the focus turned to a shortage of mold designers and engineers. A new survey showed that while some shops had stable employment levels, the overall talent pool was too small to meet demand.

MMT coverage called for stronger collaboration with schools, associations and government to create programs specifically for mold design. Long-term sustainability required solutions that went beyond apprenticeships and on-the-job training.

Overall, 2025 shows that investing in workforce strategies benefits both people and performance, with measurable returns in productivity, innovation and competitiveness.

2024: Talent Shortage and U.S. Competitiveness

By 2024, the workforce shortage was increasingly viewed as a competitiveness issue. Deloitte and SME’s Jeannine Kunz projected up to 3.8 million new manufacturing jobs by 2033, with nearly half potentially unfilled.

Programs like SME’s "Ready to Hire," Manufacturing Day and Women in Manufacturing were helping by pre-training workers and modernizing the industry’s image. Wells continued to emphasize the need for data-driven workforce planning and aligning roles with modern technology, while encouraging shops to strengthen communication, rethink job design and focus on inclusivity.

2025: Strategies for Productivity, Engagement and

Growth

In 2025, manufacturers are prioritizing strategies that connect workforce development with business performance. Hiring practices now focus on skills-based job descriptions, structured interviews and technology-supported assessments to ensure both ability and fit. Data analytics are increasingly used to refine recruitment and build stronger pipelines.

Employee engagement remains a focus, with companies investing in open communication, recognition programs, mentorship and career development opportunities. Flexible schedules, wellness efforts and work-life balance programs are also becoming more common.

Cross-department collaboration is helping break down silos and improve efficiency. Gradual adoption of new technologies supports smoother workflows and stronger connections across teams.

Overall, 2025 shows that investing in workforce strategies benefits both people and performance, with measurable returns in productivity, innovation and competitiveness.

What Has — and Has Not — Changed Since 2017

Eight years of coverage show both progress and ongoing challenges. The industry has advanced in areas such as mentorship, diversity and data-driven planning. Inclusivity and the integration of HR and marketing into recruitment strategies have also taken hold.

Still, shortages of mold designers and skilled technicians persist. With many baby boomers set to retire by 2030, building a steady talent pipeline remains the most pressing challenge.

MMT and HAM’s work highlights both the resilience of moldmaking and the steps still needed. By adapting strategies, supporting inclusive programs and applying data-driven approaches, shops can continue making progress in building a workforce that meets future needs.