1.2 Innovations for enhanced retention Despite the scale of an organization, one size does not fit all when it comes to nurturing the workforce. Leading manufacturers are demonstrating that unique approaches catering to their talent pool – sometimes in contextually differentiated ways that vary by site and geography – can significantly move the needle on retention. These strategies often blend technological solutions with deeply human-centred principles, creating a more engaging and supportive employee experience. Personalized skills-based career planning and pathways Innovative companies are moving beyond generic performance reviews, utilizing seemingly traditional tools like employee résumés, personality tests and entry interviews to chart unique skills-based career paths for both new hires and tenured employees alike. This approach acknowledges individual aspirations and strengths while considering essential skills and the training needed to be successful in their current roles and future jobs.Likewise, it provides clarity around potential advancement opportunities while demonstrating a tangible investment in every employee’s future. It offers people a sense of purpose and a clear vision for growth, reducing the feeling of being “stuck” and increasing promotion rates (by up to 70% in the case studies).1.1 Addressing the attrition challenge: Beyond the exit interview McKinsey research indicates that more than 40% of Gen Z employees in manufacturing are considering leaving their roles within the next 3-6 months, and such a staggering figure highlights the importance of proactively exploring solutions. The causes are multifaceted, often extending beyond compensation to encompass factors such as a lack of career progression, limited recognition, uncaring and uninspiring leaders, inadequate or insufficient skill development opportunities, and insufficient support for personal well-being.3To truly address attrition, companies must focus on being purpose-driven rather than simply output-driven. This starts by adopting a proactive, personalized stance towards employees, and seeking to understand the underlying drivers of disengagement before they manifest as lack of motivation and, eventually, resignation. This involves listening intently to employee feedback, analysing trends and acting decisively to create a workplace that genuinely nurtures its people. Unilever’s site in Pouso Alegre initially developed the role of “technical operator” to fill a substantial gap in its maintenance organization, but this effort also became a launchpad for operators seeking a longer career path at the company. A comprehensive mechanics and mechatronics upskilling programme integrates technical training with essential human-centric skills like problem-solving and critical thinking. This holistic approach has enabled operators to serve as first responders on maintenance issues, significantly reducing maintenance reliance while cultivating ownership, agility and continuous improvement.The Mean Time to Repair (MTTR) has decreased by 27%, from 3.1 hours to 2.3 hours; meanwhile, breakdown losses have dropped by half, underscoring the programme’s effectiveness in minimizing operational disruptions. The promotion rate from operator to mechanical roles has also surged by 70%, and the minimum promotion cycle time from new hire to senior maintenance tech has been reduced from five to three years, highlighting the impact on career advancement.CASE STUDY 1 Unilever Empowering Frontlines 5

Empowering Frontlines 2025