Engineering and manufacturing firms struggling to recruit

New data from the 2025 Talent Trends report by Michael Page reveals more than half (55%) of global engineering and manufacturing firms have faced hiring challenges over the past year, rising to 60% among UK managers. Yet this comes at a time when nearly half (49%) of engineering and manufacturing professionals globally, and 39% in the UK, say they are actively looking for a new role.

Based on responses from almost 4,000 engineering and manufacturing professionals globally, the report highlights a shift in candidate priorities, with growing emphasis on trust in leadership, wellbeing, and meaningful work. This evolving landscape presents a clear opportunity for employers. With talent on the move, success will rely not just on meeting expectations but on communicating policies, values, and long-term commitments with clarity.

The Talent Trends data shows that purpose has become a top priority for engineering and manufacturing professionals. Demand for meaningful work has surged among UK candidates, with nearly half (43%) now prioritising purpose at work, up from 26% last year. This is notably higher than the global average of 33%, indicating that UK engineering and manufacturing workers place a greater premium on purposeful work.

However, while expectations have risen, particularly in the UK, internal cultures are not always keeping pace. Only 38% of UK engineering and manufacturing workers feel they can be their authentic selves at work, just slightly above the global average of 32%. This highlights a clear opportunity for employers to communicate their culture and values to attract the right talent and build stronger, more engaged teams.

Seeking purpose
Ruth Hancock, Michael Page’s regional director — engineering, said: “Professionals in engineering and manufacturing are looking for more than just a job; they are seeking purpose and the chance to make a real impact. For hiring managers, the opportunity lies in creating and communicating these opportunities to their teams. This may mean encouraging and supporting non-linear career paths, or providing clarity around opportunities in emerging areas such as sustainability. When leaders connect people to meaningful work, everyone benefits.”

Wellbeing is also important for UK engineering and manufacturing professionals, with almost three-quarters (72%) saying they would turn down a promotion to protect it. This contrasts with 49% of professionals globally, highlighting a stronger emphasis on wellbeing among UK talent.

At the same time, trust in leadership appears strained. Nearly half (46%) of UK professionals say they lack confidence in their leaders to balance business needs with employee wellbeing; a concern echoed by 42% of their global peers. As a result, 42% of UK workers are actively looking or planning to look for new roles due to dissatisfaction with leadership decisions.

While salary has traditionally been a key motivator for career moves, this data suggests that priorities in the engineering and manufacturing workforce are shifting. Only 12% of UK professionals in engineering and manufacturing say salary is the top reason they are looking for a new opportunity. Globally, that figure is slightly higher at 32%.

Work-life balance
In contrast, 83% of professionals in both the UK and globally say work-life balance is the most important factor when thinking about work. This shift suggests that financial incentives alone are no longer enough to attract or retain talent. For employers facing hiring challenges, the report underscores the importance of moving beyond traditional compensation models and providing clarity around company policies that support a healthy work-life balance.

AI use is growing rapidly across engineering and manufacturing, with 43% of professionals globally using AI tools in their roles, up from 24% last year. Among users globally, 78% engage with AI at least weekly. These conclusions remain high in the UK still where 71% use it at least once a week. The benefits are clear from global candidates: 73% report increased productivity, 72% improved work quality, and 65% say AI helps them focus on more fulfilling tasks.

Alongside these gains, professionals are looking for clearer policies and more training from employers. The report finds that globally, 62% feel their organisation could do more to prepare them for AI integration, and 41% of global candidates say they are using AI tools not provided by their employer. As AI becomes a core workplace technology, having a clear strategy and support for its use is increasingly important for talent attraction and retention.

Ms Hancock concluded: “Our Talent Trends report shows that clarity has never mattered more. In a market where professionals are prioritising purpose, wellbeing and flexibility, it is not just about what you offer; it is about how clearly and consistently you communicate it. Whether it is company culture, career pathways, or policies around the use of AI, transparency is key. Employers who lead with clarity will be best placed to attract and retain the talent they need for the future.”