The "Build, Buy, Borrow, Bridge" framing is closer to how good operators actually think about talent than most of what gets published on this topic. The part that gets skipped in practice is the "Borrow" piece. Contingent labor sounds simple until you realize most teams treat it like a resume drop, not a capability transfer. The engineers show up, nobody owns their onboarding, and three weeks later you're wondering why they're not contributing. Retention and early-career pipelines matter. But the firms winning on delivery right now have figured out how to actually absorb external talent fast. #StaffAugmentation #EngineeringTalent

How can engineering employers build a brighter future of work? Here are 5 essentials from the new #Manpower Global Engineering World of Work Outlook: 1️⃣ Retool your EVP: Competitive pay isn’t enough. Engineers want flexible work, meaningful projects, supportive leadership and clear career paths. 2️⃣ Redesign early‑career pipelines: Graduates often lack job‑ready skills. Structured onboarding, mentoring, rotations and practical training help build the next generation of engineering talent. 3️⃣ Audit skills regularly: Identify capability gaps early, hire for demonstrated skills (not just credentials), and build reskilling pathways to redeploy talent quickly and cost‑effectively. 4️⃣ Reinforce your core teams: Retain and grow the engineers you already have — especially mid‑career and near‑retirement talent. Targeted upskilling and programs like Manpower MyPath can help. 5️⃣ Build, Buy, Borrow, Bridge: Solving engineering talent scarcity requires a blended strategy of developing internal talent, hiring strategically, leveraging contingent labor, and bridging skills gaps over time. 📥Download the full report for all insights and recommendations: https://lnkd.in/ePZpVMcT

How can engineering employers build a brighter future of work? Here are 5 essentials from the new #Manpower Global Engineering World of Work Outlook:   1️⃣ Retool your EVP: Competitive pay isn’t enough. Engineers want flexible work, meaningful projects, supportive leadership and clear career paths. 2️⃣ Redesign early‑career pipelines: Graduates often lack job‑ready skills. Structured onboarding, mentoring, rotations and practical training help build the next generation of engineering talent. 3️⃣ Audit skills regularly: Identify capability gaps early, hire for demonstrated skills (not just credentials), and build reskilling pathways to redeploy talent quickly and cost‑effectively. 4️⃣ Reinforce your core teams: Retain and grow the engineers you already have — especially mid‑career and near‑retirement talent. Targeted upskilling and programs like Manpower MyPath can help. 5️⃣ Build, Buy, Borrow, Bridge: Solving engineering talent scarcity requires a blended strategy of developing internal talent, hiring strategically, leveraging contingent labor, and bridging skills gaps over time. 📥Download the full report for all insights and recommendations:

The results are in… and one challenge stands out above the rest 👇 60% voted skills shortage as the biggest impact on their business right now. In manufacturing & engineering, that’s no surprise. Businesses are under pressure to find people with the right technical skills, experience and attitude while still trying to keep projects moving, productivity high and teams supported. What’s interesting is that automation & tech only received 10%. It shows that for many businesses, the real challenge isn’t the technology itself, it’s finding the people who can implement, run and improve it. The companies seeing the best results right now are the ones: • Investing in long term hiring strategies • Upskilling and retaining current teams • Building strong employer brands • Moving quickly when the right talent becomes available The market is competitive, but there are still great people out there when businesses position themselves correctly. What are you seeing in your industry right now skills shortage, cost pressures, or something else entirely? 👇 #Manufacturing #Engineering #Recruitment #Hiring #TalentAcquisition #SkillsShortage #ManufacturingJobs #EngineeringJobs #BusinessGrowth #RecruitmentConsultant

Skilled technical talent connects the factory floor with today’s advanced digital operations. These key roles are in high demand and short supply.  Discover how to build your skilled talent bench: https://bit.ly/4s38WF1

Skilled technical talent connects the factory floor with today’s advanced digital operations. These key roles are in high demand and short supply.  Discover how to build your skilled talent bench: https://bit.ly/4s38WF1

Skilled technical talent connects the factory floor with today’s advanced digital operations. These key roles are in high demand and short supply.  Discover how to build your skilled talent bench: https://bit.ly/4s38WF1

Skilled technical talent connects the factory floor with today’s advanced digital operations. These key roles are in high demand and short supply.  Discover how to build your skilled talent bench: https://bit.ly/4s38WF1

Skilled technical talent connects the factory floor with today’s advanced digital operations. These key roles are in high demand and short supply.  Discover how to build your skilled talent bench: https://bit.ly/4s38WF1

Everyone keeps asking why engineering roles are taking longer to fill. This is why. The U.S. is short 18,000 engineers every year—and it’s not a one-time problem, it’s structural: - More engineers are leaving than entering the workforce - 90% of international engineering grads can’t stay and work here - The college pipeline is shrinking - Graduation rates are down - Nearly half of engineers fearing burnout. In other words… the pond isn’t just competitive—it’s getting smaller. And yet, most hiring strategies haven’t changed. Still relying on: - Job postings - Inbound applicants - “Let’s see what HR sends over” That approach worked when there was depth in the market. That’s not the reality in 2026. The companies that are winning right now are doing a few things differently: - Going directly to passive talent instead of waiting - Moving fast when they find the right person - Treating hiring like a priority project—not a side task If you’ve got critical roles on your team—or expect to this year—it’s worth getting ahead of it. Happy to compare notes on what you’re seeing and how others are adjusting.