Prepare Workforce for Digital Change
Manufacturers across North America are embracing technologies like artificial intelligence (AI), robotics and automation at a record pace. But while the machines may be ready to go, the people who keep production lines moving aren’t prepared to keep up. According to McKinsey, up to 30% of hours worked in the U.S. could be automated by 2030. Many of the roles most affected—such as office support, food service and customer-facing jobs—are already in transition. Another 12 million occupational shifts are expected by the end of the decade. Prepare Workforce for Digital Change.
Workers in lower-wage roles are up to 14 times more likely to need to switch occupations, and most will need new skills to succeed. According to PwC, 79% of CEOs are still concerned that their current workforce isn’t equipped for what’s ahead.
This disconnect isn’t about resistance to change. It’s about readiness and, more specifically, the lack of meaningful support for frontline workers and managers who are being asked to do more, learn faster, and adapt to tools and workflows that didn’t exist a year ago.
For many companies, the real challenge in digital transformation isn’t tech implementation; it’s workforce enablement.
That’s where learning and development (L&D) comes in.
For too long, L&D programs have centered on desk-based workers, leaving out the very people most affected by change. In manufacturing, food service and retail, frontline employees rarely have time to step away from the floor for a training session, let alone a leadership course.
But these are the same roles being reshaped by automation and AI. The workers performing these roles, if properly supported, can drive productivity, safety and retention.
Modeling Behavior
Frontline managers play a big part in creating a culture of learning. Many managers have been promoted because they’re great at running equipment or hitting production targets, but few get the support they need to lead teams, solve interpersonal challenges or coach others through change. Most of the time, leadership isn’t instinctive. It’s a skill that needs to be developed intentionally.
To get teams ready for digital transformation, manufacturers need to move away from standalone training sessions and create a culture of ongoing learning. This means making it easy for employees to learn while they’re on the job, not just in a classroom. Tools that are mobile-friendly, flexible and available in real time help workers pick up new skills without stepping away from their work.
It’s also important to focus on soft skills like communication, problem-solving and teamwork. These people skills are becoming more valuable than ever, especially as machines take over more routine tasks. The real edge on the factory floor will come from workers who know how to lead, adapt and collaborate.
Make Learning Work in the Real World
Not all learning is created equally, and not all learning needs to happen the same way. A helpful framework breaks learning down into three categories: required learning; desired learning; and inspired learning.
Required learning: This includes things such as safety procedures, anti-harassment modules and compliance certifications. It is mandatory, especially in regulated industries—but it doesn’t have to be boring. Embedding soft skills or real-world scenarios into compliance training makes it more engaging and useful.
Desired learning: This type of learning is where managers help guide development toward business needs—whether that’s preparing a team member for a new role or improving communication across shifts.
Inspired learning: This category is self-driven by employees following their curiosity—whether that means learning how to use Power BI or diving into a new language. Even if these skills aren’t immediately role-specific, they foster a culture of growth and initiative.
Strong L&D Strategies
Strong L&D strategies support all three types of learning, blending digital tools with offline engagement such as career conversations or themed learning days. When executives visibly prioritize development, it trickles down across the organization, reinforcing a strong learning culture.
While employees should own their development, managers play a critical enabling role. Their support often makes the difference between progress and stagnation. This is especially true on the shop floor, where time is scarce and distractions are constant. That’s why equipping managers with the tools to coach, mentor and guide others should be a top priority.
While it’s easy to get caught up in the promise of emerging technologies, it’s the behind-the-scenes infrastructure—things like metadata, language accessibility and seamless integration into daily workflows—that powers real scalability.
AI now helps personalize learning, surface relevant content and tag materials automatically. Meanwhile, platforms like Microsoft Teams and mobile apps make training more accessible in the moment it’s needed. These tools support both scale and inclusion, bringing L&D into the rhythm of daily work.
Making L&D Work for Frontline Workers
To support frontline teams effectively, learning must become a part of daily operations and not seen as an interruption.
Here are five best practices to make learning and development an integral part of your company’s business strategy.
1. Keep Learning Short and Relevant
Mobile-first, bite-sized modules that can be consumed during shift changes or breaks are more effective than long sessions that pull workers away from their tasks.
2. Blend Compliance With Skill-Building
Use required training as a launchpad for broader learning. Add soft skills, leadership tips or scenario-based exercises to make training more engaging and applicable.
3. Support Managers as Development Coaches
Empower frontline supervisors to guide learning conversations, identify opportunities and support career development, even in high-pressure environments.
4. Personalize With AI
Leverage AI-driven content curation and tagging to help learners discover relevant material quickly, especially in large libraries of content for varying skill levels.
5. Make Learning Visible and Cultural
Assign executives to champion specific learning themes, align learning calendars with company events and celebrate learning wins across teams.
The future of work is here. Modern L&D is a strategic lever for both business performance and workforce engagement. Done right, L&D improves retention, builds leadership pipelines and accelerates the adoption of new technologies. For employees, learning signals opportunity. For employers, it creates a workforce that’s not just keeping up with change, but helping lead it.
Digital transformation starts with people, not platforms. By rethinking how learning happens, who it’s for and how it’s delivered, manufacturers can close the gap between innovation and execution—one shift, one skill and one empowered frontline manager at a time.
Source: Prepare Workforce for Digital Change
https://www.techedmagazine.com/category/news-by-industry/manufacturing-education/