Workforce Survey: Retention, Skills Gaps Challenge Nonwovens Manufacturers

Hiring remains active across the nonwovens industry, but finding qualified production workers—and keeping them on the job—is proving difficult for manufacturers. A recent Nonwovens Industry survey found that machine operators are the most challenging positions to fill, while employee turnover, technical skills gaps and rising labor costs continue to put pressure on plant operations.

Conducted from August 6 through September 6, the survey gathered responses from manufacturers, converters and finished goods makers about their current hiring needs and workforce strategies. Of the 54 organizations that completed at least the first section, 43 completed the questionnaire.

The results point to a workforce challenge that extends beyond recruitment. While companies continue to add employees, many are struggling to find candidates with the technical skills required for manufacturing positions. At the same time, employers face competition for trained workers, some of whom leave for better-paying opportunities at other companies.

Hiring Continues Across the Industry

More than two-thirds of respondents reported plans to hire manufacturing employees. Twenty-eight organizations were actively recruiting, while another nine expected to hire within the next 12 months.

Most hiring plans remain relatively modest. Of the respondents who provided estimates, 27 expected to add between one and 10 manufacturing employees over the next year. Thirteen anticipated hiring 11 to 25 workers, while seven expected to make no additions.

Machine operators were the most frequently cited hard-to-fill positions, identified by 34 of 54 respondents, or 63%. Maintenance technicians ranked second at 39%, followed by engineers at 33%.

The findings underscore the importance of production-floor personnel and technical employees to manufacturing operations. When these positions remain vacant, companies may have difficulty maintaining production schedules and making full use of existing equipment.

Recruitment is further complicated by a shortage of qualified applicants. Among the 47 respondents who answered the question about hiring barriers, 53% cited insufficient technical skills among applicants. Wage expectations were the second most common challenge, at 45%, followed by an insufficient number of applicants and a lack of soft skills, each reported by 38%.

Only 14% of respondents agreed that they receive enough qualified applicants, while 49% disagreed. More than half, or 53%, also disagreed that new hires arrive with the technical skills needed to succeed.

Finding the right candidate can take time. Nearly half of respondents said filling a manufacturing position typically takes one to two months, while 21% reported that the process takes two months or longer.

Turnover Adds to Recruitment Pressures

Although manufacturers continue to recruit, retaining employees presents another significant challenge. High employee turnover was the most frequently cited workforce issue over the previous two years, reported by 47% of respondents. Skills gaps followed at 40%, while 34% cited difficulty filling open positions.

More than half of respondents, or 51%, identified better pay elsewhere as a leading reason employees leave. Work schedules and the physical demands of manufacturing jobs were each cited by 38%, while 30% pointed to limited advancement opportunities.

These findings suggest that manufacturers face pressure on several fronts. Competitive wages can help attract workers, but compensation alone may not address concerns about demanding schedules, physically intensive work or a lack of career progression.

The survey’s written responses also highlighted the challenge of losing trained employees to competitors. Some respondents described investing considerable time and resources in employee training, only to see those workers accept positions elsewhere in the nonwovens industry.

For manufacturers, this can create a recurring cycle of recruitment and training. Companies need skilled employees to maintain production, but turnover can force them to devote additional resources to replacing workers rather than developing their existing teams.

Retirement was a less frequently cited concern, named by 15% of respondents as a workforce challenge over the previous two years. In this survey, immediate concerns about turnover and skills availability outweighed retirements.

Labor Shortages Affect Plant Performance

The operational consequences of staffing challenges are already evident. Increased overtime was the most frequently reported business impact, cited by 56% of the 43 respondents who answered the question.

Production delays followed at 37%, while increased labor costs and reduced production capacity were each reported by 28%. Lost sales or business opportunities and delayed expansion plans were also cited by some respondents.

Overtime can help manufacturers maintain output when positions remain vacant, but it can also increase costs and place additional demands on existing employees. Production delays and reduced capacity may further complicate efforts to meet customer requirements.

These results show how workforce shortages can extend beyond human resources departments to affect plant efficiency, operating expenses and growth plans. When experienced operators and technical personnel are difficult to replace, the impact can reach multiple areas of the business.

Cross-Training and Benefits Lead Employer Strategies

Manufacturers are responding with a combination of workforce development, compensation and technology investments.

Cross-training employees and expanding benefits were each reported by 49% of respondents. Increasing wages was cited by 40%, while 37% said they were using automation or new technology to address workforce shortages.

Cross-training allows employees to perform multiple tasks, giving manufacturers greater flexibility when staffing levels fluctuate. It may also help companies maintain production when employees are absent or particular positions remain unfilled.

Benefits and wage increases address another part of the challenge: competition for workers. With better pay elsewhere identified as the leading driver of turnover, compensation remains an important consideration for employers seeking to retain trained personnel.

Career development may offer another opportunity. Limited advancement opportunities were cited by 30% of respondents as a reason for turnover, suggesting that clearer pathways into technical, maintenance or supervisory roles could help companies retain employees while developing skills internally.

The survey did not measure the effectiveness of individual retention strategies, so it remains unclear which approaches deliver the greatest results. However, the findings suggest that employers may need to combine competitive compensation with improvements in working conditions and opportunities for advancement.

Automation Offers Additional Options

Automation and new technology were cited by 37% of respondents as strategies for addressing workforce shortages. While technology can help manufacturers improve efficiency and reduce reliance on manual tasks, it also creates a need for employees who can operate, maintain and troubleshoot increasingly sophisticated equipment.

For nonwovens manufacturers, technology investments may help address some of the operational pressures associated with staffing shortages. Improved automation could reduce repetitive work and help companies make better use of available labor.

However, automation is unlikely to eliminate the need for skilled production personnel. The difficulty manufacturers report in finding machine operators and maintenance technicians highlights the importance of developing technical capabilities alongside equipment investments.

Companies considering automation will therefore need to account for both the technology itself and the skills required to support it.

Workforce Partnerships Target Future Needs

Apprenticeships and internships were reported by 33% of respondents, while 30% said they partner with schools or colleges. These initiatives may provide a longer-term way to introduce potential employees to manufacturing careers and develop the skills employers need.

The survey found that 60% of respondents agreed that partnerships with schools and workforce organizations help them recruit employees.

Such partnerships can connect manufacturers with students and job seekers before they enter the workforce, while helping align training with the technical requirements of manufacturing positions. Apprenticeships and internships can also provide practical experience that may be difficult for candidates to obtain through classroom instruction alone.

The relatively lower use of these programs compared with cross-training and expanded benefits suggests there may be room for additional workforce development initiatives. However, the survey does not establish why some strategies are more widely used than others.

Regional Differences Remain Unclear

The survey included respondents from Asia-Pacific and South Asia, Europe, North America, Latin America and the Middle East. Participants also represented a range of company sizes, from businesses with fewer than 50 manufacturing employees to organizations with 500 or more.

Nonwovens manufacturers accounted for 22 respondents, while 17 were finished goods makers and 12 were converters. Absorbent hygiene and medical products were the primary markets for 35 organizations.

Although this provides a broad view of the industry, the published results do not break down workforce challenges by region, company size or business type. It is therefore not possible to determine whether particular segments face more severe shortages or whether specific strategies are more effective for certain employers.

Additional analysis could help identify differences in recruitment, retention and training needs across the industry. Smaller companies, for example, may have different resources available for formal training programs or automation investments than larger manufacturers. The survey results, however, do not establish whether these differences are reflected in actual workforce outcomes.

Retention Remains Central to Workforce Planning

The survey paints a picture of an industry that continues to hire but faces persistent challenges in finding and retaining qualified employees. Machine operators are the most difficult positions to fill, technical skills gaps remain a major barrier to recruitment, and employee turnover continues to put pressure on manufacturing operations.

Employers are responding with cross-training, expanded benefits, wage increases, automation and educational partnerships. Each approach addresses a different part of the workforce challenge, from immediate staffing needs to longer-term skills development.

For nonwovens manufacturers, the task will be to determine how these strategies can work together. Recruiting new employees is only part of the equation; companies must also provide the training, compensation and working conditions needed to keep them.

As manufacturers continue to invest in production capabilities and technology, workforce development will remain an important consideration in maintaining efficiency, controlling costs and supporting future growth.