Talent Acquisition: The Security Sector’s Workforce of Tomorrow

Recently, it was reported in EU Business News that three-in-five young people would be unlikely to consider a career in manufacturing. When we couple this with the fact that there has been a steady decline in traditional manufacturing apprenticeships across many European countries, it creates a real risk for a significant skills gap in our industry.

If manufacturing isn’t attracting and retaining talent on an early footing, this will lead to a skills gap that ultimately means less innovation and lower productivity in what is one of our most vital sectors.

What’s the scale of the problem, then, and what can we do about it?

Need for fresh talent 

Welcoming new talent into manufacturing is increasingly vital to the sector’s long-term success. As existing talented workers retire, we urgently need early talent to take on the baton and carry the industry forward, developing our future technologies and helping us to continue our journey towards working smarter, safer and more sustainably.

As talented individuals enter the workforce, they bring new ways of thinking and different perspectives. While experienced professionals have embraced new technologies over time, early talent often enters the workforce already fluent in digital tools, data-driven systems and platforms including Artificial Intelligence. Together, these complementary strengths can drive innovation and adaptability across the industry.

What can be done? 

To compete for the next generation of talent, manufacturing must evolve in terms of how it presents itself to new jobseekers.

First, learning and development opportunities are essential. As well as equipping new recruits with technical skills, those opportunities demonstrate that manufacturing takes ambition seriously and offers credible, long-term career paths that are dynamic and flexible.

By the same token, structured mentorship programmes afford employees the feedback and support they need to grow and, ultimately, signal that they will be valued and invested in from Day One.

We also need to ensure our hiring processes and workplace environments are attractive to jobseekers. That means offering a digital-friendly recruitment process, role models and a focus on well-being within the workplace, creating an environment where people feel seen, supported and inspired to thrive.

Constant investment 

At ASSA ABLOY Opening Solutions EMEIA, we’re constantly investing in our early talent programmes. Since 2010, our EMEIA Graduate Programme has welcomed over 200 ambitious young professionals to an 18-month development journey: one that offers real opportunities to learn, grow and contribute meaningfully towards the business.

I’ve been personally involved in shaping this programme over the years and I’m proud to say it has achieved a five-year retention rate of over 90% following completion. This is testament to the programme’s effective support structures and real commitment to the long-term career prospects of all participants.

Since 2022, female representation in STEM roles across our business has grown by 20%, while women now occupy 27% of management positions. We have ambitious targets to continue to grow female representation.

Further illustrating our focus on creating a workplace that’s inclusive and has a real sense of belonging, 85% of our colleagues now say they feel comfortable being themselves at work. This is 3% above the industry benchmark, although our target remains 100%.

These outcomes reflect a meaningful cultural shift and the kind of company we are building for the future.

Looking ahead 

Creating a truly future-focused business culture is an ongoing process. The world is evolving quickly and so must we. This means constantly improving how we recruit, support and retain our employees, while continuing to build an industry that reflects the values and expectations of the modern workforce.

Jack Robinson is Senior Vice-President and Head of Human Resources at ASSA ABLOY Opening Solutions EMEIA (www.assaabloy.com)