Is It a Hiring Problem, or Is Work Itself Broken?
HR leaders in manufacturing have heard it all before: “We just need better people.” But when turnover rates skyrocket to 300-400%, it’s not a hiring problem—it’s a broken system. Josh Drean, co-founder of the Work3 Institute and author of Employment is Dead, believes traditional employment models no longer serve today’s frontline workforce. In this episode of Shift Talk, Josh dives into why work as we know it is failing and what manufacturers must do to stop the churn and start building a workforce that stays.
The Hiring Myth: It’s Not About Better People
Manufacturing and distribution HR teams constantly hear that the key to solving turnover is hiring better people. But when an operation is burning through workers at an unsustainable rate, the real problem isn’t who’s being hired—it’s the work itself. Companies that refuse to acknowledge the changing expectations of today’s workforce are falling behind. Employees aren’t just leaving for better pay; they’re leaving because traditional employment contracts no longer make sense in their lives.
“We’re clinging to these old hierarchical, 9-to-5 structures that don’t serve us anymore,” says Drean. “And if you’re still using outdated incentive models, it’s not the people—it’s you.”
The Workforce Has Changed—So Should You
Today’s workforce is no longer willing to trade their time and well-being for the illusion of job security. The old promise—work hard for 40 years and retire comfortably—is dead. Younger workers see their parents still working into their 70s, unable to afford retirement despite years of dedication. They know they need multiple income streams to stay afloat, and they’re prioritizing living now rather than sacrificing everything for a retirement that may never come.
HR 101: Have You Asked Workers What They Need?
One of the simplest solutions to high turnover is also the most overlooked: Ask employees what they need. Many leaders avoid this step, fearing the answers will confirm what they already know but don’t want to address.
“Traditional employment is transactional,” Drean explains. “It’s a contract: You work X hours, I pay you Y dollars, productivity happens. But that’s not the reality anymore. The incentive model is broken.”
So what do employees want?
- Fair compensation that actually covers their cost of living.
- Flexibility to manage their personal lives without being penalized.
- A workplace culture that values them as human beings, not just headcount.
- Career growth opportunities that don’t require sacrificing their well-being.
Ignoring these needs doesn’t just push workers away—it creates an endless cycle of hiring, training, and losing employees at an unsustainable pace.
Flexibility Isn’t Just for Office Workers
A common pushback from manufacturing leaders is that flexibility doesn’t apply to them. After all, machines need operators, warehouses need staff, and production lines can’t run remotely. But as Drean points out, flexibility isn’t just about working from home; it’s about giving employees control over their schedules in ways that make sense for their lives.
“Manufacturing companies that say flexibility doesn’t apply to them are missing the point,” says Drean. “Flexibility means treating your employees like people, not machines. It means adjusting schedules to accommodate parents, allowing shift swaps, and recognizing that workers have lives outside the factory.”
The deskless workforce faced some of the biggest disruptions during the pandemic, yet they continue to be overlooked in conversations about the future of work. These workers kept supply chains running, built products, and provided essential services—but in many cases, they’re still subjected to outdated policies, rigid scheduling, and unpredictable work conditions.
To retain deskless workers, companies must rethink flexibility in a way that works for them, such as:
- Allowing shift swapping or self-scheduling to accommodate personal commitments.
- Offering consistent schedules so workers can plan their lives.
- Providing financial stability through competitive pay and benefits.
- Creating career pathways that give workers room to grow.
Companies that fail to adapt will see continued high turnover, difficulty filling roles, and a disengaged workforce. Those that that embrace schedule autonomy—even in traditionally rigid industries—see reduced turnover, higher employee satisfaction, and increased productivity.
If You Wouldn’t Ignore a Broken Machine, Why Ignore a Broken Workforce?
Companies routinely spend millions optimizing their production lines. If a defect rate spikes, they analyze the data, find the issue, and fix it. But when turnover rates spike, too many organizations blame the workforce instead of examining their own processes.
HR consultant and manufacturing veteran Josh Drean puts it bluntly: “Your frontline employees are just as important as your products. You wouldn’t ignore a quality control issue. So why ignore a workforce problem?”
Leaders who take employee concerns seriously—who make real, tangible changes instead of just offering pizza parties and surface-level engagement tactics—see retention and morale improve.
What’s Next? Building the Workforce of the Future
The workforce has fundamentally changed, and traditional employment models are quickly becoming obsolete. Reid Hoffman, co-founder of LinkedIn, recently stated that jobs as we know them will be obsolete by 2034. This doesn’t mean robots are replacing everyone—it means the way work is structured is broken beyond repair.
Drean outlines 10 operating principles in Employment is Dead that companies must adopt to stay competitive. These include:
- Flexibility – Give employees control over their schedules where possible.
- Autonomy – Empower workers to make decisions about their roles.
- Collaboration – Foster a culture where employees feel heard and valued.
- Interoperability – Cross-train employees to increase engagement and retention.
If a company can’t offer at least one of these principles to its workers today, Drean asks, “Why should they work for you?”
Start Somewhere—Or Get Left Behind
The bottom line? The workforce has changed. Employment as we knew it is gone. Leaders who refuse to acknowledge this shift will continue to see high turnover, disengagement, and workforce shortages. Those who adapt will build strong, stable teams that want to stay.
Josh Drean’s advice for HR leaders? Start somewhere.
- Start by listening to your employees.
- Start by questioning outdated policies.
- Start by making small changes that improve work-life balance.
- Start by treating your workforce like people, not numbers.
“HR leaders who take action now,” Drean emphasizes, “won’t just retain employees. They’ll build a workforce that thrives.”
Connect with Josh Drean
About the Shift Talk Podcast
Shift Talk, is a podcast by MyWorkChoice where we talk about the real shift happening and hard conversations because we know the stakes are high in manufacturing and distribution. Your workforce is your most valuable asset, and without retention, you’re stuck in a cycle of hiring and losing people. It doesn’t have to be that way.
