A 2-part series focusing on adopting an inclusive mindset in the workplace.

Equity Through Empathy represents more than a design philosophy; it signifies a commitment to comprehending and appreciating the diverse array of human experiences. As manufacturers, you hold the ability to profoundly influence people's lives through their products. By integrating empathy and inclusivity throughout their design process, you can develop spaces and services that genuinely accommodate everyone, thereby contributing to the creation of a more equitable world.

A 2-part series focusing on adopting an inclusive mindset in the workplace.

Innovation in manufacturing involves a constant race to make things faster and cheaper, but what if the key to truly groundbreaking manufacturing lies in understanding the human experience?

You probably have seen this plastered across social media, a strong company culture attracts and retains top talent, keeps employees engaged, and creates a collaborative team environment, yet you find yourself like many manufacturers crunched for time, pressure, and cost. Your time, efforts, and money are spent on requirements to meet legal compliance. Yet according to a recent survey conducted by the National Association of Manufacturers, 74% of executives identified attracting and retaining talent as their primary challenge¹.

Physical safety is a priority for manufacturers, yet we continue to see high incident rates of injury in the industry. In 2020, there were 373,300 total cases of nonfatal injuries and illnesses recorded in the private manufacturing sector according to the US Bureau of Labor Statistics, of those 36% had days away from work and 29% had days of job transfer or restriction.  Injuries can occur due to equipment failure, yet an often-overlooked contributing factor could be our biases and the immediate recipient of our bias is our employees.

Last month, I had the opportunity to observe a leadership development training at a manufacturer. The difference between this training compared to others I’ve observed is that this training was facilitated in Spanish.

Some challenges for manufacturers in 2023 continue to be recruitment & retention and meeting customer expectations, especially as customers are asking about your social responsibility.  These challenges have led to high turnover, inability to meet production demands, customer loss, and lack of market expansion.

Diversity, equity, and inclusion (DEI) commitments are falling by the wayside. What was once a priority has turned into an annual check-the-box competency training for some. Unfortunately, annual competencies are not enough to drive change, create inclusion, and foster engagement. Below are 6 tips to assist you in your DEI journey.

"There is only one way to look at things until someone shows us how to look at them with different eyes." - Pablo Picasso 

Good company culture cultivates engagement and innovation. Research shows that workplace innovation leads to significant and sustainable improvements in organizational performance, employee engagement and overall well-being.

As employers continue to grapple with the talent shortage, some manufacturers are having success hiring more non-traditional candidates and using innovative and inclusive methods in their recruitment.  Non-traditional candidates are people with relevant skills who may not meet traditional job requirements. Education and experience are often overlooked and maybe even excluded when sorting through resumes or applications. This could include the neurodivergent community, justice-impacted or returning citizens, people with disabilities, youth between 18-24 who didn’t go to college, limited English speakers, and others.

This is an original article from the NIST Manufacturing Innovation Blog.

In the wake of the killing of George Floyd two years ago, many organizations and companies made commitments to racial and social justice. Diversity, equity and inclusion (DEI) offices were created and DEI officers were hired. But have they been given the resources they need to succeed? Have they been given the teams and leadership buy-in to make real change happen?