Building the perfect match for UK manufacturing and engineering by Ruth Hancock
The UK engineering and manufacturing market is experiencing increasing pressure when it comes to hiring skilled talent. The latest talent trends from Michael Page show that 39 percent of professionals in the sector are actively seeking new roles, yet 60 percent of hiring managers report difficulty recruiting. Both sides are taking a measured approach: candidates are holding out for the opportunity that ticks all their boxes, while employers are facing mounting pressure to find the perfect hire. At Michael Page, we’re describing this as a ‘wait-and-see workforce’, and it is creating real challenges for organizations that need to secure talent to deliver both operational performance and longer-term transformation.
To help businesses navigate this careful hiring environment, it is important to understand the trends driving demand, and the priorities of engineering and manufacturing professionals. Salary remains an important factor, but it is only part of what professionals are looking for. There is an increasing emphasis on work-life balance, wellbeing, and opportunities to contribute meaningfully to transformation and operational improvement initiatives.
Transformation talent on the rise
As organizations face pressures from automation, sustainability objectives, and efficiency goals, the demand for transformation talent has increased significantly.
Some of the most in-demand roles include Supply Chain Manager, Maintenance Engineer, Engineering Manager, Design Engineer and Operations Director. These positions are essential not only for day-to-day operations but also for supporting long-term strategic transformation across processes and systems. Businesses are prioritizing these functions because they deliver measurable improvements in efficiency, safety, and productivity, all while helping organizations navigate ongoing change and disruption.
Balancing sector experience with broader capabilities
Another emerging trend is a shift in hiring priorities away from sector experience toward broader skill sets and cross-functional capabilities. Employers are increasingly focused on agility, systems knowledge, and transferable skills. Professionals who can influence outcomes across teams, utilize data analytics, and navigate complex systems such as ERM and MRP platforms are highly valued. The ability to drive positive disruption and improve operational performance is also a critical consideration.
This approach reflects the reality of a sector undergoing rapid transformation. Organizations that focus solely on sector experience risk missing out on candidates with the technical expertise, adaptability, and strategic mindset required to support innovation and change. Considering candidates’ broader skills and alignment with company culture and values opens a wider talent pool and increases the likelihood of successful, long-term hires.
Wellbeing is a key influencing factor in recruitment
Alongside technical skills and transformation capability, the wellbeing of professionals is an influencing factor in recruitment. Surveys indicate that 83 percent of engineering and manufacturing professionals rank work-life balance as their top priority when evaluating potential roles. Furthermore, 72 percent say they would turn down a promotion if it came at the expense of their wellbeing.
These insights highlight a clear opportunity for employers to adapt their strategies. While competitive compensation remains important, organizations that focus on holistic talent attraction – offering flexibility, development opportunities, and a supportive culture – are better positioned to secure and retain the talent needed for success. Wellbeing, work-life balance, and clear career pathways are now fundamental considerations in engaging top candidates.
Aligning the expectations of candidates and employers
The wait-and-see workforce creates both a challenge and an opportunity for organizations. On one hand, there is a pool of professionals actively seeking new roles; on the other, more than half of hiring managers are struggling to recruit. The disconnect between supply and demand reflects the careful consideration both parties are giving to hiring and career decisions.
To address this, employers should take a broader view of recruitment strategies. Remaining open-minded about candidates’ experience, considering cultural fit, and recognizing potential as well as proven track record are key factors in building a successful workforce. Beyond salary, organizations should consider benefits such as professional development, training, clear progression paths, and wellbeing initiatives.
These elements help to create compelling employment propositions that meet the expectations of today’s engineering and manufacturing professionals.
By considering a broader range of skills, prioritizing wellbeing alongside compensation, and focusing on cultural and organizational fit, employers can attract and retain the talent they need.
Success in this environment requires organizations to balance careful hiring with flexibility, recognizing that transformation and operational excellence are achieved not just through technical skills but through engagement, adaptability, and the ability to contribute positively to the business. In navigating the evolving labor market, employers who respond to the priorities of the workforce while maintaining focus on operational and transformational objectives will be best placed to thrive in 2026 and beyond.
Ruth Hancock
Ruth Hancock is Regional Director, Engineering at Michael Page. PageGroup is one of the world’s best-known and most respected recruitment consultancies. It puts people into jobs and builds careers. It is customer-led, people-powered and insight driven. With operations in 36 countries, PageGroup provides recruitment services and career opportunities at a local, regional, and global level. PageGroup operates four key brands: Page Executive, Michael Page, Page Personnel and Page Outsourcing, supported by additional brands across the business.