By Rachael Pfenninger, director of strategic execution, AMBA
As the industry knows, developing its workforce continues to be a major priority for US mold manufacturers. This need is why the AMBA has launched initiatives like its Emerging Leaders Network, which prioritizes the connection of up-and-coming leaders and their personal and professional growth. But companies can’t survive just on a growing workforce – in fact, they need to meet profitability, customer satisfaction and company growth goals in order to hire anyone at all. So, it begs the question – how are mold builders today balancing these competing priorities?
During AMBA Conference 2025, three AMBA members – Zero Tolerance, Nicolet Plastics and Westminster Tool – came together to address how their executive teams perform this “balancing act.” During this panel session, each panelist – with guidance from facilitator Shelly Otenbaker, WayPoint Marketing Communications – described the strategies used to integrate next-generation employees in ways that benefit company culture and drive employee inclusion, while still meeting company-wide profitability and efficiency goals.
Across all three panelists, there was an emphasis on how the newest generation of employees can impact the bottom line, even while they’re still learning.
The Bigger Picture – Incorporating Today’s Young Talent
Across all three panelists, there was an emphasis on how the newest generation of employees can impact the bottom line, even while they’re still learning. In fact, according to Steve Michon, owner at Zero Tolerance, this process of learning – and failing – is not just expected, but necessary. “Failure can be frustrating, but it’s a necessary byproduct of the training process – and sometimes, messing up can lead directly to success. Not only can these mistakes lead to improved processes, but they can give us a better understanding of where that employee will be most valuable, as well as a more complete grasp of that employee’s learning style.”
Other panelists weighed in on the discussion, highlighting how executives can go even further. For example, by involving employees in continuous improvement initiatives and leveraging their interests in areas like new technology, executives and management teams can foster the sense of belonging felt by the most ‘green’ of employees, leading to a higher rate of organizational involvement and employee retention – even if they may make some mistakes along the way.
Embracing a Culture of Ongoing Learning and Development
Of course, learning doesn’t begin with the trainee – mentors and those who hold tribal knowledge within the organization must be willing to share, teach and guide those new to the US moldmaking industry.
This point was highlighted by Murphy Forsyth, general manager, Zero Tolerance, and Lisa Pichotta, director of human resources, Nicolet Plastics, who each emphasized the important role that senior employees play in the training process. While Pichotta described Nicolet’s focus on internal structures, crucial conversations, facilitated training, an embrace of individualized learning styles and the significant role that pre-testing plays in the hiring and training processes (Pichotta leans on the PI Behavioral Assessment and emotional intelligence, for example), Forsyth emphasized that not everyone is meant to teach or train, and forcing someone to do so can be detrimental to a company’s culture. To manage this, Zero Tolerance has focused on the importance of a “bridge” – a person who, like herself, can go between seasoned employees, provide a buffer with new hires and speak the language of both. The company also leverages activities that are fun for everyone – activities that require new hires to engage in creative, out-of-the-box problem solving.
Hannah Belmont, talent development, Westminster Tool, further elaborated on this idea by pointing to another key cultural and leadership element – one that’s worth pondering for any mold manufacturer. “There is a difference between the moldmaker unfamiliar with the best training methods and the ‘grumpy old men’ who are not willing to train at all. It’s really important for organizations that are genuinely interested in developing their workforce to identify the difference between the two and address those obstacles accordingly. It isn’t always the young people who need effective training.”
The full recording of this panel session, alongside instances of workforce development and its impact on profitability, efficiency and culture, is available to AMBA Conference 2025 attendees. Interested in accessing the recording? Contact the AMBA offices at info@amba.org or 317.436.3102 for purchase or to inquire about AMBA membership.
Photo courtesy of Jimmy Renallo, Creative Technology.