25 tips for employers hiring a lot of student, recent grads for early career, manufacturing jobs

When hiring dozens or even hundreds of candidates for manufacturing jobs, employers need a fast, organized, and skill-focused recruitment strategy. Manufacturing roles—such as machine operators, assemblers, quality control inspectors, and warehouse staff—require physical stamina, attention to detail, and technical proficiency. Employers can streamline hiring by using applicant tracking systems (ATS) to filter candidates based on relevant experience, certifications (like forklift operation or OSHA compliance), and shift availability. Posting job openings on platforms like College Recruiter can help attract students, recent grads, and entry-level candidates eager to gain hands-on experience in manufacturing environments. Pre-employment assessments, including skills tests, safety quizzes, and physical capability evaluations, can ensure candidates meet the technical and safety requirements.

To efficiently manage high-volume hiring, manufacturers can host on-site job fairs, open interview days, and walk-in hiring events, often with the potential for same-day job offers. Group interviews, practical skills demonstrations, and hands-on assessments allow hiring teams to evaluate candidates’ ability to operate machinery, follow safety protocols, and work efficiently in a team setting. Structured interviews with behavioral and situational questions can help assess reliability, problem-solving skills, and adaptability—traits critical to success in manufacturing. Once hired, a thorough onboarding process that includes safety training, equipment instruction, and mentorship ensures new hires are well-prepared to contribute to production goals while maintaining workplace safety and quality standards.

We reached out to 25 hiring experts to get their suggestions for employers who plan to hire dozens or even hundreds of students, recent grads, or others who are early in their careers for manufacturing roles.

• Incorporate Practical Assessments for Soft Skills
• Integrate Modern Technology in Recruitment
• Focus on Long-Term Workforce Success
• Leverage Technology for Efficient Hiring
• Ensure Alignment with Company Values
• Prioritize Structured Screening Processes
• Avoid Speed Over Intention
• Balance Skill Diversity and Team Cohesion
• Avoid Rushing the Hiring Process
• Prioritize Safety Training and Certifications
• Be Transparent About Job Challenges
• Hire Competent Workers, Not Just Warm Bodies
• Use Group Hiring Events for Efficiency
• Simplify the Application Process
• Avoid Rushing Through First Impressions
• Onboard Quickly After Fast Hiring
• Simplify the Application Process
• Prioritize Hands-On Assessments Over Resumes
• Avoid Treating Hiring as an Assembly Line
• Focus on Fit and Engagement
• Stop Filtering Out the Best Workers
• Switch to Hands-On Skill Assessments
• Communicate Physical Demands Upfront
• Use Group Hiring Events Effectively
• Prioritize Accuracy Over Speed

Incorporate Practical Assessments for Soft Skills

One thing I’ve learned when hiring high-volume candidates for manufacturing jobs is not to overlook soft skills. While technical expertise is obviously important in the manufacturing industry, attributes like communication, problem-solving, and the ability to work as part of a team are equally critical.

In one instance, I hired someone with impressive technical experience, but it became clear that they struggled with teamwork and following through on tasks when under pressure. This led to breakdowns in communication and inefficiencies on the floor, despite their solid technical background.

What I’ve found to work is incorporating practical assessments or group activities during the hiring process to observe how candidates communicate, collaborate, and handle pressure. It’s not just about whether they can operate machinery, but whether they can thrive in a fast-paced, team-oriented environment.

By balancing technical skills with strong soft skills, employers can build a workforce that not only meets the technical demands but also maintains a positive, efficient workplace culture.

Yangyang Li, Co-Operator, ForestPackage

Integrate Modern Technology in Recruitment

When hiring high-volume candidates for manufacturing jobs, one crucial factor I’ve learned is the importance of integrating modern technology into the recruitment and onboarding process. At G&M Craftsman Cabinets, investing in advanced design technologies not only streamlined our operations but also attracted tech-savvy talent eager to contribute to a forward-thinking company.

Fostering a strong company culture focused on creativity and collaboration is paramount. At G&M, I’ve seen how our commitment to custom, high-end designs not only sets us apart but also draws candidates who are passionate about innovation and craftsmanship. Potential hires see this commitment reflected in our workplace environment, enhancing long-term candidate retention.

Additionally, I believe in prioritizing hands-on training with a focus on quality and craftsmanship. When taking over the family business, I engaged employees across all levels, ensuring they interact with different projects. This method encourages skill development and confidence, creating a workforce skilled in not just production but problem-solving, which is crucial in maintaining high-quality standards in every project.

Brent Goschnick, Director, G&M Craftsman Cabinets

Focus on Long-Term Workforce Success

One of the biggest mistakes employers make when hiring high-volume candidates for manufacturing jobs is treating the process like a numbers game–focusing solely on speed and headcount rather than the long-term success of their workforce.  

When hiring is purely transactional, workers feel like they’re just filling a slot, not joining a company with real opportunities. And when people feel replaceable, they act that way–leading to higher turnover, lower engagement, and a never-ending cycle of rehiring. It’s a costly mistake that many employers don’t realize they’re making until it’s too late.  

A smarter approach is to build a hiring process that doesn’t just fill positions but creates a workforce that wants to stay. This means taking the time to set clear expectations, offering pathways for growth, and ensuring new hires feel like they’re part of something bigger. When people see a future in their role, they’re more likely to invest in it–and that’s how you turn a revolving door of hires into a stable, committed team.

Ben Lamarche, General Manager, Lock Search Group

Leverage Technology for Efficient Hiring

High-volume hiring is a challenge, but the key to doing it successfully–without sacrificing quality–is leveraging the right technology. Employers who want to compete at scale must implement systems that streamline the process, prequalify candidates, and keep them engaged from start to finish.

However, technology is only as good as the strategy behind it. To truly make it work for you, you need to be hyper-intentional about training your systems to prioritize what matters most to your business. That means asking the right application questions, focusing on both experience and culture fit, and continuously analyzing what’s working (and what’s not).

By refining and optimizing your hiring processes over time, you create a system that doesn’t just fill positions but attracts and retains top talent. Efficiency and quality don’t have to be at odds–when you use the right tools with the right approach, you can hire at scale without lowering your standards.

Billy Giordano, Founder/CEO, StaffedUp

Ensure Alignment with Company Values

One key aspect in hiring high-volume candidates for manufacturing jobs is ensuring alignment with the company’s mission and values. At Replay Surfacing, we focus on changing environmental challenges into sustainable solutions. Candidates who resonate with our commitment to sustainability are more motivated and aligned with our goals, leading to reduced turnover and a more cohesive team.

From my experience in various industries like aerospace and sustainability, I’ve learned the importance of cross-training employees. This not only boosts workforce flexibility but also bolsters employee satisfaction as they gain multiple skills. At Replay Surfacing, we’ve implemented cross-training programs that have significantly increased operational flexibility and reduced downtime during employee transitions or absences.

Additionally, data-driven decision-making plays a crucial role. At Replay Surfacing, tracking metrics on production efficiency and employee performance helps us identify areas for improvement and tailor our training accordingly. This approach ensures that we not only hire more effectively but also continuously improve our processes and product quality.

Landon Olson, Mechanical Engineer, Replay Surfacing Inc.

Prioritize Structured Screening Processes

In my experience, one crucial step employers should take when hiring high-volume candidates for manufacturing jobs is to prioritize a structured and efficient screening process. By implementing a streamlined approach, such as utilizing pre-employment assessments or video interviews, employers can effectively evaluate a large pool of candidates in a systematic manner, ensuring that the process is both thorough and time-efficient.

For example, in my company, we revamped our hiring process for assembly line workers by incorporating an initial online assessment to assess candidates’ technical skills and aptitude for the role. This online assessment was designed to test specific competencies relevant to the job, such as problem-solving abilities, attention to detail, and mechanical understanding. By doing so, we were able to quickly identify top performers and move them forward in the hiring process, saving time and resources compared to traditional methods like in-person interviews for every applicant. This approach not only reduced the time-to-hire but also improved the quality of hires by ensuring that only the most qualified candidates progressed to the next stages.

Moreover, by establishing clear criteria and utilizing technology to screen candidates efficiently, employers can identify the best-fit candidates for high-volume manufacturing roles while ensuring a smooth and expedited hiring process. This method also allows for a more objective evaluation, reducing potential biases that can occur in face-to-face interviews. As a result, the company benefits from a diverse and skilled workforce, which is essential for maintaining high productivity and meeting production goals. In conclusion, adopting a structured and technology-driven screening process is vital for employers looking to fill high-volume manufacturing positions effectively and efficiently.

Bashar Hindi, CEO, ServerMonkey

Avoid Speed Over Intention

Before I ever launched my business, I had to make dozens of decisions that felt bigger than me–hiring included. I’ve built my team from scratch and learned firsthand what works when you’re filling roles quickly, especially when consistency and quality can’t be compromised.

I would say one thing employers should really stop doing is assuming quantity means speed over intention. I’ve hired for fulfillment roles where we needed to onboard 10 to 15 people in under two weeks, and every time I rushed, I spent twice as long correcting it. I started adding one very simple step: a five-minute “off-script” phone chat. No standard questions, just an honest check for tone, energy, and reliability. It sounds too casual, but in practice, this helped cut turnover by 40% across those roles in our first six months of scaling.

Erin Hendricks, President and Owner, Sammy’s Milk

Balance Skill Diversity and Team Cohesion

One key consideration when hiring high-volume candidates in manufacturing is maintaining a balance between skill diversity and team cohesion. At HomeBuild, I ensure that each team member has a minimum of four years of experience. This standard promotes a culture of expertise while also creating an environment where varied skills can seamlessly integrate, ensuring productivity without constant oversight.

From my experience personally visiting each job site, I recognize the value of face-to-face interactions over-reliance on systems alone. This approach encourages open communication and direct problem-solving, addressing concerns on the spot. It’s crucial in maintaining quality and cohesion amid a high-volume workforce.

Investing in regular training and safety seminars is another critical strategy. At HomeBuild, these programs keep our team updated on the latest techniques and safety practices, which not only improves their skills but also reinforces our commitment to their professional growth. This commitment to training ensures high retention and the development of highly motivated employees who feel valued.

Steve Mlynek, President, HomeBuild Windows

Avoid Rushing the Hiring Process

One critical mistake employers should avoid when hiring high-volume candidates for manufacturing jobs is rushing the process without a structured screening system. At Mail King USA, I’ve seen firsthand how a well-organized hiring strategy improves efficiency and retention. Instead of just filling positions quickly, employers should implement pre-screening assessments to evaluate skills, reliability, and cultural fit. Automating initial screenings with AI or structured questionnaires can help filter out unqualified candidates while speeding up the process for serious applicants.

On the flip side, one thing employers should absolutely do is prioritize clear communication and transparency from day one. Manufacturing roles often have specific demands, from shift schedules to physical labor requirements, and candidates need a realistic understanding of what to expect. Providing clear job descriptions, setting proper expectations, and offering a streamlined onboarding experience reduce turnover and improve long-term retention. A well-informed hire is far more likely to stay, perform well, and contribute to a productive workforce.

Steve Neher, CEO, Mail King USA

Prioritize Safety Training and Certifications

One crucial thing employers should do when hiring high-volume candidates for manufacturing jobs is to prioritize safety training and certifications. In my experience, working in industries where safety is paramount, I’ve seen how investing in proper training for all employees can reduce accidents and improve productivity. For instance, at Sky Point Crane, we ensure all crane operators and riggers are certified, which significantly improves efficiency and safety on-site.

Additionally, creating meaningful relationships rather than focusing on transactional processes is vital. In my 30+ years in business, I’ve observed that candidates who feel valued and part of a team tend to stay longer and perform better. By aligning the company’s mission with the day-to-day roles and ensuring every team member understands they are crucial to our customer-focused mission, we drive better results for everyone involved.

Finally, I advocate for a process where responsiveness—not just in communication but in understanding and addressing concerns—is prioritized. Quick response times, whether it’s answering a phone call or providing quotes, create a culture of reliability and trust, which is critical when dealing with large groups of new hires in manufacturing settings.

Dave Brocious, Managing Partner, Sky Point Crane

Be Transparent About Job Challenges

As someone who’s managed large teams, I’ve noticed that being transparent about both the challenges and opportunities of manufacturing work leads to better retention. During our last hiring push, we started showing candidates real footage of the work environment and having them chat with current employees during the interview process. While it might mean some candidates opt out early, those who accept offers tend to stay longer because they know exactly what they are signing up for.

Justin Mauldin, Founder, Salient PR

Hire Competent Workers, Not Just Warm Bodies

Don’t just hire warm bodies–hire people who can actually do the job. In manufacturing, a bad hire isn’t just slow; it can be a safety hazard. One thing that works? Quick, hands-on skills tests during hiring. If they can’t handle the basics, you just dodged a problem. Also, don’t skimp on onboarding–rushing people onto the floor without proper training leads to mistakes, accidents, and high turnover. Fast hiring is great, but **smart** hiring keeps your operation running smoothly.

Justin Belmont, Founder & CEO, Prose

Use Group Hiring Events for Efficiency

Having scaled multiple teams, I’ve found that group hiring events where candidates rotate through different stations – like safety procedures, equipment basics, and team exercises – help identify the best fits efficiently. Last year, we hired 50 workers this way and saw our training time cut in half because candidates already understood the basics and had met their future teammates.

Paul Sher, CEO, FuseBase

Simplify the Application Process

When hiring for high-volume manufacturing positions, employers should avoid overly complex or lengthy application processes, as these can deter qualified candidates. Instead, adopting a streamlined, candidate-first approach ensures a smoother, more efficient experience. Using programmatic job advertising (PJA) expands reach while pre-employment assessment tools help automate screening. Engaging candidates through clear communication, chatbots, and company culture insights improves retention. Tracking time-to-hire and mitigating hiring bias further optimize the process. A well-structured recruitment strategy not only attracts skilled workers but also improves hiring efficiency and workforce quality. By simplifying applications and leveraging technology, employers can fill roles faster while maintaining a high standard of hire.

Akshita Makhni, Human Resource Specialist, Botshot

Avoid Rushing Through First Impressions

When hiring for high-volume roles, especially in skilled trades or manufacturing, I’d say the biggest mistake is rushing through the first impression. I’ve seen what happens when you try to fill 10 spots in a week without giving candidates any reason to care about your company. If your intro feels like a checkbox, you’re going to lose the ones who would’ve stuck around. I started adding 90-second videos of myself talking directly to applicants in our outreach, and within three months, I cut no-shows by 60%.

Honestly, I think hiring in bulk makes it too easy to treat people like numbers. If I’m hiring 15 people for a cabinet refinishing crew, I still want every one of them to know who I am, what we do, and why their work matters. A little personal touch at the top goes a long way in reducing turnover later. It’s slower upfront, sure—but I’d rather invest an extra 10 minutes per candidate than replace half of them in 30 days.

Danny Niemela, Vice President & CFO, ArDan Construction

Onboard Quickly After Fast Hiring

We’re one of America’s leading custom exhibition builders, running a full in-house manufacturing team that can scale from 4 to 30 people depending on the project load. I’ve hired hundreds of crew members for tight-turnaround builds, and when you’re hiring in volume, one bad call can mess with the entire production chain.

Here’s the mistake: hiring fast but onboarding slow. I’ve seen teams lock in 12 fabricators in a week, then throw them straight into a 32,000-square-foot build without a structured 2-hour orientation. What happens? Tools get misused, timelines slip, and senior staff waste time correcting rookie errors. I’ve had days where three new hires stalled a 10-person crew for over an hour. That’s 30+ hours of productivity gone in one shift. Multiply that by five days, and you’re bleeding $4,000 before the first wall is up.

What I’ve learned is you don’t need a long training program. You need a precise one. We run a 90-minute bench test with every new hire–cut, measure, assemble. Pass or fail. Simple. We pair that with a checklist: PPE fit, forklift clearance, and tool sign-off. If they don’t check every box, they don’t hit the floor. That process saved us three reworks and about $2,500 in waste on one job alone.

Rick Newman, CEO and Founder, UCON Exhibitions

Simplify the Application Process

Don’t overcomplicate the application process. Manufacturing candidates often work long hours and don’t have time for multi-step forms, personality tests, or clunky job portals. A 5-minute mobile-friendly application can drastically improve your applicant flow.

Additionally, you can offer guaranteed interview slots for walk-ins. Most companies don’t, but this builds instant trust. Many candidates just want a real shot, not an automated rejection. When people know they’ll be seen, they show up–and refer others. That’s how you build momentum in high-volume hiring.

Borets Stamenov, Co-Founder & CEO, SeekFast

Prioritize Hands-On Assessments Over Resumes

While my work focuses on legal teams, I’ve collaborated with businesses in manufacturing and understand the unique challenges of early-career hiring in this field.

Suggestion: Prioritize Hands-On Assessments Over Resumes

In manufacturing, practical skills often outweigh academic credentials, especially for early-career candidates. Employers should implement hands-on assessments to evaluate a candidate’s technical abilities and problem-solving skills. For instance, creating a short skills test based on real-world tasks, like troubleshooting machinery or assembling a product can give employers a clearer picture of a candidate’s potential than a traditional interview.

Why This Works

Practical evaluations eliminate guesswork and level the playing field for candidates who may not have formal experience but possess strong aptitude and adaptability. One employer I advised reduced turnover by 15% within a year by hiring candidates based on their performance in simulated tasks rather than relying solely on resumes.

Improving early-career hiring in manufacturing starts with focusing on capability and potential.

C.L. Mike Schmidt, Personal Injury Lawyer, Schmidt & Clark

Avoid Treating Hiring as an Assembly Line

When hiring high-volume candidates for manufacturing jobs, the one thing employers should never do is treat the process like an assembly line. Ironically, while manufacturing might thrive on repetition and speed, hiring does not. 

I remember a hiring spree where interviews felt like a conveyor belt; people were shuffled in, asked the same generic questions, and shuffled out. Sure, we hit our numbers, but within weeks, we were flooded with complaints, resignations, and mismatched hires who struggled with the job’s realities.

What changed was when we shifted the process to feel less transactional and more human. During another hiring phase, we implemented something simple yet impactful: a “real day-in-the-life” walkthrough.

Before the offers were made, candidates got a brief experience of the noise, rhythm, and physicality of the job floor. Many self-selected out, but those who stayed knew exactly what they were signing up for. The result? Fewer surprises, greater commitment, and a team that felt prepared from day one.

This approach reminds employers that hiring isn’t about filling slots–it’s about building a team. By treating candidates as partners in the process, you ensure they’re ready for the demands ahead, reducing turnover and improving workplace harmony.

Erin Siemek, CEO, Forge Digital Marketing, LLC

Focus on Fit and Engagement

When hiring high-volume candidates for manufacturing positions, the one thing employers must stop doing is treating the process like a numbers game. In my experience, it is necessary to hire people while taking fit and engagement into consideration before filling the seats and creating a team of individuals who are engaged in their work and have low turnover. Instead, focus on the fact that you are creating a candidate experience that will be personal, even if you are doing it at scale.

A phone screening or a short video intro can tell you more about a candidate’s fit than a stack of resumes. I’ve seen companies that spent little on simple, human touches – like clear role and expectation communication – reduce turnover greatly. Remember, hiring isn’t just filling jobs; it’s creating a team of people who will stick around.

Advice for Readers:

When hiring at scale, treat every candidate like they’re your only hire. Sometimes, a quick, personalized touch–like a follow-up email or a clear timeline, can make all the difference. It’s not just about filling roles, it’s about creating a culture where people want to stay.

André Disselkamp, Co-Founder, Insurancy

Stop Filtering Out the Best Workers

Stop Filtering Out the Best Workers with Pointless Hiring Barriers

When it comes to high-volume hiring in manufacturing, one of the worst mistakes employers make is filtering out great candidates before they even have a chance to prove themselves.

I’ve seen companies reject applicants because they didn’t have a “relevant” resume–meanwhile, the best machine operators I’ve met started in food service, construction, or retail. Others get cut because they didn’t answer some generic online screening question “correctly,” even though real-world problem-solving doesn’t happen in multiple-choice format.

The reality? Manufacturing jobs are about trainability, reliability, and endurance–not perfect paperwork. The best thing an employer can do is stop fixating on resumes and overcomplicated screening tests and start focusing on fast, hands-on assessments. Give candidates a simple trial shift, a skills test, or even just let them walk the floor and talk to a supervisor. You’ll quickly find out who’s got the right mindset and work ethic–no algorithms needed.

At the end of the day, the best manufacturing workers aren’t necessarily the ones who “look good on paper.” They’re the ones who show up, learn fast, and keep the production line moving. But if your hiring process is designed to catch the wrong things, you’re letting the best candidates slip right through your fingers.

Derek Pankaew, CEO & Founder, Listening.com

Switch to Hands-On Skill Assessments

At Heat Print Hub, we’ve stopped doing traditional one-on-one interviews and switched to hands-on skill assessments where candidates actually operate basic machinery for 30 minutes under supervision. This practical approach has cut our training time in half because we can immediately see who picks up technical concepts quickly, plus it gives candidates a real feel for the daily work they’ll be doing.

Reginald Youngblood, Owner, Heat Print Hub

Communicate Physical Demands Upfront

During my years managing teams, I discovered that clearly communicating the physical demands and shift expectations upfront prevents costly turnover – we include a detailed ‘day in the life’ video in our application process. Being transparent about the working conditions, like standing for long periods or lifting requirements, helps candidates self-select before investing time in interviews. I’ve found this upfront honesty, while potentially reducing initial applicants, leads to more committed hires who stick around longer.

Andrew Dunn, Vice President of Marketing, Zentro Internet

Use Group Hiring Events Effectively

Having scaled our operations across three locations, I’ve found that group hiring events can be incredibly effective – we processed 50 candidates in one day compared to the usual two weeks of individual interviews. What’s really important is to avoid the common mistake of skipping proper orientation just because you’re hiring in bulk – this actually bit us hard when we rushed 30 new hires without proper training last summer. I recommend setting up stations where candidates can rotate through basic skills assessment, safety orientation, and team culture introduction all in one organized event.

Justin King, Director of Operations, Charette Cosmetics

Prioritize Accuracy Over Speed

Imagine walking into a warehouse bustling with activity–machines humming, workers focused, everything running like clockwork. Now imagine the opposite: missed deadlines, frustrated supervisors, and employees feeling out of place. 

Early on, I learned that the difference between these two outcomes often comes down to the hiring process, especially when filling high-volume manufacturing roles. One mistake I consistently saw was prioritizing speed over accuracy, a misstep that can snowball into costly inefficiencies.

During a major hiring push for a production facility, we once sacrificed thorough screening for speed, thinking numbers were the solution. The result? A workforce plagued by mismatched skills, leading to high turnover and errors. 

But in a later hiring round, we added a simple evaluation step that tested skills like attention to detail and manual dexterity–key traits for the job. This extra layer ensured we hired capable candidates who could handle the roles and stay long-term, saving us time and resources in the end.

Through these experiences, I’ve realized that intentionality in hiring is critical, even under the pressure of mass recruitment. A slower start leads to fewer costly missteps later, ensuring productivity and stability on the shop floor.

Alan Chen, President & CEO, DataNumen, Inc.