Building Workforce Capability in Manufacturing through Practical, Integrated Learning

Marie Price, Director of Learning and Development, Idaho Forest Group

Marie Price, Director of Learning and Development, Idaho Forest Group

Marie Price is Director of Learning and Development at Idaho Forest Group, where she focuses on aligning workforce training with operational performance. Her work integrates leadership development, apprenticeships and frontline training to support safety, productivity and long-term capability building across manufacturing environments.

Shaping a Practical Approach to Workforce Development in Manufacturing

My approach has been shaped primarily by hands-on experience in the forest products industry and close partnership with operations. Time spent in the working environment seeing the pace, risks and complexity of production has reinforced that workforce development must be practical, relevant and immediately applicable. Learning happens when training reflects the realities of manufacturing shift work, safety risk, production pressure and quality requirements.

Partnership with operations leaders has further shaped my perspective. Learning and development must function as part of the business, not as a support activity. If it is not clearly connected to safety, productivity, quality and culture, it will not sustain attention or investment.

Leading cross-site leadership programs and registered apprenticeships has underscored the importance of building clear pathways from entry-level roles to skilled trades and leadership positions. Workforce development is not just about training content it is about creating a system that supports progression, retention and capability at every level.

Designing Training Programs for Frontline Employees and Leadership Teams

Design begins with alignment to business outcomes. For frontline employees, the focus is on skill acquisition, safety and reducing time to competency. For managers, it centers on decision-making, communication and leading across functions. Managers need tools that help them coach, reinforce expectations and consistently model desired behaviors.

I rely on a few core principles context-driven design: Training reflects real equipment, programs, processes and daily challenges; layered development: Frontline programs build technical skill; leadership programs build enterprise thinking and people leadership; varied delivery based on context and needs: Options include on-the-job training, coaching, classroom or virtual learning and peer collaboration; application and accountability: When supervisors and managers actively support what employees are learning, training becomes part of how the business operates not a standalone event. Leadership programs include projects tied to real business improvements, providing measurable ROI.

“Learning and development must function as part of the business, not as a support activity, clearly connected to safety, productivity, quality and culture.”

The goal is to ensure both the frontline and managers understand how their development contributes to the broader operation. They are not separate tracks they are part of one system

Emerging Trends Shaping Learning and Development in Manufacturing

Several trends are shaping the future of L&D in manufacturing AI-enabled learning and productivity: Tools such as Copilot and Claude are accelerating access to information and enabling faster problem-solving and output; skills-based development: There is increasing emphasis on demonstrated capability over tenure or credentials; learning embedded in work: Learning is integrated into daily tasks the distinction between training and doing is narrowing; faster time to competency: Workforce constraints require more efficient, targeted training approaches; expanded focus on leadership: Leadership capability is increasingly recognized as a critical driver of safety performance, productivity, employee engagement and retention; stronger integration with workforce development systems: partnerships with schools, technical education centers and registered apprenticeship programs with a focus on skills and industry recognized credentials.

In manufacturing, innovation adds value when it improves daily operations.

Ensuring Training Drives Measurable Performance and Safety Outcomes

It starts with defining success before the program begins. Training must be tied to specific operational metrics such as safety (TRIR), productivity, quality, cost or retention.

Key practices include aligning with business objectives: Establishing clear expectations for outcomes and measurement; connecting training to real work outputs: Leadership participants complete projects that target measurable improvements; tracking indicators: Looking beyond completion rates to incident trends, performance metrics, retention and career advancement; reinforcing after training: Manager involvement, coaching and follow-up to reinforce and sustain behavior change; continuously refining programs: Using data to adjust and improve design and delivery; most importantly training is treated as part of a larger system. When policies, performance metrics, expectations and training are aligned, improvements impact KPI’s and daily work practices.

Training must ultimately show up in operational results. If it does not, it needs to be re-evaluated and redesigned.

Advice for Aspiring Learning and Development Leaders in Operational Industries

First, spend time in operations ask questions and listen. Understanding the work builds credibility and informs better decisions. Develop relationships with front line managers and seek insight into the challenges and opportunities that training can address.

Second, learn the business. Have a clear understanding of how the company operates cost drivers, production flow and key metrics to position L&D as a contributor to performance.

Third, form strong partnerships with operations leaders. The most effective programs are co-owned and aligned with business priorities.

Fourth, prioritize simplicity and applicability. Training must be clear, practical and easy to implement in fast-paced environments. Seek input from internal subject matter experts for training development and delivery.

Finally, take a systems view. Effective workforce development builds leadership pipelines, skill pathways and a culture of continuous learning that supports long-term performance.

When you consistently connect people development to business results, L&D becomes a strategic function rather than a support role.